Frequently Asked Questions
Frequently asked questions from the briefing sessions to community justice strategic groups to the Care Inspectorate.
| Questions/Points raised | Response |
| Will the model use a 6 or 4-point evaluation scale? | From on-going discussion, we recognised that a 4-point scale might simplify the model and allow for different language but overall, it was felt a 6-point scale would be more helpful in being able to evaluate and see improvement over time. Using improvement language was viewed as being beneficial. |
| As different partnerships are at different stages in development, there was some reservation about capacity to undertake this work and what the expectations were to undertake self-evaluation. | A second phase of the project has been proposed which would focus on building capacity and confidence in partnerships in undertaking meaningful self-evaluation. Partners thought this was required and as well as support locally, there may be benefits for specific support for some partners on a national basis. The OPI Framework does not specify requirements specifically about undertaking self-evaluation. However, embarking on this work will be externally valuable for partnerships in helping strive for continuous improvement and excellence and establishing a strong sense of performance and key priority areas for action. It will also enable partners to identify key strengths. When Community Justice Scotland comes into being, they may wish to offer further views on this. |
| We sent the initial correspondence for the briefing to chairs of Community Planning Partnerships; this has not always resulted in it being passed on. | We took this approach at the end of March 2016 as we recognised strategic partnerships were at different stages in development and CPP chairs were the one constant. We then followed this up by ensuring we copied all transitions leads in to subsequent correspondence about the briefings and this proved more successful. Subsequent dialogue with local areas has resulted in the decision that we will make all chairs of strategic groups the main contact point with the transition leads copied in to all communication. This should make communication flow easier and more consistent. |
| Partners felt strongly that the language should have an improvement tone. | We agree and will endeavour to ensure the model reflects this. |
| Partners had some reservations about expectations of performance against the quality indicators within the self-evaluation model. This was based on the transition stage and the timing required to embed community justice and how this may reflect performance evaluations. |
We understand there are reservations and there are a couple of elements to consider.
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| Are you speaking to other groups as well as statutory partners? | Yes, we have an extensive approach to engagement and involvement, which will be happening during summer 2016. This will involve a staff survey, service user focus groups and stakeholder focus groups/meetings. |
| Some partners were slightly apprehensive that the staff survey would ask questions about community justice that may still be new or unknown to many staff and were unsure how this would be interpreted and used. | The staff survey is for us to develop the self-evaluation model only. This will be to ensure that a wide range of staff have an opportunity to give their views and influence what the self-evaluation model looks like. The survey is confidential and we will not use it for any other purpose |
| Will partners be able to use the survey questions for their own use? | There is no reason why partners can’t use the content of the Care Inspectorate survey with their staff locally to help gather views and opinions about community justice. They may want to consider amending some or all of the questions to meet local needs |
| Has there been any research done in developing the model? | The proposed model is based on the EFQM framework which is widely known and used and highly regarded across a very wide range of public and private sector organisations. Frameworks based on EFQM have been used to inform scrutiny models in Scotland for many years. In developing this model we are also drawing on existing research, policy and strategy including ‘Reducing reoffending in Scotland’ and ‘Commission on Women Offenders’. |
| Whilst a self-evaluation model is helpful the demand on time was highlighted in respect of evidence. Is there any way to reduce this? | We will consider this when developing the model and plan to include some tips about approaches to gathering evidence. In all of the models we have developed, we encourage partners to use evidence they need to gather anyway, either for the purposes of routine reporting or for ongoing service improvement, rather than undertaking self-evaluation for its own sake. |
| Some partners were slightly concerned about the plans for future inspection of community justice and them being over scrutinised. | The OPI Framework states the intentions for any future inspection of community justice. The Care Inspectorate recognises the need for any scrutiny work to be proportionate, risk-based, targeted and firmly directed at supporting improvement in outcomes for people. |
Deaths of young people in continuing care
Deaths of young people in continuing care
Local authorities must notify the Care Inspectorate and the Scottish Government of the death of a young person in receipt of continuing care as soon as is reasonably practicable.
Local authorities must:
- complete the attached DCC1 form and send this to cistrategicteamnotification@careinspectorate.gov.scot
- send a copy of the completed DCC1 form to the Scottish Government at Looked_after_children@gov.scot
Please note, this is separate from the duty of a registered care service to notify us of the death of a service user. These should be submitted via our eforms system.
More information about notification and reporting arrangements can be found here.
Please submit all relevant forms/reports through secure email to
cistrategicteamnotification@careinspectorate.gov.scot
The main contact for this work is Karen McCormack, strategic inspector or Sharon Telfer, strategic inspector, email: cistrategicteamnotification@careinspectorate.gov.scot
Safe staffing improvement programme
The Care Inspectorate has been commissioned by the Scottish Government to lead on a national quality improvement programme to support care services with the enactment of the Health and Care (Staffing)(Scotland) Act 2019
Enacted on 1 April 2024, the Act is applicable to all health and care staff in Scotland. Statutory guidance has been published alongside the Act. The aims of the Act are to enable safe and high quality care and improved outcomes for people experiencing health care or social care services through the provision of appropriate staffing. This requires the right people, in the right place, with the right skills, at the right time.
