A report into how well community payback orders are implemented and managed in Inverclyde has been published by the Care Inspectorate.
Inspectors looked at how justice social work services in the area were delivering services for individuals who are, or have been, subject to community payback orders.
The inspection took place between July and August 2019.
Inspectors found that leaders demonstrated a strong commitment and vision to improve outcomes for individuals which was supported by a clear understanding of their needs and a well-informed strategic plan that was driving improvement.
In their report, inspectors said: “A range of positive outcomes had been achieved for individuals.
“This included improved access to stable accommodation and increased access to further education and learning opportunities. The service was not yet able to demonstrate year-on-year trends in improved outcomes but was well placed to do so in future.
“The justice service was well integrated into the health and social care partnership which strengthened governance arrangements and supported quick access to services, including those aimed at addressing mental health and addiction issues.
“The unpaid-work service was operating effectively and played an important role in improving outcomes while ensuring payback to communities.”
Peter Macleod, chief executive of the Care Inspectorate said: “Effective community-based sentencing options are essential to the successful implementation of the Scottish Government’s community justice strategy and the extension of the presumption against short sentences.
“In this context, the Care Inspectorate is focusing inspections of justice social work services on how well community payback orders are implemented and managed, as well as how effectively services are achieving positive outcomes.
“We are confident that the justice service in Inverclyde has considerable capacity to make improvements where required. Our confidence is enhanced by the strong leadership, effective governance arrangements and well-embedded performance management framework that we found to be in place.
“An effective quarterly performance review forum was successfully driving improvement. The effective integration of justice services within the health and social care partnership meant that the justice agenda had prominence and senior managers were able to influence the strategy for service development.
“Leaders had established clear and well-informed person-centred outcome measures and put arrangements in place to analyse performance against these. They demonstrated the ability to use data effectively to change practice and services where needed.
“This was supported by an ambition to improve outcomes for individuals through addressing the impact of poverty and disadvantage.
“A culture of striving for continuous improvement and a drive to achieve transformative change in service provision puts the service in a strong position to strive for excellence.”
The link is available here: http://bit.ly/inverclydejustice