Experimental Prototype Give Feedback

Your location is: Unknown Change

Find your location

Why do we need this?

Setting your location at Direct Scot means we can give you search results that are both local and relevant to you (e.g. your bin collection days, school term dates, nearby schools and sports and leisure services)

We don't store this user data, so your security is guaranteed.

Close
Close

Welcome to DirectScot.org

DirectScot is the experimental prototype of a public service website for Scotland. It offers access to information, services and applications from a wide variety of sources.

It aims to be simple, intuitive and to put the needs of users first. We stress that this is an experimental prototype. Please don’t rely on it. At this stage it is neither comprehensive nor is it fully robust.

Developed by the Scottish Government, DirectScot is a response to the ongoing debate on how government services can be delivered efficiently in the digital age.

To make our point, we have developed a few fully-functioning user journeys that show how a full DirectScot website might work. You can find out more in the DirectScot blog.

Get started and give us your views…

Family-run businesses

Draw up a family-business constitution

One way to successfully manage conflict in a family business is to have a family-business constitution. When well drawn-up, such a document can even prevent conflict occurring in the first place.

A family-business constitution - sometimes known as a family charter - is partly a statement of general principles. It outlines your business' core values and vision, and your family's commitment to them.

Importantly, it is also a practical guide for running the business and a framework you can use to deal with family business issues that have the potential to cause disputes.

The process of drawing up a family constitution should be collaborative, involving everybody with a stake in the business. The document should be regularly reviewed.

Structure your constitution

A typical family-business constitution might include the following sections:

  • business goals, vision and values
  • leadership
  • management structure
  • entry principles for family members
  • succession and exit policies
  • rights, responsibilities and obligations of family appointments
  • rights, responsibilities and obligations of family members not working in the business
  • appointment and rights of non-family board members, management and employees
  • training, remuneration and appraisal of employees - both family and non-family
  • developing the next generation
  • involvement of non-executive directors and other outsiders
  • communication channels
  • dispute-resolution procedures