Our vision
Working in collaboration with people who experience care, relatives, representation groups and other key stakeholders, our vision of the programme is to:
‘Ensure that in care services in Scotland there are the right people, in the right place, with the right skills at the right time working to ensure people experience the best health and care outcomes.’
We regularly publish programme updates and resources on The Hub.
To find out more information about the programme or you would like to get involved email us at safestaffingproject@careinspectorate.gov.scot
Unannounced inspections
Unannounced inspections
Strategic scrutiny and assurance
Who we are
The Care Inspectorate’s strategic inspection team sits in the Scrutiny and Assurance Directorate. We focus on the scrutiny, assurance and improvement of services provided by local authority social work services and partnerships. We look at services for children and families, adults and older people and people involved with the justice system. We explore how adults’ and children’s rights are promoted and upheld, the extent to which they are enabled to exercise choice and control in how their support is provided, and the outcomes they experience.
Click on the links below to read more.
- About our strategic inspection teams
- Our inspections
- Our quality assurance role
- Our support to local partnerships
Bairns’ Hoose (Barnahus)
Bairns’ Hoose, based on an Icelandic model ‘Barnahus’, will bring together services in a ‘four rooms’ approach with child protection, health, justice and recovery services all made available in one setting. Bairns’ Hoose aims to ensure that every child victim or witness has consistent and holistic support, access to specialist services and receives ongoing therapeutic care from services coordinated under one roof.
The overall vision of a Bairns’ Hoose (Barnahus) in Scotland is that:
All children in Scotland who have been victims or witnesses to abuse or violence, as well as children under the age of criminal responsibility whose behaviour has caused significant harm or abuse, will have access to trauma informed recovery, support and justice.
The key values through which this vision will be achieved are that:
- we are child centered, trauma informed and respect the rights and wellbeing of the child at all times
- we provide consistent and holistic support, which enables children to have their voices heard, access specialist services and recover from their experiences
- we aim to prevent children being re-traumatised and to improve the experience of the criminal justice process for children and families, and
- we demonstrate connectedness and national leadership to uphold children’s rights to protection, support, participation and recovery.
In 2019, the Scottish Government commissioned Healthcare Improvement Scotland and the Care Inspectorate to jointly develop standards which will provide a blueprint for a Scottish Barnahus (Bairns’ Hoose). Also in 2019, a Standards Development Group with representatives from across social work, police, health, justice and children’s voluntary organisations began developing the standards. In March 2020 Healthcare Improvement Scotland and the Care Inspectorate paused the development of the standards in order to reduce undue strain across the system and prioritise resources to support the national response to Covid-19. A refreshed Standards Development Group recommenced work on the Bairns’ Hoose standards in January 2022.
The final standards are now available to download. We have also developed a version of the standards for children and young people. The standards will help to support a consistent national implementation of the Bairns’ Hoose model.
For further information regarding the project, see other reports published to date:
- Consultation summary report
- Joint impact assessment
- Children’s rights and wellbeing impact assessment
- Bairns’ Hoose Standards: Phase 1 engagement pack
- Standards Scoping Report Bairns’ Hoose (Scottish Barnahus)
- The Foundations for Bairns’ Hoose (Scottish Barnahus)
Serious Incident Reviews
The national serious incident review guidance was developed in partnership with the Scottish Government and Social Work Scotland. The guidance outlines what is expected of local authorities when a serious incident comes to their attention.
A serious incident is defined as an incident involving:
‘…harmful behaviour, of a violent or sexual nature, which is life threatening and/or traumatic and from which recovery, whether physical or psychological, may reasonably be expected to be difficult or impossible.’ (Framework for Risk Assessment Management and Evaluation, RMA (2011)
The reporting of serious incidents currently pertains to people who have received a final disposal from court following conviction. This includes people made subject to the various requirements of a community payback order or a drug treatment and testing order. It also relates to everyone released from custody subject to statutory social work supervision.
National guidance on the management and delivery of these orders and licences is contained within a variety of national outcomes and standards - Scottish Government collection of justice social work guidance.
When a serious incident occurs the local authority should notify the Care Inspectorate within five working days. The Care Inspectorate provides a quality assurance role in serious incident reviews, by looking at how reviews have been conducted and whether these have been carried out in a robust and meaningful way.
A serious incident review is undertaken by following the national guidance, and using the templates below:
- Serious Incident Review: Notification
- Serious Incident Review Part One: Case Review
- Serious Incident Review Part Two: Reflective Learning Review
All notifications, submissions and queries are made through this secure email address cistrategicteamnotification@careinspectorate.gov.scot
Link inspectors and relationship managers
The Care Inspectorate provides a designated link team for local authorities and strategic partnerships. This is because there are multiple services of different types and a need for regular planned contact to discuss emerging issues across the breadth of their work. Link teams consist of a strategic inspector, who is responsible for scrutiny carried out at authority or strategic partnership level; a relationship manager for adult care services and complaints about care services; and a relationship manager for children’s care services and registration.
Relationship managers also provide a designated point of contact for larger providers who operate multiple services.
Managers responsible for services for children also link to each of the six regional collaboratives that have now been established across the country.
Named strategic link inspectors and relationship managers can be found here.
Find information on the link inspector role for council and partnership staff here.
You can get information about the link inspector for a particular local authority area by e-mailing the strategic support team at StrategicTeam@careinspectorate.gov.scot
