Community Payback Order – Annual Return
Renfrewshire Council · 10 March 2026
Back to Communities and Housing Policy Board — 10 March 2026 and its agenda
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PUBLIC ___________________________________________________________________ To: Communities and Housing Policy Board On: 10 March 2026 ___________________________________________________________________ Report by: Director of Children’s Services __________________________________________________________________ Heading: Community Payback Order – Annual Return ___________________________________________________________________ 1. Summary 1.1 Throughout the year Justice Social Work (JSW) completes various statistical returns to the Scottish Government reporting on a range of different activities. For Community Payback Orders (CPO), in addition to a statistical return a more qualitative return is also reported. This return for 2024/25 describes some more specific JSW activity, including some service user and partners’ experiences of the services provided within a CPO. 1.2 This return is attached to this report. It provides details of the JSW submission with the purpose of informing the Board of some of the wide reaching services JSW provides to support community sentences that are imposed at Court. 1.3 JSW provides various statutorily regulated services within the criminal justice system. Managing the community sentence of a CPO is one of the most significant and resource intensive statutory duties that is provided by JSW. 1.4 During 2024/25 the service managed 520 CPO’s. This was a 16% increase from the previous year. 372 of these orders included an “unpaid work and other activity” requirement. This was a sizeable increase from 338 the previous year.
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PUBLIC ___________________________________________________________________ 2. Recommendations 2.1 To note the annual return submission and support the positive work of the Justice Social Work service in how it provides Community Payback Orders. _________________________________________________________ 3. Background 3.1 The Scottish Government “Vision” for Community Justice is to shift the balance between the use of custody and justice in the community. JSW plays a pivotal partnership role in its service delivery to people who have committed offences. It does this primarily through exploring the causes of offending behaviours and providing interventions that promote reparation, rehabilitation and positive inclusion within local communities. JSW is rooted in the principles of public protection, reducing offending and promoting positive change with the person. 3.2 A CPO is a community sentence, following conviction at Court, that prescribes a range of requirements that the person must adhere to. It is served to balance the punishment element with consideration for particular areas of the person’s life which require support and change. Every CPO has a minimum of one of a possible 9 requirements applied within it. This must include, as a minimum, either a “supervision” or “unpaid work” requirement. The different type of requirements are discussed further within the attached report. Many CPO’s have more than one requirement to be complied with. The sentencing Sheriff determines the length of this community sentence, up to a maximum of 3 years. 3.3 Renfrewshire JSW reports different statistical returns to the Scottish Government across all areas of JSW activity throughout the year. In addition to CPO data, it provides extensive quantitative returns on pre- sentencing work (e.g. diversion, bail activity, structure deferred sentences), JSW Court reports and after sentencing work (e.g. CPO’s, pre /post prison release duties, parole, extended sentences and other throughcare duties). Justice Social Work statistics are collated nationally and its reports are published, in different phases, throughout the year.
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PUBLIC 3.4 Complementing the quantitative information reported, this particular annual return requests the harder to measure, qualitative information on how JSW provides services for the CPO. It describes an array of activities alongside the views and experiences of people involved with the service. It also allows room to share areas of development and innovative practice such as our initiatives with third sector partners, Open Aye, Braveheart Industries and the pilot justice grant scheme. 3.5 The collation of the report takes time and significant collaboration across the service. It offers a clear opportunity for teams to reflect upon and articulate some of their work and evaluate strengths and areas needing more attention. The process and the product is utilised by the service in terms of reflection for both quality assurance and service improvement. For example it has been considered within our “developing our workforce” workstream which has developed our new training framework and renewed priorities. The report has also been augmented with a recent internal practice assurance review, involving different JSW staff and peer review. This practice audit explored the “Barriers to Completion of CPO’s”. Although still to be finalised the generally positive findings of this review will be used as a platform for future reflective practice sessions where practitioners can explore the professional learning points within their own professional practice. 3.6 The return articulates the diverse, specialist knowledge and skill sets required of our JSW practitioners whilst demonstrating the breadth and complexity of their professional responsibilities and statutory duties in this one area. It provides the reader with some insight into the commitment, resilience and versatility required in respecting and supporting the complex issues that can affect individuals within the criminal justice system. This is always balanced with the constant consideration of the wider risk and impact for victims and communities. 3.7 JSW does not work alone. Partnership working and shared approaches to planning, risk management and intervention are critical to the success of effectively supporting a person subject to a CPO. This return reflects the value of collaborative multi agency work in supporting a person which, in turn, benefits the wider community. Partners in the areas of housing, employment /training, health, policing and the third sector /community organisations all bring invaluable contributions to the effectiveness of this sentence. 3.6 From a resource perspective managing CPOs effectively requires substantial qualified social worker time and consequently investment. Based solely on financial cost it is estimated that annually, the cost of a prison place is approximately £47000 and the cost of a CPO is
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PUBLIC approximately £5000. These approximated figures are provided by the independent Sentencing and Penal Policy Commission. This commission is currently tasked to provide recommendations to inform change to the justice system. It is considering “how Scotland can ensure that custody is only used when absolutely necessary and look to find a prison population which is sustainable to allow for much needed work within prison to reduce and present behaviours that lead to reoffending”. Although the recommendations are not published at the time of writing, it is anticipated they are likely to lead to further future growth and demand for community based sentences. As the return highlights Renfrewshire JSW is currently managing these sentences competently, absorbing the considerable growth in activity last year, within a limited ring fenced grant. If there is continued growth at a similar or accelerated rate, it would require proportionate further resourcing to maintain both local and national practice standards in this positive area of work. .___________________________________________________________________ Implications of the Report 1. Financial - None 2. HR & Organisational Development -None 3. Community/Council Planning – • Building strong, safe and resilient communities – Effective justice social work achieving the best outcomes for people in the justice system helps build safer and more resilient local communities 4. Legal - None 5. Property/Assets - None 6. Information Technology - None 7. Equality & Human Rights - (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified
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PUBLIC arising from the recommendations contained in the report as it is for noting only. 8. Health & Safety - None 9. Procurement - None 10. Risk - None 11. Privacy Impact -None 12. Climate Risk - None 13. Children’s Rights - None 14. Cosla Policy Position - None _______________________________________________________ List of Background Papers (a) Background Paper 1. “Community Payback Order – Annual Returns Template” CPO annual report - 2024-25 - template - J The foregoing background papers will be retained within Children’s Services for inspection by the public for the prescribed period of four years from the date of the meeting. The contact officer within the service is David Wilson, Justice Services Manager, david.wilson@renfrewshire.gov.uk. ___________________________________________________________________ Author – David Wilson, Justice Services Manager. david.wilson@renfrewshire.gov.uk