In this guest blog, Fay Turner (Quality Assurance Officer at Bridgend County Borough Council) explores how storytelling methods can be applied for learning and evaluation purposes.
When I stepped into a newly created Quality Assurance (QA) role, one thing quickly became clear: while our existing QA system was well‑intentioned, it didn’t fully capture what mattered most to the people accessing care and support. Much of the information we collected focused on activity already monitored through performance data. But the richer, human stories - how people live, feel and thrive - weren’t highlighted.
The Performance and Improvement Framework 2021 encourages local authorities to strike a better balance between activity data and lived experience. It challenges us to use evidence not just for measuring performance, but for driving meaningful improvement. This has helped QA evolve. Instead of being centred on audits and outputs, it can be a more creative, person‑centred process aligned with the core principles of the Social Services and Well‑being (Wales) Act 2014.
Listening differently
As we gathered the views of individuals accessing services, practitioners, managers and wider stakeholders, a consistent message emerged: people at every level value a QA system that supports reflective practice rather than surveillance.
We needed to better demonstrate how national guidance promoting experience‑based evidence is helping shape performance improvement. Slowly but surely, this momentum has grown.
Making space for stories
Across some service areas, teams began experimenting with story‑based dialogue methods to explore the complexity of social work practice. These conversations helped shine a brighter light on the voices of individuals, families and carers. This wasn’t just about the outcomes achieved, but how those outcomes were experienced by the individuals who were impacted by them.
This approach helps to strengthen how effectively the local authority puts the Act’s principle of voice and control into practice. By giving people space to share and express what matters and what mattered most to them, we gain a richer insight into how services can better support well-being. These conversations also help us identify early indicators of unmet need - supporting prevention and early intervention.
Teams began experimenting with story‑based dialogue methods to explore the complexity of social work practice. These conversations helped shine a brighter light on the voices of individuals, families and carers
A cultural shift
Over time, the ripple effect becomes more visible. QA now feels more creative and less task‑driven. Leadership teams embed shared learning into everyday practice. Management engagement is growing organically as QA is increasingly recognised as a tool to support learning and development.
Story‑based evidence celebrating strengths and identifying patterns is increasingly promoting a co-produced approach to performance improvement. We’re moving much closer to the Performance and Improvement Framework’s vision: understanding not just what we do, but how well it works for the people at the centre of our services.
From counting to understanding
Perhaps the biggest change has been a shift in mindset. QA is no longer about simply counting actions - it’s about understanding impact. Curiosity, shared ownership and meaningful dialogue now shape our approach. Practitioners and leaders are connecting more deeply with the lived experience of people accessing care and support, bringing frontline realities to bear on strategic decision‑making.
By aligning more closely with the Act’s five principles and committing to continuous learning, our QA system has become not just stronger but more human.
Want to know more?
Check out our relevant pages and resources for storytelling and dialogue-based evaluation:
