Document Pack (Bookmarked) CPWD 21 11 24
West Dunbartonshire Council · 21 November 2024
Back to Community Planning West Dunbartonshire Management Board — 21 November 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Agenda Community Planning West Dunbartonshire Management Board Date: Thursday, 21 November 2024 ___________________________________________________________________ Time: 14:00 ___________________________________________________________________ Format: MS Teams ___________________________________________________________________ Contact: Nicola Moorcroft, Committee Officer nicola.moorcroft@west-dunbarton.gov.uk committee.admin@west-dunbarton.gov.uk Dear Member Please attend a meeting of the Community Planning West Dunbartonshire Management Board as detailed above. The business is shown on the attached agenda. Yours faithfully PETER HESSETT Chief Executive Page 1
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Distribution:- Councillor Martin Rooney (Chair) Councillor David McBride Councillor Clare Steel Peter Hessett, Chief Executive, West Dunbartonshire Council Beth Culshaw, Chief Officer - West Dunbartonshire Health and Social Care Partnership (WD HSCP) Laura Mason, Chief Education Officer, West Dunbartonshire Council Peter Barry, Chief Officer – Housing and Employability, West Dunbartonshire Council Fiona Taylor, Health and Social Care Partnership (WD HSCP) John Anderson, Manager, West Dunbartonshire Leisure Trust Liz Connolly, Principal, West College Scotland Elizabeth Dean, Department of Works and Pensions Lorna Gibson, Superintendent, Police Scotland Jimmy Hyslop, Operations Manager, Scottish Natural Heritage Sharon Kelly, Head of West Region, Skills Development Scotland Bruce Kiloh, Principal Transport Policy Officer, Strathclyde Partnership for Transport Chris Spence, Scottish Fire and Rescue Service Tony McGloin, Scottish Fire and Rescue Service Mark Newlands, Scottish Enterprise Kevin Quinlan, Scottish Government Location Director Selina Ross, Manager, West Dunbartonshire Community Volunteering Service Rebecca Campbell, NHS Greater Glasgow and Clyde Catherine Topley, Chief Executive, Scottish Canals Gordon Watson, Loch Lomond and the Trossachs National Park Gerry Watt, Scottish Prison Service Sandie Scott, NHS Golden Jubilee, Director of Strategic Communications and Stakeholder Relations Carole Anderson, NHS Golden Jubilee, Director of Transformation, Strategy Planning and Performance Gary L’Anson, Police Scotland, Divisional Commander Argyll and West Dunbartonshire Division Amanda Graham, Chief Officer - Citizens, Culture, and Facilities Elaine Troup, Communities Manager Councillor John Millar [substitute] Councillor Gurpreet Singh Johal [substitute] Date of issue: 8 November 2024 Page 2
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COMMUNITY PLANNING WEST DUNBARTONSHIRE MANAGEMENT BOARD THURSDAY, 21 NOVEMBER 2024 AGENDA 1 APOLOGIES 2 DECLARATIONS OF INTEREST Members are invited to declare if they have an interest in any of the items of business on the agenda and the reasons for such declarations. 3 MINUTES OF PREVIOUS MEETING 7 - 10 Submit for approval as a correct record, the Minutes of Meeting of the Community Planning West Dunbartonshire Management Board held on 15 August 2024. 4 ACTION LOG 11 Submit for information the Rolling Action List for the Community Planning West Dunbartonshire Management Board. 5 COMMUNITY PLANNING EXECUTIVE GROUP 13 - 17 Submit report by Peter Hessett, Chief Executive providing an update of discussion at the most recent Community Planning Executive Group (CPEG) meeting held on 21 October 2024. 6 PROPOSED COMMUNITY PLANNING PILOT 19 - 33 APPROACH 2024/25 Submit report by Chief Officer - Citizen, Culture and Facilities providing an update on decisions of Planning West Dunbartonshire (CPWD) Management Board on 22 February 2024 and receive a presentation from Elaine Troup, Communities Manager with regards to adopting a community-based pilot project as part of the themed approach for work in 2024/25. Page 3
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7 LOCAL CHILD POVERTY ANNUAL REPORT 35 - 81 Submit report by Stephen Brooks, W4U Manager with regards to the above. 8 COMMUNITY LEARNING AND DEVELOPMENT THREE 83 - 143 YEAR PLAN 2024-2027 Submit report by Stephen Brooks, W4U Manager with regards to the above. 9 COMMUNITY JUSTICE PARTNERSHIP UPDATE To Follow Submit report by Lesley James, Head of Children’s Health, Care and Criminal Justice and Chief Social Worker – HSCP providing an update regarding the above. 10 FLOURISHING DELIVERY IMPROVEMENT GROUP 145 - 150 (DIG) UPDATE Submit report by Peter Barry, Chief Officer - Housing and Employability providing an update on the work of the Flourishing Delivery and Improvement Group. 11 INDEPENDENT DELIVERY IMPROVEMENT GROUP 151 - 152 (DIG) UPDATE Submit report by Fiona Taylor, Head of Health and Community Care providing an update on the work of the Independent Delivery and Improvement Group. 12 NURTURED DELIVERY IMPROVEMENT GROUP To Follow (DIG) UPDATE Submit report by Lesley James, Head of Children’s Health, Care and Criminal Justice and Chief Social Work Officer – HSCP providing an update on the work of the Nurtured Delivery and Improvement Group. 13 EMPOWERED DELIVERY IMPROVEMENT GROUP 153 - 199 (DIG) UPDATE Submit report by Selina Ross, West Dunbartonshire CVS providing an update on the work of the Empowered Delivery and Improvement Group. 14/ Page 4
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14 SAFE DELIVERY IMPROVEMENT GROUP (DIG) UPDATE 201 - 204 Submit report by Inspector Jonathan Harris, Police Scotland, providing an update on the work of the Safe Delivery and Improvement Group. 15 DATE OF NEXT MEETING Members are asked to note that the next meeting of the CPWD Management Board will be on Thursday, 20 February 2025 at 2.00 p.m. on MS Teams. Page 5
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COMMUNITY PLANNING WEST DUNBARTONSHIRE MANAGEMENT BOARD Thursday, 15 August 2024 Present: Councillor Martin Rooney (Chair) West Dunbartonshire Council Peter Hessett West Dunbartonshire Council Peter Barry West Dunbartonshire Council Amanda Graham West Dunbartonshire Council Beth Culshaw West Dunbartonshire Council Lesley James West Dunbartonshire Council Fiona Taylor West Dunbartonshire Health and Social Care Partnership Anna Crawford West Dunbartonshire Health and Social Care Partnership Jennifer Gilliver Department for Work and Pensions Jimmy Hyslop NatureScot Jon Harris Police Scotland Allan Comrie Strathclyde Partnership for Transport John Binning Strathclyde Partnership for Transport Selina Ross West Dunbartonshire CVS Rebecca Campbell NHS Greater Glasgow and Clyde Carole Anderson NHS Golden Jubilee John Anderson West Dunbartonshire Leisure Trust Laurence Bayston Skills Development Scotland Sharon Kelly Skills Development Scotland Joe McCormack Citizens Advice Bureau Nicola Moorcroft West Dunbartonshire Council Liz Connolly West College Scotland Richard Millar Scottish Canals Trust Chirs Kelly NHS Greater Glasgow and Clyde Apologies: Councillor Michelle McGinty West Dunbartonshire Council Councillor Clare Steel West Dunbartonshire Council Councillor John Millar West Dunbartonshire Council Gerry Watt Scottish Prison Service Chief Superintendent Gary I'Anson Police Scotland ITEM 3 Page 7
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Councillor Martin Rooney in the Chair Councillor Rooney welcomed everyone to the meeting of the Community Planning west Dunbartonshire Management Board. DECLARATIONS OF INTEREST It was noted that there were no declarations of interest in any of the items of business on the agenda. MINUTES OF PREVIOUS MEETING The Minutes of Meeting of the Community Planning West Dunbartonshire Management Board held on 16 May 2024 were submitted and approved as a correct record. ACTION LOG The Rolling Action list for the Community Planning West Dunbartonshire Management Board was submitted for information and relevant updates were noted and agreed. COMMUNITY PLANNING EXECUTIVE GROUP A report was submitted by Peter Hessett, Chief Executive providing an update of discussion at the most recent Community Planning Executive Group (CPEG) meeting held on 22 July 2024. After discussion and having heard the Chief Officer – Citizen, Culture, Facilities in further explanation and in answer to Members’ questions, the Board agreed to:- (1) to note the update provided; and (2) to note the content of the Community Planning Executive Group Meeting Note, Actions and Appendix 1 of the report. COMMUNITY JUSTICE PARTNERSHIP UPDATE A report was submitted by Lesley James, Head of Children’s Health, Care and Criminal Justice (Chief Social Worker – HSCP) providing an update regarding the above. After discussion and having heard Lesley James in further explanation and in answer to Members’ questions, to note the detailed update provided. HEALTH AND WELLBEING STATISTICS (PRESENTATION) The Board received a presentation regarding recently published Health and Wellbeing statistics for the area, from Beth Culshaw (Chief Officer - HSCP), supported by Rebecca Campbell and Chris Kelly from NHS Greater Glasgow and Clyde. Page 8
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The Chair thanked the Team for the informative presentation. It was agreed that a copy of the presentation would be circulated to all members of the Board. FLOURISHING DELIVERY IMPROVEMENT GROUP (DIG) UPDATE A report was submitted by Peter Barry, Chief Officer, Housing and Employability providing an update on the work of the Flourishing Delivery and Improvement Group. After discussion and having heard Peter Barry in further explanation and in answer to Members’ questions, the Board agreed to note the detailed update provided. INDEPENDENT DELIVERY IMPROVEMENT GROUP (DIG) UPDATE A report was submitted by Fiona Taylor, Head of Health and Community Care providing an update on the work of the Independent Delivery and Improvement Group. After discussion and having heard Fiona Taylor in further explanation and in answer to Members’ questions, the Board agreed to note the detailed update provided. NURTURED DELIVERY IMPROVEMENT GROUP (DIG) UPDATE The Board received a verbal update from Lesley James, Head of Children’s Health, Care and Criminal Justice (Chief Social Work Officer – HSCP). After discussion and having heard Lesley James in further explanation and in answer to Members’ questions, the Board agreed to note the detailed update provided. EMPOWERED DELIVERY IMPROVEMENT GROUP (DIG) UPDATE A report was submitted by Selina Ross, West Dunbartonshire CVS providing an update on the work of the Empowered Delivery and Improvement Group. After discussion and having heard Amanada Graham, Chief Officer - Citizens, Culture, and Facilities in further explanation and in answer to Members’ questions, the Board agreed to note the detailed update provided. SAFE DELIVERY IMPROVEMENT GROUP (DIG) UPDATE The Board received a verbal update from Inspector Jonathan Harris, Police Scotland, providing an update on the work of the Safe Delivery and Improvement Group. After discussion and having heard Inspector Harris in further explanation and in answer to Members’ questions, the Board agreed to note the detailed update provided. Page 9
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DATE OF NEXT MEETING It was noted that the next meeting of the CPWD Management Board would be on Thursday, 21 November 2024 at 2pm, on MS Teams. The meeting closed at 3.45 p.m. Page 10
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Date Set Action Who Required by Date Status 22.02.24 Poverty themed project: Working Group is established, with the Community Planning Partners, to develop ideas and promote the project. Report on the above to be provided to the next meeting of CPWD Management Board Elaine Troup + interested Community Planning partners Elaine Troup As soon as possible Completed 16.05.24 Second event/Conference Theme ‘Mobilising Partners and Communities’: Outline objectives for Mobilising Communities (jobs, employability, skills and skill gaps) Amanda Graham/Elaine Troup. As soon as possible. In Progress 15.08.24 Circulate presentation – Health and Wellbeing Statistics Beth Culshaw Completed 22.10.24 Complete In Progress Outstanding ITEM 4 Page 11
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Report by the Chief Executive Officer of West Dunbartonshire Council, Chair of the Community Planning Executive Group Management Group: 21 October 2024 ___________________________________________________________________ Subject: Community Planning Executive Group 1. Purpose 1.1 The purpose of this report is to inform CPWD Board members of the discussion at the most recent Community Planning Executive Group (CPEG) meeting held on 21 October 2024. 2. Recommendations 2.1 CPWD is asked to note the content of Appendix One: Community Planning Executive Group Meeting Note and Actions 21 October 2024. 3. Background 5.1 The Community Planning Executive Group met on 21 October 2024. The group is chaired by the Council’s Chief Executive, and membership includes the five DIG leads and Communities Manager. The purpose of the group is to support CPWD and oversee improvement activity across the partnership. 4. Main Issues 4.1 The key discussion points and actions are noted in Appendix One: Community Planning Executive Group Meeting Note and Actions 21 October 2024. 5. People Implications 5.1 There are no people implications. 6. Financial Implications 6.1 There are no financial implications. 7. Risk Analysis ITEM 5 Page 13
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7.1 Failure to respond to challenges would risk delivery against policy priorities. 8. Equalities Impact Assessment (EIA) 8.1 No actions are required as this is an update report. 9. Consultation 9.1 This report provides an update on ongoing activity. 10. Strategic Assessment 10.1 Progressing work as outlined in this report ensures CPWD can deliver on the outcomes set in the Local Outcome Improvement Plan. Peter Hessett - Chair, Community Planning Executive Group 28.10.24 ________________________ Person to Contact: Elaine Troup, Communities Manager, Elaine.troup@west- dunbarton.gov.uk Appendices: Appendix One: Community Planning Executive Group Meeting Note and Actions 21 October 2024. Background Papers: Previous reports to Community Planning West Dunbartonshire Management Board on Executive Group activity. Wards Affected: All Page 14
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Community Planning West Dunbartonshire Executive Group – Meeting Note and Actions Date: Monday 21 October 2024 ___________________________________________________________________ Time: 11:00 ___________________________________________________________________ Item 1. Welcome, introductions and apologies. In Attendance: Peter Hessett (Chair) (PH), Selina Ross (SR), Peter Barry (PB), Lesley James (LJ), Fiona Taylor (FT), Elaine Troup (ET). Apologies: Amanda Graham (AG), Jonathan Harris (JH) Elaine Boyle (EB) 2. Note and action log of previous meeting • LJ confirmed Nurtured DIG up-dated on Pentana – action closed. • LJ confirmed positive discussion with JH to provide clarity on reporting and membership of Safe DIG and CJP – action closed. • Action on Proposed Approach discussed as part of meeting agenda - action in progress. 3.1 DIG updates on Action Plans • Flourishing DIG – PB confirmed that Gail MacFarlane (GM), Chief Officer for Roads and Neighbourhoods will take over the leadership of the Flourishing DIG. PB reflected on the duplication of reporting through the DIG and if this transition to GM would present an opportunity to review the DIG reporting. LJ shared some of this concern, and that some multi-agency work may not be getting reported to CPWD Management Board. Action: PB/ET to discuss as part of handover to GM. Action: ET to request info from Scottish Community Planning Network / Improvement Service on reporting structures used elsewhere for consideration to support transition of DIG to GM. • Reporting through DIGs to be an on-going agenda item. • Nurtured DIG – LJ confirmed the Integrated children’s service plan is being streamlined. All actions are being reviewed and a meeting ITEM 5 - APPENDIX 1 Page 15
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with sub-group Chairs (of which there are six) is planned for 06.11.24. • Empowered – SR provided an up-date on progress incorporating the Community Development Alliance within the Empowered DIG which requires a broader membership. Members are working on a refreshed plan for the end of the year. • Independent – this DIG continues to struggle with membership and is working to very broad outcomes. FT requested time with ET to review actions. This DIG will play a role in the planned CPP pilot project. Community Justice (CJ) Up-date – LJ highlighted that the CJP is a sub- group of CPWD and reports directly. The full-time CJ Coordinator is working on the annual report that will set out the significant work undertaken this year. 3.2 Exception reporting: Nothing raised. 4. Proposed Approach for CPWD in 24/25. ET provided an up-date on the meeting AG attended on 29/7 with Council colleagues and Liz Connolly (West College Scotland) around potential theme of employability, skills and training considering education, regeneration, net zero and economy. Good discussions took place, but no decision was made on the second event. Theme and host for second community planning event still to be confirmed. ET recapped on discussion around potential pilot approach based on a geographic area. Recommendation on pilot area to be presented CPWD Management Board and rationale for neighbourhood selected provided, highlighting information on local issues. Action: ET to draft and circulate a report on the Pilot Approach prior to CPWD pre-agenda. Action: ET to share Strategic Needs Assessment with CPEG members. 5. CPWD Management Board Meeting feedback Positive feedback from the group on Chris Kelly’s presentation and that the data he shared could inform the pilot project. The following Agenda items were confirmed: a) Locality Plans for Leven, Dumbarton and Waterfront (follow- up note: ET and SR later agreed these should be presented via Empowered DIG). b) Pilot Neighbourhood Community Planning Project Note from previous meeting - LJ had raised whether there was an opportunity to provide a focus via CPWD on domestic abuse, violence against women and girls, work of ADP. Action: LJ, ET and AG to discuss. 6. AOCB and Date of Next Meeting Page 16
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Meeting dates: • CPWD Pre Agenda – Thursday 31 October (MS Teams) • CPWD Board – Thursday, 21 November (MS Teams) • CPEG – Monday 20 January 2025. • CPWD Thursday 20 February 2025 No. Action Progress 3. Action: PB/ET to discuss DIG reporting as part of handover to GM. Action: ET to request info from Scottish Community Planning Network / Improvement Service on reporting structures for consideration. Action: ET to contact all DIG leads to arrange time to meet. In progress In progress In progress 4. Action: ET to draft and circulate a report on the Pilot Approach prior to CPWD pre- agenda. Action: ET to share Strategic Needs Assessment with CPEG members. Action: All to discuss second CP event. Complete Complete In progress 5 Action: Further discussion to be arranged with AG, LJ, ET on domestic abuse and violence against women and role of CP. Not yet started 6 Future CPEG meeting dates to be agreed Complete Page 17
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Report by Chief Officer Citizen, Culture and Facilities CPWD Management Board: 21 November 2024 ______________________________________________________________ Subject: Proposed Community Planning Pilot 1. Purpose 1.1 This report details and updates on the decisions taken by Community Planning West Dunbartonshire (CPWD) Management Board members on 22 February 2024 with regards to adopting a community-based pilot project as part of the themed approach for work in 2024/25. 2. Recommendations 2.1 CPWD Management Board is asked to: • Note and support the recommended Locality and community priority to be addressed as part of the pilot, set out in 4.2. • Note and support the defined location for the pilot in 4.3. • Partners are asked to commit to supporting the pilot project as set out in 4.4. 3. Background 3.1 The Community Empowerment (Scotland) Act 2015 requires local authorities, partners and local communities to work together through community planning to design and deliver better services that make a real difference to people's lives. 3.2 Communities across West Dunbartonshire are facing significant challenges from the cost-of-living crisis, continued recovery from Covid 19, reducing public finances and changing demographics. By working in partnership and adopting a preventative approach, the partnership can help build resilient communities able to take an active role in making their neighbourhoods a better place. 3.3 Community Planning Partnerships have a particular emphasis on reducing inequality. This can be achieved by understanding local need and working in partnership to address it and direct resources to where it’s most needed. ITEM 6 Page 19
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Community participation is integral to community planning, and it is vital communities are involved. 4. Main Issues 4.1 Following a presentation to the CPWD Management Board on 22 February 2024 agreement was made to progress with a themed approach for the partnership in 2024/25. Part of this themed approach was the development a pilot project designed to collaborate with established community organisations to better understand, and address issues faced by local people. All members agreed to this approach. 4.2 It is proposed that the location for the pilot approach will be within one of the localities that has concluded a Locality Plan. These are Leven, Dumbarton and Clydebank Waterfront. Based on the priorities identified by the communities it is proposed to focus on the Leven Locality for the pilot. The communities in this area identified a need to ‘improve access to local services’ for local people. This provides the pilot project a clear priority to address. 4.3 Within the Leven Locality and based on SIMD data it is recommended that the area suffering from the greatest levels of deprivation are to be found in Alexandria. Based on this information and the points below it is recommended that the project scope is within the Alexandria Community Council boundary (see Appendix One: Alexandria Community Council Boundary). This boundary extends into the Leven and Lomond Wards. The following also supports the proposals to focus the pilot within Alexandria: • The number of active local organisations that could support the project include, Central Alexandria Tenants and Residents Association (CATRA), Alexandria Community Council and the Vale of Leven Trust. • The number of local venues available for the project that include, Alexandria Library, VOL Trust office, Alexandria Community Centre and the Vale Health Centre. • The potential to use existing health / SIMD data to support the project outcomes. 4.4 In order to undertake the pilot a steering group of community planning partners will be formed. This group will undertake early engagement with established community organisations and together define outcomes and measures of success based on the priority to, ‘improve access to local services’. All partners are asked to commit to supporting this pilot project. 4.5 This work will be led by the Communities Manager / Communities Team and progress will be reported back regularly to the CPWD Management Board. The initial meeting of the steering group will be planned during December with engagement with the local community beginning in early 2025. Further information on the duration of the pilot project will be presented to a future CPWD management board meeting. Page 20
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5. People Implications 5.1 This approach will require resourcing. All partners are expected to contribute to the success of the approach through their actions and input. 6. Financial Implications 6.1 There are no financial implications. 7. Risk Analysis 7.1 Failure to respond to challenges would risk delivery against policy priorities. 8. Equalities Impact Assessment (EIA) 8.1 An EIA scoping exercise will be undertaken as part of the pilot project. 9. Consultation 9.1 This report provides a summary of the agreed approach being taken by CPWD in response to the feedback from communities and community groups and in response to the SIMD data highlighting the inequalities faced by communities. 10. Strategic Assessment 10.1 Progressing work as outlined in this report ensures CPWD can deliver on the outcomes set in the Local Outcome Improvement Plan. Amanda Graham Chief Officer Citizen, Culture and Facilities 25 October 2024 ______________________________________________________________ Person to Contact: Elaine Troup, Communities Manager, Elaine.troup@west- dunbarton.gov.uk Appendices: Appendix One: Alexandria Community Council Boundary Background Papers: Wards Affected: Leven and Lomond Wards Page 21
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Appendix One: Alexandria Community Council Boundary Page 22
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Leven Locality Plan August 2024 ITEM 6 - APPENDIX 1 Page 23
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Leven Locality Plan Introduction Community planning in West Dunbartonshire is focused on supporting communities to have more of a say in decisions that affect them. This is informed and influenced by the Community Empowerment (Scotland) Act 2015 (the Act). The Act was passed to support and promote more active community life. West Dunbartonshire’s Community Planning Partnership (CPP) is committed to working together with communities. All 32 CPPs across Scotland have a legal duty to produce two key documents to address inequality within their area. 1. A Local Outcome Improvement Plan (LOIP) – in West Dunbartonshire the current LOIP is called the Plan for Place 2017 -27. It sets out how outcomes will be improved and inequalities will be reduced in the area. It focuses on 5 priority local outcomes: • Our local economy is flourishing • Our adults and older residents are supported to remain independent • Our children and young people are nurtured • Our residents are empowered • Our communities are safe 2. Locality Plans – these are focused on tackling those inequalities that are concentrated within a specific geographical community. Localities in West Dunbartonshire are defined by ward boundaries and each includes several communities. Community Planning Partners Community Planning West Dunbartonshire (CPWD) is made up of partners from across the authority area and include: • West Dunbartonshire Council • West Dunbartonshire Community and Volunteering Service (CVS) • West Dunbartonshire HSCP • West Dunbartonshire Leisure Trust • Police Scotland • Scottish Fire and Rescue Service • West College Scotland • Dunbartonshire Chamber of Commerce • Loch Lomond and the Trossachs National Park • NHS Golden Jubilee • Department of Works and Pensions These partners and more work together to address the inequalities that exist across West Dunbartonshire by focussing on the priority outcomes set out in the LOIP. Page 24
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These partners work together to address the inequalities that exist across West Dunbartonshire by focussing on the priority outcomes set out in the LOIP. Community planning also allows partners and communities to focus on inequalities that are identified in specific communities through the development of Locality Plans. Locality Plans Locality Plans set out local priorities (based on consultation with local people), what improvements are planned and when these improvements will be made. If you live or work in the local area you have the right to be involved in the work associated with the Locality Plan. Each CPP will review progress against each locality plan and update the plan as required. An annual progress up-date report will also be prepared. The Leven Locality Plan The Leven Locality Plan (LLP) was developed to help improve the quality of life for people living in the Leven ward. This could focus on different things such as health and wellbeing, community safety, education, employment, housing, the local environment or access to services. At the centre of it is a desire to see local people more involved in what matters in their local area. This locality plan sets out statistical data from a range of different sources, this helps us all understand some of the local issues. The second part of the report has been developed based on the wealth of information and feedback from communities over recent years. We have used this to avoid consultation fatigue, we don’t want to ask the same questions again. Instead, we’ve reviewed all the findings and pulled out the priorities that came up most often. It’s now over to you to review our findings and confirm if feels right. Here’s the facts and statistics Life in Leven: The Leven ward covers the following neighbourhoods: • Alexandria • Renton • Bonhill • Bellsmyre • Dumbarton Townend And the Community Council areas of: • Alexandria (partial) • Renton • Bonhill and Dalmonach • Dumbarton North Page 25
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The wider Vale of Leven area, where this locality sits, is a more rural area of West Dunbartonshire, taking in the local communities which sit between Dumbarton and the Loch Lomond & Trossachs National Park. The River Leven is a significant asset that flows through the centre of this locality, and onwards to Loch Lomond. Approximately 19,000 people live in Leven locality, and projections show this number will remain relatively stable over the next 10 years. Page 26
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What the statistics tell us about the Leven Locality Page 27
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Local Priorities and Engagement Local engagement in prioritising plans for the area is an ongoing process undertaken by community groups and community planning partners working together. Work has been underway in the Leven locality for a number of years, generating a range of findings. The aim is to work better with residents to coordinate local service delivery in a joined-up way to meet the needs of local communities. It is also an opportunity to empower local people where they want to do more for their own local community. In the Leven Locality resident have made their voice heard in a range of ways including: 1. The ‘Vale in Focus’ Place Standard consultation 2019 2. Vale of Leven (VoL) Trust Place Standard consultation 2019 3. Public "bake n blether" event February 2020 4. Schools engagement activities February 2020 5. Website comments February 2020 6. Business one-to-one discussions (anonymised) March 2020 7. Local resident surveys 2019-2024 8. Local community walk-a-bouts (ongoing) Page 28
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9. organised community organisations such as Community Councils or Tenant and Resident Organisations These conversations informed the priorities for the Alexandria area back in 2019: • Work and Local economy: The need for the town centre to be re-imagined / regenerated, the need for enterprise and creativity. • Facilities and Amenities: better community spaces both indoor and outdoor, especially for young people. • Influence and sense of control - over consulted and under listened to • Street and spaces: appearance being dirty or dilapidated. Lack of lighting and dirty or missing street signs in some areas. • Traffic and Parking: concern over lack of residents parking, parking on yellow lines and a lack of signage to free town centre parking The consultation undertaken through the Vale of Leven Masterplan continued these discussions and recognised the following five community priorities (2021): • Economic vibrancy • Infrastructure • Greener and sustainable • Health and wellbeing • Our heritage Page 29
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And further developed this to help shape the approved Vale of Leven Masterplan that highlighted these priorities: • Enterprise and community activity • Attractive and comfortable environment • Easy and safe to move around • Celebrate the town’s proud heritage • New homes and residents The wealth of feedback and conversations undertaken over the past 4 – 5 years has enabled the development of this Locality Plan. 2024 Further confirmation of community priorities In early 2024 the headline findings from these previous community consultations and surveys were presented in a further short survey to the citizens of Leven Locality. The intention of this survey was to reaffirm community priorities were the same or similar to those identified in past consultations and to identify any new community priorities not previously established. The 2024 priorities highlighted were: • Improvements to the town centres • Access to local services • Health and Wellbeing • Traffic, Parking and Pavements • The local economy, jobs and employment • Community events and activities In addition, people who responded to the survey highlighted issues with streetlighting, few activities or spaces for young people, the need for improved community facilities and public transport. Page 30
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Our Commitment As set out in the Community Planning Local Outcome Improvement Plan, all partners are committed to tacking inequalities. We will do this by working in partnership with communities to help make neighbourhoods better. CPWD and the community will commit to addressing inequalities in the Leven locality by focussing on the themes that have been raised by local people in recent years. Next Steps This locality plan represents community influence within Community Planning. This report will be shared with the Community Planning Partnership to ensure the priorities that have emerged are understood by all partners. The next step is for the communities within Leven Locality area to develop their own, unique action plan (see template below) for local delivery. This could be a Local Place Plan or a community Action Plan and will include community engagement to help identify where partners may contribute or help to remove barriers to increased community participation and / or action. Local Place Plans were introduced by the Planning (Scotland) Act 2019, giving communities the new power to produce their own plans to inform the preparation of the Local Development Plan. Local Place Plans offer the opportunity for a community-led, collaborative approach to achieve community aspirations and create great places. Read more about Local Place Plans here: Local Place Plans | West Dunbartonshire Council (west-dunbarton.gov.uk) The Communities Team will be able to support the development of community-led action plans, please contact us at empowerment@west-dunbarton.gov.uk to get started. Page 31
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Action Plan Template This template Action Plan has been prepared for consideration by the neigbourhoods that make up the Leven Locality. This can be used for each individual community or developed for the full locality. In order to focus on key deliverable projects, it is recommended to limit the number of actions. Community Priority CPWD Strategic Priority What will be done? Improvements to the town centres Flourishing West Dunbartonshire: Our local communities are sustainable and attractive Community to identify actions to be progressed locally. Access to local services Empowered West Dunbartonshire: We live in engaged and cohesive communities Community to identify actions to be progressed locally. Health and Wellbeing Nurtured West Dunbartonshire: Improved life chances for all children, young people and families Community to identify actions to be progressed locally. Traffic, Parking and Pavements Safe West Dunbartonshire Community to identify actions to be progressed locally. The local economy, jobs and employment Flourishing West Dunbartonshire: Our economy is diverse and dynamic creating opportunities for everyone Community to identify actions to be progressed locally. Community events and activities Empowered West Dunbartonshire: We live in engaged and cohesive communities Community to identify actions to be progressed locally. Page 32
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Comments from the Community Page 33
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Report by Chief Officer Roads and Neighbourhood CPWD Management Board: 21 November 2024 ______________________________________________________________ Subject: Local Child Poverty Annual Report 1. Purpose 1.1 The Child Poverty (Scotland) Act 2017 requires the Scottish Government to meet four income-based child poverty targets by 2030. 1.2 Local Authorities in partnership with NHS Health Boards have a duty in this legislation to produce a local child poverty annual report that outlines what they are doing to contribute to the national targets. 1.3 This report provides an update on the local child poverty report with the full document attached as an appendix. 2. Recommendations 2.1 CPWD Management Board is asked to: • Note and support the actions set within the local child poverty report. • Partners are asked to commit support, and representation where appropriate, to the Family Prosperity Network and its aims. 3. Background 3.1 We know people are poor if they are unable to achieve a standard of living that most others expect and take for granted. The evidence suggests that child poverty in Scotland is driven by structural or institutional factors. These factors include: • (limited) Income from social security. • (limited) Income from employment. • (disparity between income and) Costs of living, including housing, food and fuel costs, the poverty premium, the costs of the school day, and the extra, unavoidable costs of disability. ITEM 7 Page 35
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3.2 The Scottish Government has set itself the target of reducing the proportion of children in relative poverty to 10% by 2030. Current level is 24.5% The guidance on this states that almost 90% of all children in poverty in Scotland live within six priority family types. • Lone parent families (32%) • Disabled (29%) • 3+ Children (32%) • Minority Ethnic (38%) • Youngest Child less than 1 year old (34%) • Mothers aged less than 25 years (55%) 3.3 These are families with: • Low or inadequate incomes. • Poor quality or insecure employment • Affected by welfare reform. • Facing challenges meeting the high and rising cost of necessities. 3.4 Efforts to reduce child poverty, in effect, should focus on these target groups and these efforts should focus on the drivers of poverty reduction. The drivers of poverty reduction include: • maximising income from employment and benefits and • reducing the cost of living. 3.5 The drivers of poverty reduction and inputs are illustrated in Diagram 1. Drivers of Poverty Reduction Income from Social Security and BenefitsCosts of LivingIncome from Employment Hours worked per household Hourly Pay DebtsOther costs of living Housing Costs Reach of Benefit Levels of benefit Skills and Qualifications Labour market Availability of affordable and accessible transport. Childcare. Barriers to access Enablers (access to affordable credit, internet access, savings, assets, debt management) Take upEligibility criteria Understanding the system 4. Main Issues 4.1 Data relating to the scale of child poverty is notoriously difficult to reconcile to the Scottish Government’s targets. However, the figures provided in ‘Children in low-income families: Local statistics 2014 to 2024’ are most closely aligned with the Scottish Government’s 2030 target for families living in relative poverty, which is set at 10%. 4.2 These figures state that 3,900 children were living in disadvantaged households in West Dunbartonshire in 2023. This is from a population of approximately 15,000 (in the 0-16 years age group) and represents 25.6% of the population. 4.3 The main issue is, irrespective of the source of data, child poverty in West Dunbartonshire is higher than the average figure for Scotland and United Kingdom. It is also higher than the regional (NHS GG&C area) figure and Page 36
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higher than our neighbours, with the exception only of Glasgow. All of which suggests the continued need for focused attention on the issue. 4.4 The local child poverty report highlights actions that have been taken to address child poverty in West Dunbartonshire. It should be noted that the list and examples are not exhaustive of the actions to address the impact (and effects) of poverty. The report simply attempts to highlight action that contributes to the drivers of poverty reduction. 5. Resource Implications 5.1 Effective intervention depends on a complex, multi-agency and multi-sector approach to the delivery of specialist services. During the year, and as a result of consultation through community planning partners and community event, we have established a Family Prosperity Network to focus on the drivers of poverty from a range of perspectives. 5.2 The Family Prosperity network will draw on the available knowledge and expertise to investigate the lived experience and impact of poverty on parents and children’s lives and work together to mitigate that impact by taking action that directly addresses the drivers of poverty (crisis, income, costs). 5.3 This approach will allow us focus on the drivers of poverty while connecting with key policy areas to maximise resource input and joint working. Key to this is the input/contribution by several services and organisations that include, for example: • Employability and Learning Support (No One Left Behind). • Information and Advice (Debt and Benefits) • Integrated Children's Services. • Empowering Communities • Housing Solutions. • Community Planning Partners and Anchor organisations (Golden Jubilee Trust) • 5.4 We have captured the Family Prosperity Network aims, objectives and approaches in a ‘one-page plan’ to summarise the complexity of the task and breadth of input. Page 37
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Family Prosperity Network Objectives and Approach Community Planning West Dunbartonshire (CPWD) Vision ‘To develop West Dunbartonshire as a place where people choose to live, work, explore, visit and invest.’ Family Prosperity Network Aim: To work in partnership through the Community Planning West Dunbartonshire to reduce the level of child poverty in West Dunbartonshire and bring it closer to the City Region average. Objectives: We will do this by improving our understanding and raising awareness of how poverty affects families and children and by addressing the drivers of poverty through partnership working. Our focus will be placed on actions to: • Alleviate immediate hardship through cash first approaches. • Reduce the cost-of-living for families with children with specific emphasis placed on those most in need. • Maximise income from benefits through the provision of good quality debt and money advice, guidance and representation and focussed campaign. • Maximise income from employment through the provision of employability and learning services Our approach: The Family Prosperity Network will take the lead in co-ordinating efforts that aim to have an impact on addressing the drivers of poverty and reporting progress. Working alongside the Community Planning Partnership Delivery Improvement Groups and existing partnerships we will use the available knowledge and expertise to investigate the lived experience and impact of poverty on parents and children’s lives and work together to mitigate that impact by addressing the drivers of poverty (crisis, income, costs). The Family Prosperity Network will collate information provided by existing partnerships and organisations to illustrate what has been done and what will be done to alleviate child poverty. This will inform priorities for action; provide content for the Local Child Poverty Annual Report; and form the basis of progress reports for the Community Planning West Dunbartonshire Management Board. WDCPP: Nurtured, Flourishing, Safe, Empowered, Independent West Dunbartonshire Council (W4U)/ NHS GG& Clyde lead with Key partnerships input from: Community Empowerment WDCVS The Food Insecurity Network Cash First Project (Reduce the cost of living alleviate immediate hardship and cash first fund – understand lived experience) Children and Families Integrated Services Education Services The Promise SHINE Programme (Reducing the cost of living, for example reducing the cost of the school day - alleviate hardship-) Health and Social Care NHS GG&C Golden Jubilee Health Improvement Team Social Care Services Targeted actions and Opportunities/understa nd lived experience. Benefit and Debt Information and Advice partnership Working4U Citizens Advice Bureau Social Security Scotland DWP (maximise income from benefits) Economic Development, Local Employability Fair Work Employability Social Benefit (maximise income from work) West Dunbartonshire Crisis support and Cost of Living Initiatives Welfare Funds Discretionary and Passported benefits (Alleviate hardship reduce the cost of living) Housing Solutions Partnership WDC Housing Services RSL (Alleviate Hardship/Trigger events) Success: Specific Actions to address drivers of poverty and progress indicators: Residents understanding what’s available and report improvements in their quality of lives because of support Page 38
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5.5 The production of the local child poverty report means that we are compliant with the legislation, Child Poverty (Scotland) Act (2017), that states the Local Authority in partnership with the GG&C NHS Board must produce an annual report that highlights what we have done and what we propose to do to contribute to national targets for the reduction of child poverty. 5.6 The development of the Family Prosperity Network takes that obligation a little further by organising and orchestrating action at the local level to address the specific challenges we face in West Dunbartonshire. 5.7 While compliance with the legislation is important, we will have a clearer indication of success when parents can tell us that they know where to go to obtain help, they find the services relevant, and they are confident that help will assist them to make the changes they need to address their circumstances. Importantly, they can also report that they have improved the quality of life for their families. 5.8 To reinforce this the Family Prosperity Network partners are establishing and adopting a range of indicators to demonstrate progress towards its aims. These indicators will be refined and adopted in the forthcoming year, where appropriate. These indicators include: Alleviate Immediate Hardship • Number of families from priority groups receiving support through the Scottish Welfare Fund and Discretionary Housing Payments. • Number of families from priority groups receiving support through the West Dunbartonshire Household Hardship Fund. • Number of families from priority groups receiving support from the West Dunbartonshire ‘cash first’ initiative funded by the Scottish Government. Income from Employment: • Number of parents from child poverty priority groups supported employability initiatives. • Number of parents from priority groups receiving training. • Number of parents from priority groups securing a qualification. • The number of parents from child poverty priority groups into work. • The number of parents from child poverty priority groups into work in anchor institutions (including NHS and local authorities), from child poverty priority groups. • Number of Modern Apprentices recruited from child poverty priority groups. Income from Benefit • Total verified financial gain for clients from households with dependent children accessing local authority funded money and welfare rights advice. • Total number of clients from households with dependent children accessing local authority funded money and welfare rights advice due to debt, and total debt owed. Page 39
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Cost of living • The proportion of parents not making full use of 1140 hours, by priority group parents. • Proportion of priority families in receipt of passported benefits and child benefits. • Number of households with dependent children in Council Tax arrears. • Number of households with dependent children in rent arrears, living in social housing. • Number of patients (pregnant women, families with children) referred to money and welfare rights advice from the following settings: Midwifery; Health Visiting; Family Nurses and GP settings (and financial gain for those referred). 6. Financial Implications 6.1 The delivery of the Family Prosperity Network aims and objectives is set within the context of existing budgets and approaches. There are no additional financial implications. 7. Risk Analysis 7.1 The production of the Local Child Poverty Annual Report addresses the risk of non-compliance with The Child Poverty (Scotland) Act 2017. 8. Equalities Impact Assessment (EIA) 8.1 An EIA scoping exercise will be undertaken as part of the further development of the work of the Family Prosperity Network Lead Group. 9. Consultation 9.1 This report provides a summary of the agreed approach being taken by CPWD in response to the feedback from services, community-based organisations and a self-evaluation that emerged from the community event held in Clydebank Town Hall in May 2024. 10. Strategic Assessment 10.1 Progressing work as outlined in this report ensures CPWD can deliver on the outcomes set in the Local Outcome Improvement Plan. Gail MacFarlane Chief Officer Citizen, Roads and Neighbourhoods 25 October 2024 ______________________________________________________________ Person to Contact: Stephen Brooks, Working4U Manager, Stephen.brooks@west- dunbarton.gov.uk Page 40
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Appendices: Background Papers: West Dunbartonshire Local Child Poverty Annual Report Wards Affected: All Wards Page 41
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West Dunbartonshire Local Child Poverty Action Report 2023/2024 West Dunbartonshire: Local Child Poverty Action Annual Report 2023-2024. ITEM 7 - APPENDIX 1 Page 42
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West Dunbartonshire Local Child Poverty Action Report 2023/2024 Local Child Poverty Action Reports | Improvement Service link to other reports for reference Page 43
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West Dunbartonshire Local Child Poverty Action Report 2023/2024 Foreword We know that there are many families in West Dunbartonshire that are facing challenging circumstances, most often for reasons that are beyond their control. This would include, as a prime example, events that contributed to the cost-of-living crisis. The cumulative effect of rising prices means households face a much higher cost of living and those that were already struggling have been most severely affected. The proportion of working-age adults unable to afford basic items and the percentage of people in food-insecure households has increased. Many families have low financial resilience, with a significant number of adults borrowing more money or using more credit than usual. Those families are less able to obtain the goods and services that most take for granted. While, children may live in decent housing and have enough food, though this is not always the case, their quality of life will be reduced if their parents can’t afford to put the heating on. Families and children may have mobile phones and computers but, again face disadvantage because they don’t have sufficient connectivity to use the equipment for everyday activity. These are clear indications of the intensification of poverty and disadvantage. There are further examples of how these challenging circumstances extend beyond the limited household use of utilities such as heating and connectivity. For example, children, can have decent clothes and footwear for school, but they remain disadvantaged if their parents don’t have enough money to pay for them to go on the same school trips as their classmates; attend the same social celebrations such as birthdays and seasonal events as their friends; or participate in the same recreational activities. Even though it’s now reported that inflation is no longer high, it is evident that significant challenges remain, we recognise that the most severe effects will still be felt by those already at a disadvantage, particularly children in less well-off families. These are the realities that drive our determination to take decisive action. This action includes several proactive cost-of-living measures such as support to cover immediate fuel costs and emergency food needs. We have helped families during the school summer holidays, a time when financial demands increase as children seek to participate in activities alongside their peers. We have also supported community groups to help families and individuals within our community by addressing food insecurity. This report reflects our ongoing commitment to addressing child poverty by highlighting our approach and activities that aim to tackle the root causes of poverty. This approach focuses on supporting families in times of crisis, assisting them to maximise their income and reduce the cost of living. All of which is designed to enhance the quality of life for families in West Dunbartonshire. This report aims to raise awareness of available services and make them more accessible to our residents. We have developed services and activity that is grounded in an understanding of people’s lived experiences, to ensure that we are both empathetic and responsive to individual needs and aspirations. By drawing the professionalism, knowledge, and dedication of our staff and partners through the Family Prosperity Network, we aim to create responsive and collaborative approaches that meet these needs. I am happy to endorse this report and encourage everyone to use it as a key resource in our collective effort to tackle child poverty in West Dunbartonshire. Councillor Martin Rooney Page 44
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Contents Introduction ................................................................................................................................ 3 Defining Poverty ........................................................................................................................ 3 Living in West Dunbartonshire .................................................................................................. 5 Addressing Child Poverty ........................................................................................................ 10 Key Achievements 2023/24 ..................................................................................................... 12 What we will do in 2024- 2025................................................................................................ 13 Alleviate Immediate Hardship ................................................................................................. 13 Maximisation Income (Benefits and Debt) .............................................................................. 16 Reduce the Cost of Living ....................................................................................................... 20 Maximise Income from Employment ...................................................................................... 26 Summary .................................................................................................................................. 28 Appendix 1a: How we will know we are successful ............................................................... 30 Appendix 2: NHS Greater Glasgow and Clyde Addressing Child Poverty............................. 31 List of Tables Table 1: Children in low-income families: Local Area Statistics 2017 – 2023 ......................... 8 Table 2: Children in low-income families: Local Area Statistics 2017 – 2023 (%) .................. 9 Table 3: Household Support Fund Grants ............................................................................... 14 Table 4: Cash First: Reduce Reliance on Foodbanks Grant .................................................... 15 Table 5: Information and Advice Key Outcomes .................................................................... 19 Table 6 Employability Progress Indicators .............................................................................. 26 Table 7: Priority Groups Supported ......................................................................................... 26 Table 8: NHS Greater Glasgow and Clyde Employability Programmes ................................. 31 Table 9: NHSGGC as a Service and Contract Procurer .......................................................... 32 Table 10: NHSGGC Family Friendly Working ....................................................................... 32 Table 11: NHSGGC Royal Hospital for Children Money and Debt Service .......................... 33 Table 12: NHSGGC Special Needs in Pregnancy Maternity Matters Debt and Advocacy .... 34 Table 13: NHSGGC Black and Ethnic Minority Maternity Support ....................................... 35 Table 14: NHSGGC Money Worries in Maternity .................................................................. 36 Table 15 NHSGGC Health Visitor and Money Worries ......................................................... 37 Table 17: NHS GGC Planned Developments .......................................................................... 38 Page 45
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3 West Dunbartonshire LCPAR – Improved Life Chances Introduction The Child Poverty (Scotland) Act (2017)1 sets out statutory requirements for addressing child poverty in Scotland. This legislation requires the Scottish Government to publish a child poverty delivery plan and establish an independent commission to provide advice on poverty and inequality and monitor progress. The legislation also requires local authorities and health boards to jointly produce annual reports to illustrate their efforts to tackle child poverty. This is the West Dunbartonshire Council and NHS Greater Glasgow and Clyde Health Board’s annual report. Defining Poverty Households are classed as being in poverty if they live on less than 60% of the median net disposable UK household income. In addition, income-based measures of poverty are usually ‘equivalised’. This means they are adjusted to consider household need based on size and composition of the household. For example, the UK Government stated in ‘People on Low Income’2: ‘In the year ending March 2022, a household made up of a couple with no children would be considered to be in low income (in poverty) with an annual household income of up to £17,700 before housing costs and £15,600 after housing costs’. The equivalised figure for a larger family (3+ children) rises to £38,000. Household income levels are the main driver of poverty and households are in poverty if they cannot obtain access to goods and services that the rest of society takes for granted. The Drivers of Poverty (The Cause) The drivers of child poverty in Scotland, as opposed to the effects, can be complex and interrelated, but the main factors that contribute to child poverty include: 1. Low income or inadequate wages: Families with low income, including those in low-paid jobs, may struggle to make ends meet, pay for necessities, and meet the needs and demands of their children. 2. Poor quality or insecure employment: Insecure employment, such as zero-hours contracts or part-time work, can lead to fluctuating income and impact families' ability to plan and budget effectively. 3. Welfare reform: Changes to the welfare system, including cuts or reductions in benefit payments, can impact low-income families disproportionately, leading to increased financial pressures and difficulties in accessing support. 4. High costs of necessities: The high costs of essential goods and services, such as housing, food, energy, and childcare, can place a significant burden on families with low income. These factors all contribute to the risk of children and families living in poverty, and a multi- faceted approach is needed to tackle the issue effectively. Tackling issues in these areas will form the foundation of our approach. 1 Child Poverty) Scotland) Act 2017 Child Poverty (Scotland) Act 2017 (legislation.gov.uk) 2 People in Low Income Households (Nov 23) : People in low income households - GOV.UK Ethnicity facts and figures (ethnicity-facts-figures.service.gov.uk) Accessed July 2024. Page 46
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4 West Dunbartonshire LCPAR – Improved Life Chances Who is Affected? There are approximately 245,000 (24.5%) children living in poverty in Scotland. Almost 90% of all children in poverty in Scotland live within six priority family types. These family types are most likely to experience poverty and are therefore the focus of our interventions. The family types and proportion of that group in poverty are illustrated below: The Impact of Poverty Living in a household with low levels of income not only has a significant detrimental impact on the lives of children it also has far reaching effects on society. These impacts include: 1. Health Impacts: Children living in poverty often lack access to adequate nutrition, healthcare, and safe living conditions, leading to higher rates of illness and developmental issues. (Increasing the demands on the healthcare system). 2. Educational Barriers: Poverty can limit access to quality education and learning resources, affecting a child’s ability to succeed academically and later in life. (Greater social inequality and division) 3. Emotional and Psychological Effects: The stress and instability associated with poverty can lead to mental health issues, such as anxiety and depression, and can impact a child’s emotional development. (Increasing need for specialist support services). 4. Cycle of Poverty: Children who grow up in poverty are more likely to remain in poverty as adults, perpetuating a cycle that is difficult to break. (Requiring intensive support to break the cycle of ambition/expectations). 5. Social Inequality: Child poverty contributes to broader social inequality, affecting not just the individuals but society by limiting opportunities and perpetuating disparities. Addressing child poverty, has therefore, significant beneficial effects for individuals, families and society. National Child Poverty Targets The interim and 2030 targets published in the Scottish Government document: ‘Best Start, Bright Futures Tackling Child Poverty Delivery Plan 2022-2026’ aims to ensure that: Fewer than 18% of children living in families in relative poverty in 2023-24, reducing to fewer than 10% by 2030. Fewer than 14% of children living in families in absolute poverty in 2023-24, reducing to fewer than 5% by 2030. Fewer than 8% of children living in families living in combined low income and material deprivation in 2023-24, reducing to fewer than 5% by 2030. Fewer than 8% of children living in families in persistent poverty in 2023-24, reducing to fewer than 5% by 2030. Families Most Likely Affected by Poverty Lone Parent Families 38% Disabled 29% 3+ Children 32% Minority Ethnic 38% Youngest Child <1 year old 34% Mothers Youger than 25 Years 55% Page 47
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5 West Dunbartonshire LCPAR – Improved Life Chances Living in West Dunbartonshire West Dunbartonshire shares borders with Argyll and Bute, East Dunbartonshire, Stirling, Renfrewshire and Glasgow and includes the towns of Clydebank, Dumbarton and Alexandria and, according to NOMIS3, has a population estimate of 88,600 residents. NRS Scotland provides figures that from 2022 that state, 15,234 were in the 0-15 years age group with a further 8,538 in the 16-24 years age group4. The local authority consists of 121 of Scotland’s 6,978 Scottish Index of Multiple Deprivation data zones and 17 Community Council areas. These are set within six ‘multi- member’ wards, illustrated in Map 2: 1. Lomond. 2. Leven. 3. Dumbarton. 4. Kilpatrick. 5. Clydebank Central. 6. Clydebank Waterfront. West Dunbartonshire Drivers of Poverty Despite its strengths, West Dunbartonshire is one of the areas in Scotland most affected by post-industrial decline. Its three town centres, Alexandria, Clydebank and Dumbarton have experienced steady decline in their comparative economic performance with some areas affected by wide-ranging, deep-rooted poverty and deprivation. There are 121 Data zones in West Dunbartonshire: • All multi-member wards in West Dunbartonshire have areas with comparatively high incidences of multiple deprivation. • Approximately 35,000 (37%) of the resident population have first-hand experience of multiple deprivation. The key drivers of poverty identified in the legislation include income levels and the cost of living. While there are many sources of labour market information, examples provided by NOMIS5 (Office for National Statistics) illustrate West Dunbartonshire’s comparatively poorer labour market profile. The profile highlights lower levels of employment with 3 NOMIS: Labour Market Profile - Nomis - Official Census and Labour Market Statistics (nomisweb.co.uk) (accessed June 2024) 4 nrsscotland: Population Estimate: https://www.nrscotland.gov.uk/files/statistics/council-area-data-sheets/west-dunbartonshire- council-profile.html#:~:text=In%20terms%20of%20overall%20size,out%20of%206%20age%20groups. (accessed 12th June 2023) 5 NOMIS West Dunbartonshire Labour Market Profile: https://www.nomisweb.co.uk/reports/lmp/la/1946157435/report.aspx (accessed June 2024) Page 48
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6 West Dunbartonshire LCPAR – Improved Life Chances comparatively higher rates of economic inactivity. Suggesting the need for targeted employability support to address these drivers of poverty. Employment and Economic Activity: West Dunbartonshire has an economic inactivity rate of 27.6% is higher than both the rate for Scotland (22.9%) and Great Britain’s (21.4%) suggests the level of economic inactivity has improved. At 17.2% West Dunbartonshire has a higher proportion of workless households has improved from 18.7%. This compares more favourably with the figure for Scotland (17.8%). However, the figure represents a significant number of households and has some way to go to match the figure for Great Britain (13%). The figure for economically active in West Dunbartonshire (72.4%) is lower than both Scotland (77.1%) and Great Britain (78.6%). Of those in employment, there is a higher proportion in West Dunbartonshire reliant on part-time work (34.4%). This is higher than the figure for Scotland (32.7%) and Great Britain (31.2%). A review of the NOMIS statistics reveals that the job density in West Dunbartonshire is estimated at 0.66; this is much lower than the figure for Glasgow (1.06), Scotland (0.81), and Great Britain (0.85). While there are comparatively higher numbers of people out of work, there are also comparatively fewer opportunities available in West Dunbartonshire. Key point: Addressing unemployment and underemployment is consistent with addressing the ‘income drivers of poverty’ and will therefore feature extensively in our approach to addressing child poverty. Welfare Benefits The number of people in receipt of out of work benefits is a contributory factor to the level of child poverty. In West Dunbartonshire 4.6% of the population in the 16-64 years group is in receipt of out of work benefits. This is higher than the average in Scotland (3.3%) and Great Britain (3.8%) and represents 2,555 people. 18.4% of households in West Dunbartonshire are in receipt of the main benefits. This compares unfavourably with the figure for Scotland (13%) and Great Britain (11%). Public Health Scotland demonstrated the scale of disadvantage at a local community planning event in West Dunbartonshire. Their figures showed: 47% of children receiving the ‘Scottish Child Payment’ and 1,960 applications for ‘Best Start’ payments. While access to free school meals may assist in addressing the impact of poverty only 67% of children eligible took advantage of the resource. In April 2023, there were 930 large family households in receipt of Universal Credits or Child tax credits: 530 could not access means-tested benefits for any more than two children. 2,000 children in West Dunbartonshire are affected by this policy. 60% of households with children had a deduction from their Universal Credit to pay a debt. 26% of families were fuel poor (rate for Scotland 17%). In effect, more people in West Dunbartonshire rely on benefits for their income. However, in some cases, families are not obtaining access to the available benefits. Page 49
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7 West Dunbartonshire LCPAR – Improved Life Chances Key point: Addressing challenging financial circumstances and maximising access to full benefit entitlement will feature strongly in our approach addressing poverty. Page 50
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8 West Dunbartonshire LCPAR – Improved Life Chances Child Poverty in West Dunbartonshire In 2023, 15,243 of the population were children between the age of 0 and 15 years. 12,072 children were attending school6: 6,417 pupils in the 32 primary schools in West Dunbartonshire. 5,397 pupils in the five secondary schools in West Dunbartonshire. 258 pupils in the three special need schools in West Dunbartonshire. There are numerous sources of information about child poverty; we have used the UK Government Local Child Poverty Indicators 2014/2020: ‘Children in low-income families: Local statistics 2014 to 2024’7 to illustrate the scale of child poverty. The figures were published in 2024. However, data for the scale of child poverty is notoriously difficult to reconcile to the Scottish Government’s targets. The figures provided in ‘Children in low-income families: Local statistics 2014 to 2024’ are most closely aligned with the Scottish Government’s 2030 target for families living in relative poverty, which is set at 10%. These figures serve as an indication of the scale and extent of child poverty in West Dunbartonshire, and we have provided comparative statistics for the local authorities in the Glasgow City Region Area for the last five years. This illustrates the extent and intensity of child poverty in West Dunbartonshire. It also gives an indication of the gap between West Dunbartonshire’s current position and the government target for 2030. Table 1: Children in low-income families: Local Area Statistics 2017 – 2023 Local Authority Number of children FYE 2017 Number of children FYE 2018 Number of children FYE 2019 Number of children FYE 2020 Number of children FYE 2021 Number of children FYE 2022 Number of children FYE 2023 East Dunbartonshire 1,812 1,845 1,772 1,996 1,605 2,158 2,248 East Renfrewshire 1,686 1,849 1,877 2,039 1,769 2,109 2,021 Glasgow City 24,020 28,218 28,735 29,801 25,099 32,059 33,508 Inverclyde 2,023 2,148 2,193 2,221 1,701 2,616 2,821 North Lanarkshire 12,149 13,354 13,235 13,985 11,757 14,859 14,867 South Lanarkshire 8,612 9,528 9,289 9,828 8,323 10,833 11,088 West Dunbartonshire 2,974 3,494 3,458 3,582 2,934 3,900 3,900 Glasgow City Region 53,276 60,436 60,559 63,452 53,188 68,534 70,453 Scotland 148,766 165,397 164,750 173,852 146,291 189,286 194,596 United Kingdom 2,099,68 4 2,248,52 0 2,293,55 1 2,455,06 4 2,384,10 6 2,473,46 2 2,480,50 7 6 Scottish Government : Pupils in Scotland: https://www.gov.scot/publications/pupil-census-supplementary-statistics/ (Accessed June 2024) 7 UK Government: Local Child Poverty Indicators 2019/20 – Estimates of Rates, After Housing Children in low income families: local area statistics 2014 to 2023 - GOV.UK (www.gov.uk) (accessed June 2024) Page 51
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9 West Dunbartonshire LCPAR – Improved Life Chances The number of children experiencing child poverty, by this measure, has increased each year since 2017. The exception was in 2021, it is generally accepted this was because of the Universal Credit uplift of £20 a week awarded to families during the covid pandemic. The absolute figures in Table 1 provide an indication of the scale of child poverty. Table 2 provides an insight to the comparative proportions of the population experiencing child poverty. Table 2: Children in low-income families: Local Area Statistics 2017 – 2023 (%) Local Authority (%) FYE 2017 (%) FYE 2018 (%) FYE 2019 (%) FYE 2020 (%) FYE 2021 (%) FYE 2022 (%) FYE 2023 East Dunbartonshire 9.6% 9.7% 9.2% 10.3% 8.2% 11.1% 11.5% East Renfrewshire 9.0% 9.7% 9.7% 10.4% 9.0% 10.7% 10.3% Glasgow City 24.4% 28.5% 28.8% 29.6% 25.0% 32.1% 33.5% Inverclyde 15.7% 16.9% 17.4% 17.6% 13.7% 21.4% 23.1% North Lanarkshire 19.2% 21.2% 21.0% 22.3% 18.9% 24.1% 24.1% South Lanarkshire 15.7% 17.3% 16.8% 17.7% 15.0% 19.4% 19.9% West Dunbartonshire 18.9% 22.1% 22.0% 22.9% 18.9% 25.6% 25.6% Glasgow City Region (average) 17.2% 19.3% 19.3% 20.1% 16.8% 22.2% 22.8% Scotland (Average) 15.5% 17.0% 16.8% 17.8% 15.1% 19.7% 20.2% United Kingdom 16.9% 18.0% 18.2% 19.3% 18.7% 20.1% 20.1% Table 1 demonstrates that by this measure of low income: There are 3,900 children (aged 0-15 years) in West Dunbartonshire living in low- income families. This is the highest number since 2017. With 2,934 children affected, 2021 had the lowest number of children in poverty. This is generally attributed to an increase in the provision of Universal Credit during the covid-19 period. Apart from 2021, the number of children affected by poverty has risen consistently from since 2017. This is a rise of 926 children from 2,974 to 3,900. Table 2: illustrates the proportion of children in poverty in West Dunbartonshire (26.6%): This is higher than the proportion in both Great Britain and Scotland. West Dunbartonshire is 3.4% higher than the average for the city region. The level of child poverty in West Dunbartonshire (26.6%) is second only to Glasgow (31.1%). The level of child poverty in West Dunbartonshire is 13.9% higher than the best performing area in the city region (East Renfrewshire). Drivers of Poverty Reduction Addressing the drivers of child poverty is therefore crucial for fostering healthier, more equitable communities. ‘Best Start Bright Futures’, the Scottish Government tackling child poverty delivery plan identifies the drivers of poverty reduction as maximising income, addressing the cost of living and maximising income from social security and benefits. These drivers are illustrated in Diagram 1 below. Page 52
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10 West Dunbartonshire LCPAR – Improved Life Chances The Drivers of Poverty Reduction Key Point: Delivering action that contributes to the drivers of poverty reduction will be the focus of our efforts. Addressing Child Poverty In May 2024 West Dunbartonshire Community Planning Partnership staged a ‘Child Poverty’ event in Clydebank Town Hall. The aim of the event was to: Highlight the general impact of child poverty among key stakeholders with an interest in addressing or affected by disadvantage. Highlight the scale and extent of child poverty in West Dunbartonshire. Identify/publicise actions that have been taken to address child poverty. Consider what other actions could be taken through partnership working. Launch a self-evaluation to further explore: o The level of understanding of child poverty. o the extent that policy levers and resources are being used to take effective, dignified and preventative approach to child poverty. o The extent to which the impact of policy decisions and service delivery well understood. o The effectiveness of governance structures and methods of service delivery effectively supporting work to tackle child poverty. Establish a group to co-ordinate action to address child poverty (Family Prosperity Network). As a direct result of the event the ‘Family Prosperity Network’ was established with the explicit aim of contributing to the Community Planning West Dunbartonshire vision by addressing child poverty: ‘To develop West Dunbartonshire as a place where people choose to live, work, explore, visit and invest’. The Family Prosperity Network (Lead Group) will draw on representatives from community planning partners, third sector organisations and employers, incorporating the voices of people with direct experience, to co-ordinate joint efforts that have an impact on poverty and disadvantage. Drivers of Poverty Reduction Income from Social Security and BenefitsCosts of LivingIncome from Employment Hours worked per household Hourly Pay DebtsOther costs of living Housing Costs Reach of Benefit Levels of benefit Skills and Qualifications Labour market Availability of affordable and accessible transport. Childcare. Barriers to access Enablers (access to affordable credit, internet access, savings, assets, debt management) Take upEligibility criteria Understanding the system Page 53
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11 West Dunbartonshire LCPAR – Improved Life Chances The Family Prosperity Network aims to: Broaden the understanding of child poverty and raise awareness of the actions and potential actions that could be taken. Co-ordinate approaches and stimulate partnership working designed to: o Alleviate immediate hardship and crisis through cash first approaches. o Reduce the cost-of-living for families with children with specific emphasis placed on those most in need. o Maximise income from benefits through the provision of good quality debt and money advice, guidance and representation and focussed campaigns. o Maximise income from employment through the provision of employability and learning services. Monitor and report on progress. Key Point The Family Prosperity Network will take the lead in preparing the local child poverty annual report with Community Planning West Dunbartonshire and NHS Greater Glasgow and Clyde providing strategic oversight and scrutiny of the network’s actions. This approach will ensure that the report not only complies with the statutory requirements within the Child Poverty (Scotland) Act 2017 but will also ensure that the aims of child poverty legislation and associated actions are considered in the wider strategic and policy context. Through consultation and dialogue emerging from the Child Poverty event several actions that will promote continuous improvement in our effort to tackle child poverty have been identified. The Family Prosperity Network will encourage continuous improvement by: 1. Bringing local partners together, through the Family Prosperity Network, to work together co-ordinating activity, co-designing services and agreeing shared outcomes relating to child poverty. 2. Bringing together information from a range of sources (including statistical data, information from local delivery partners, including the third sector) to develop a greater understanding of the factors that prevent families moving out of poverty. 3. Adopting a co-ordinated approach to ensuing the voices of lived experience are reflected in the development of local priorities, policies and services. 4. Providing pathways out of poverty in the long term, by aligning policy and planning in key policy areas, such as: economic development, employability support, travel/transport, education, community-based learning and skills, housing and benefits to ensure parents and young people can access high quality support. 5. Ensuring the journey within and between the support services provided by the council, private and third sector is as seamless as possible. 6. Developing a proportionate framework of indicators to ensure progress towards shared outcomes can be understood, reported and continuously improved. Page 54
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12 West Dunbartonshire LCPAR – Improved Life Chances Key Achievements 2023/24 In 2023/24 we made progress in addressing poverty on several fronts. We maximised income from work by: Establishing ‘Fair Working Practices’ into conditions of employability service grants awarded by the Local Employability Partnership. Increasing all apprenticeship wages in West Dunbartonshire Council to at least living wage. Focussing employability services on parents and supporting 439 young people and adults to secure employment. Staging four jobs’ fairs, raising awareness of employment opportunities and encouraging parents to engage with employers. Supporting 1,064 young people and adults to enter education or training. Assisting 867 young people and adults to gain a qualification. Establishing a volunteering project as a step towards employment for parents. Delivering anchor NHS regional supplier development programme and ensuring contracts have implementable social benefit clauses. We maximised income from benefits and addressed crisis by: Reinforcing case managed support in schools and community for parents aiming to stabilise financial crisis and provide access to opportunity for learning and work. Generating £8.23million in additional benefits for residents in West Dunbartonshire. Supporting residents to manage £1.27m in debts. Establishing the food insecurity network and providing grants to food banks and food pantries to support their development. Using Scottish Government funds and establishing a ‘cash first’ grant assist people to address food insecurity. Providing household grant funds for hard pressed families facing challenges. Promoting access to Scottish Welfare fund for parents affected by poverty and disadvantage. Facilitating a financial referral pathway for maternity services and health visitors. We reduced the cost of living by: Allocating funding to cost of living initiatives that will assist families to reduce their cost of living while encouraging participating in leisure and community-based activities. o Funding summer activities for school pupils during school holidays. o Funding access to leisure facilities. o Supporting capital projects designed to reduce the cost of living. Providing access to free period products in schools and communities throughout West Dunbartonshire. Reinforcing community benefits process to focus on child poverty activity. Maximising access to passported benefits. (School Clothing Grant, Education Maintenance Allowance and Free school meals) Reinforced our commitment to ‘The Promise’, with action that includes: Establishing ‘West Dunbartonshire for Families’ hubs –providing a one-stop-shop supporting families through the 10 principles of family support. Providing Council Tax exemption for care leavers up to the age of 26 years. rent abatement for care leavers in ongoing further education. Payment of £2,000 available to Care Leavers for setting up their own first tenancy. Winter fuel payments and grants for Care Leavers and kinship carers. Page 55
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13 West Dunbartonshire LCPAR – Improved Life Chances What we will do in 2024- 2025 In 2024/25 we will address child poverty by focussing efforts on enhancing family incomes. Where relevant we will support people to overcome immediate hardship and use this as the foundation for interventions to reduce their cost of living, maximise income from benefits and improving employability skills and employment opportunities for parents, providing better education and training opportunities. Alleviate Immediate Hardship West Dunbartonshire Council provides access to a range of crisis grants including, for example, the Scottish Welfare Fund and Discretionary Housing Payments. While they do not solve the issue of poverty, they offer a safety net for individuals facing financial hardship or emergencies. The key reasons for this support centre on addressing triggers that can unbalance otherwise stable situation. We also, where appropriate, use the support to connect with those who are most disadvantaged and offer a gateway to address the underlying causes of their circumstances. The aim is: 1. To provide Immediate Financial Assistance: Crisis Grants are designed to help individuals who are facing a disaster or emergency, where there is an immediate threat to their health or safety. This can include situations like sudden loss of income, unexpected expenses, or other urgent needs. 2. To provide Support for Low-Income Households: These grants aim to support people on low incomes who may not have other means to cover essential expenses. This helps prevent further financial instability and ensures that basic needs are met. 3. To Prevent Homelessness: Discretionary Housing Payments can help individuals cover housing costs, such as rent, to prevent homelessness. This is particularly important for those affected by policies like the bedroom tax. 4. Assist in Maintaining a Settled Home: Community Care Grants, another component of the Scottish Welfare Fund, help individuals establish or maintain a settled home, especially after leaving care, prison, or homelessness. 5. Holistic Support: The Scottish Welfare Fund takes a holistic approach, aiming to provide comprehensive support to individuals and families in crisis, ensuring their immediate needs are met and helping them stabilize their situation. The Welfare Grants can provide an immediate source of funding to support people with limited resources to overcome difficult circumstances at trigger points that challenge their resilience. In West Dunbartonshire during 2023/24 £913,428 was provided in welfare grants 31% of grants spent on 'white goods'. Page 56
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14 West Dunbartonshire LCPAR – Improved Life Chances In 2024/25 we will: develop our methods to focus support on priority family groups likely to be affected by disadvantage. Use our data sources to identify and link uptake of support with areas of higher comparative deprivation. Cash First There are two funds being delivered by West Dunbartonshire Council that have adopted a ‘cash first’ approach to supporting families facing difficult circumstances. Both of which are predicated on the assumption that the immediate support will act as a gateway to a broader range of support designed to address the cause of the immediate hardship. These funds are: The Household Hardship Fund – established by the West Dunbartonshire Council, ‘Cost of Living’ group. Cash First: Addressing Food Insecurity. Funded by the Scottish Government to test ways to reduce reliance on foodbanks. Household Support Fund. Established in November 2023 by West Dunbartonshire Council, the fund provides hard pressed households with a non-repayable, grant of £200 to assist them to overcome the triggers that have caused their concern. Access to the fund can be gained through ‘trusted partners’. Trusted partners are community-based organisations, providing services to the local community and have direct understanding of their situation and need. Since its inception £161,000 of fund has been used to support 800 households. These consist of: Table 3: Household Support Fund Grants Priority Target Group Care experienced young people 2 Homelessness or Threat of Eviction 100 Household with 3 or more children 88 Household with children aged under 2 64 Household with parent(s) aged under 25 24 Household with Health Issues/Disabled Person 411 Household on Low Income 635 Household with care responsibilities and/or younger carer(s) 134 Lone Parent 298 Minority Ethnic Household 24 Single Income Household (Single person) 401 Household with kinship care responsibility and/or experience in the care system 42 Individuals with no recourse to Public Funding 2 Other 37 * Many households have incidence of more than one priority characteristic. Cash First – Addressing Food Insecurity and Reducing the Reliance on Foodbanks This is a two-year project based on a strong network of organisations developing and delivering access to cash first approaches. These project support residents to address short Page 57
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15 West Dunbartonshire LCPAR – Improved Life Chances term needs while assisting them to become more resilient and able to manage life transitions more effectively. Each household supported with a non-repayable grant of £50 with a supplement of £15 for each member of the household. Households can access the fund up to three times over the course of a year. This fund is open to priority family groups and to date we have supported 309 families. Table 4: Cash First: Reduce Reliance on Foodbanks Grant Priority Target Group Homelessness or threat of eviction 29 Household on Low Income 239 Household with 3 or more children 58 Household with care responsibilities and/or younger carer(s) 58 Household with children aged under 2 29 Household with parent(s) aged under 25 11 Household with Health Issues/Disabled Person 178 Household with kinship care responsibility and/or experience in the care system 23 Individuals with no recourse to public funding. 1 Lone Parent 139 Minority Ethnic Household 12 Other 10 Single Income Household (Single person) 135 In the forthcoming year we will: Use data sources and trusted partner network to focus attention on communities most affected by disadvantage. Continue to issue ‘cash first’ grants to vulnerable households with an emphasis on supporting child poverty priority groups. Extend the trusted partner network. Page 58
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16 West Dunbartonshire LCPAR – Improved Life Chances Maximisation Income (Benefits and Debt) The West Dunbartonshire Information and Advice Partnership, led by West Dunbartonshire Council (Working4U) consists of locally based Information and Advice service providers that deliver services to resolve issues and increase the numbers with sustained or increased resources through debt management and income maximisation. The partnership collates information about key outcomes and reports these through the Local Government Benchmark Framework. Benefits Around 30million people in the UK receive income from at least one of the range of social security benefits and tax credits that are available. These benefits are vital to the wellbeing of the most vulnerable in society. However, because of the complexity of the system, claimants do not always secure the benefits they are entitled to. In addition, the claiming process can involve both official and claimant error and alongside the ever-changing eligibility process means the levels of take-up will be lower than levels of entitlement. Maximising welfare benefits can provide significant advantages for families. These advantages include: 1. Financial Support: Welfare benefits offer essential financial assistance, helping families meet basic needs such as food, housing, and clothing. 2. Improved Nutrition: increased income can ensure families have access to healthy meals, which is crucial for overall well-being, especially for children. 3. Stability During Hard Times: Welfare benefits can provide a safety net during periods of unemployment or unexpected financial hardship, reducing stress and anxiety. 4. Housing Security: Assistance with debts can help families avoid homelessness, stabilise living conditions, and create a conducive environment for children’s development. 5. Long-Term Benefits: Utilising welfare benefits effectively can help families build a foundation for future stability, allowing them to set and achieve long-term goals. Overall, maximising welfare benefits can help families maintain stability, improve their quality of life, and create opportunities for growth and self-sufficiency. These benefits are reinforced when set within the context of wider support that helps to stabilise difficult circumstances. The following case study based on lived experience serves to illustrate the benefits of comprehensive support. Page 59
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17 West Dunbartonshire LCPAR – Improved Life Chances Mr C Achieves stability and security for his children. Although separated from his partner, Mr C, a 45-year-old father of two daughters aged 8 and 16, had always been very much present in their lives. As such, when historical and ongoing health issues overwhelmed the girls’ mother’s life, they were placed by social work into Mr Cs’ full-time care. Meanwhile, changes in the workplace meant Mr C was made redundant. This left him very unsure about the family’s circumstances, their financial future and how to address the challenges they would inevitably face and make the changes they needed in their lives. What was certain, Mr C was committed to looking after his family and he no longer wanted to continue working in an industry sector he considered to be insecure. As he had previously studied Computing and had maintained a very keen interest in this area, he wanted to pursue this as an option for work. This, he felt, would offer more flexible working options and help him to establish a more supportive home life for the children. As such, Mr C had to deal with the immediate family circumstances, while planning his future career path in light of redundancy. In effect, a potentially overwhelming set of factors in any circumstance. Apart from a singles person’s discount on his council tax, Mr C had no experience of the benefit system. Through discussion with a Working 4U keyworker they created a tailored action plan. This was supported with a benefit calculation; an approach that provided Mr C with a much clearer understanding of the financial landscape ahead and let him plan accordingly. This, however, would not be a straightforward process. As part of the support a child benefit application was submitted. However, it became clear this would be delayed, as the children’s mother was still claiming the benefit: a situation that required mediation through DWP. As a result, Mr C was feeling very vulnerable. Because of this the W4U key worker continued to provide support and applied for several short-term ‘cash first’ grants to stabilise the family circumstances. With ongoing expert benefit support Mr C modified his Universal Credit claim and, when the child benefit issue was resolved, the benefit claim was finalised. With the relevant documentation in place Mr C was able to apply for, and secure, free school meals and clothing grant, an education maintenance allowance and back-dated Scottish Child Payment. Meanwhile, life goes on and with the school summer holidays approaching, and associated cost of participating in summer activities looming large, Mr C was given a 6-week family leisure pass. This provided access all facilities in local leisure centres over the summer. ‘C’ was very relived as he had been very worried about the cost of activities for the girls during their summer break from school. This he says, ‘was a great help, the girls used the pass a lot,’ and added: ‘it gave them, and me, some escape from the pressure we were under.’ With ongoing support, Mr C has improved his CV, undertaken interview technique support and is better placed to make the career changes he is looking for. He can also plan and budget more effectively and knows where to go if he requires any further support. Page 60
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18 West Dunbartonshire LCPAR – Improved Life Chances Managing Debt Providing support to manage debt can bring numerous benefits to families, including: 1. Financial Clarity: Professional advice helps families understand their financial situation, including income, expenses, and outstanding debts. 2. Debt Reduction Strategies: Experts can provide tailored strategies for reducing debt, including budgeting, negotiation with creditors, and prioritising payments. 3. Creditor Negotiations: Advice can include support in negotiating with creditors/council for lower interest rates or more manageable repayment plans. 4. Improved Budgeting Skills: Families learn to create and maintain budgets, enabling better control over spending and making informed financial decisions. 5. Stress Relief: Understanding and addressing debt can significantly reduce stress and anxiety related to financial instability and give them confidence to make better financial and life choices. 6. Access to Resources: Families may be directed to additional resources, such as government grants or financial aid. 7. Enhanced Planning for the Future: Expert guidance helps establish a plan to achieve long-term financial stability, including saving for emergencies and retirement. 8. Improved Credit Score: Managing and reducing debt can lead to improved credit scores, enabling better loan terms and future financial opportunities. Overall, securing advice and support for debt management can empower families to regain control over their finances, reduce stress, and work towards a more secure financial future. Case study Case Study: Mrs B and family avoid eviction. Mrs B, 71-year-old pensioner who lived in a Council Property despite being the sole tenant lived with her daughter and grandson. Because of these circumstances, Mrs B was not eligible for housing benefit or council tax reduction. Mrs B had struggled with the effects of alcohol addiction for long time and as a result she faced a cycle of challenges that centred on neglected responsibilities (burying her head in the sand), levels of anxiety that verged on depression and a significant financial strain. As a consequence, Mrs B had incurred over £19,000 in debts, of which £5,000 was rent arrears and the remainder was for council tax arrears. With a previous background of wage arrestment for council tax arrears and because Mrs B had failed to respond to requests for information or engage with the Council an eviction decree was sought and granted. If implemented this decree would have led to Mrs B, her daughter and grandson being evicted from their home. Mrs B was referred to Working4U Debt Team for support. This was seen as a final attempt by the Council to engage with Mrs B in the hope that it would not be necessary to implement the eviction decree and Mrs B could retain her tenancy; thus, saving her, her daughter and grandson from homelessness. Recognising the severity of the situation Mrs B actively engaged with the Working4U debt adviser. Her situation was explored, and a debt plan was considered. However, through discussion with the Working4U debt adviser it became clear that declaring bankruptcy may be the best course of action. This was because: The debt had become unmanageable for Mrs B. Mrs B had limited income to address the arrears. Other options such as debt arrangement or individual voluntary arrangements were not viable. In addition, as the debt had been in place for a considerable time and there was a real risk of eviction, bankruptcy was advised as a reasonable course of action. Page 61
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19 West Dunbartonshire LCPAR – Improved Life Chances This was not a decision that was taken lightly, however once decided it became a source of relief for Mrs B. With support from her daughter Mrs B gathered the relevant paperwork and with the help of the Working4U adviser the bankruptcy process was navigated within a month. The Working4U adviser said: ‘In cases like this, bankruptcy is the only feasible option. While there may be longer term implications for Mrs B’s credit ratings, the immediate relief of avoiding eviction and homelessness and the opportunity for a fresh start is adequate compensation. This approach also allows the Council to close the case and avoid the additional cost that further pursuit and eviction brings. While not ideal, it does offer some stabilisation of the family circumstances and with ongoing support they may be better placed to avoid the situation in the future’. Mrs B was advised to meet the full council tax and rent liabilities in the future, perhaps with some input from her daughter. Mrs B was referred to addiction services for support with her alcohol addiction and agreed to meet her debt adviser for a follow-up to review her circumstances. Progress Over the course of the year the partners achieved some notable outcomes. Table 5: Information and Advice Key Outcomes Outcome 2022/23 2023/24 Debt Managed 1.8m £1.2m Benefit Maximisation/Financial Gain £8.1m £8.2m Of those supported many were from priority families likely to be affected by poverty and disadvantage. In the forthcoming year (2024/2025) we will maintain progress in alleviating child poverty by maximising benefits and managing debt and we aim to match 2023/24’s achievements. We will monitor progress by recording and reporting on the: Total number of clients from households with dependent children accessing local authority funded money and welfare rights advice due to debt, and total debt owed. Total verified financial gain for clients from households with dependent children accessing local authority funded money and welfare rights advice. Reinforce referrals and support to address the cause of the hardship. Page 62
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20 West Dunbartonshire LCPAR – Improved Life Chances Reduce the Cost of Living Our work to reduce the cost of living is mainly, but not solely, set within the context of two key areas: The Integrated children’s Service Plan. Housing Support The West Dunbartonshire Cost of Living Initiatives. Integrated Children's services Plan In West Dunbartonshire there is a shared commitment to ‘Getting It Right for Every Child’ (GIRFEC). GIRFEC is an evolving process of assessment, analysis, action and review that is based on a National Practice Model. The approach supports staff who are working with children and families to identify the challenges they face and agree solutions that meet the needs of families. The West Dunbartonshire Integrated Services Plan 2023 -2026 (WDISP) provides information on how this is being carried out in West Dunbartonshire. The WDISP report is based on a partnership approach that is consistent with Community Planning West Dunbartonshire’s approach and is set around the local outcome improvement plans (LOIP) and the partnership vision of ensuring: West Dunbartonshire’s children and young people: Have the best possible start in life and to be ready to succeed. Are successful learners, confident individuals, effective contributors and responsible citizens. Have the same life chances for all children, young people and families at risk. Addressing child poverty is a key element in developing services that meet the needs of the community. Through the developments and delivery of services, the teams can draw on several supports that will contribute towards reducing the cost of the school day and the cost of living. These include: Free School Meals and Clothing Grants Free nursery/school meals and the footwear and clothing grant are available for parents on low income in West Dunbartonshire and all children in Primary 1-5 are automatically entitled to free school meals and therefore do not have to apply for access. Educational Maintenance Allowance An Education Maintenance Allowance (EMA) is a weekly allowance of £30 payable to young people who have achieved 100% attendance each week at school. 5,102 Primary School Children are registered for free school meals in West Dunbartonshire In 2022/2023 the total value of awards for clothing grants was £680,090 which equates to 4,534 awards Page 63
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21 West Dunbartonshire LCPAR – Improved Life Chances West Dunbartonshire Council will continue to review the numbers in receipt of EMA’s, ensuring it is accessible to all who require it. Our intention is to ensure that all pupils who are eligible receive the full entitlement. In 2023/24: Young Scot The Young Scot National Entitlement Card (NEC) is one of the benefits offered the national youth information and citizenship charity ‘Young Scot’. The National Entitlement Card (NEC) provides access to discounts that are designed to help young people make the most of their money. This includes, among other incentives, free bus travel for those aged between 5 – 21 years. Early Years Expansion. Substantial progress had been made in providing free access to 1,140 hours of access to early learning; by August 2021, 88% of eligible children had access to 1,140 hours. The final 12% was achieved by April 2022. As a result, there is more flexibility with longer days and different patterns of attendance available in new Early Learning Childcare facilities at: Our Lady of Loretto, Braehead, Dalreoch and Carleith. Further access is provided in re-furbished Early Learning Childcare facilities at: Brucehill, Whitecrook, Ladyton, Auchnacraig, Kilbowie and Linnvale’ All providing choice and flexibility for parents and carers. Key Achievements in implementing the 1,140 hours programme are: •Pupils Benefitted from an Educational Maintenance Allowance. 333 •Educational Maintenace Allowances paid to pupils. £354,821 •worth of payments made above the statutory amount. £54,000 10,307 young people between the age of 11 and 21 years have free bus travel. This represents 97% of the young people who are entitled to apply. 9 new Early Learning Centres constructed 15 Early Learning Centres refurbished 100% of eligible children have access to Early Learning 433 Job opportunities for Early Learning staff 1,140 Hours Childcare Page 64
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22 West Dunbartonshire LCPAR – Improved Life Chances Seasonal Programmes West Dunbartonshire Council has committed £100,000 to support SHINE Holiday projects. This is a five- week summer activity programme for all children and young people living in West Dunbartonshire and builds on the success achieved in previous years. A full programme of activities has been developed and will be delivered by 20 community- based organisations located throughout West Dunbartonshire. Cost of the School Day In addition to the actions outlined in the Children Services Plan, West Dunbartonshire Education Services has set out some of the key interventions available for pupils from families likely to be affected by disadvantage. These include: financial support is available to support families living more than two miles from the school. Free breakfast clubs have been established and Early Learning Centre’s provide a free snack. In addition, ‘holiday hunger’ actions are set within school holiday programmes that are delivered in partnership with a wide range of community partners. Schools are working hard to further reduce costs for families by: Making washing products available in school. Providing access to sanitary products. Providing oral hygiene products. Ensuring free school meals remain available to pupils unable to access lunch in school. The Promise in West Dunbartonshire The Promise is a 10-year transformational change programme, designed to improve the care system and provide support to children, young people and their families at an earlier stage. The Promise acknowledges that children who live in poverty have an increased likelihood of interactions with the care system and prioritises anti-poverty strategies as having a significant role in family support and wider service development. The Promise promotes a whole-family approach, recognizing that supporting parents and caregivers is crucial for ensuring children's stability and well-being. This includes financial advice, mental health support, and accessible services designed to alleviate stressors associated with poverty. At the heart of The Promise is ensuring that we are listening to children, young people and families, and particularly those with care experience. This is to better understand their experiences and ensure this informs and guides how services are developed and delivered. There are a number of anti-poverty measures in place within West Dunbartonshire to support our care experienced young people. These include: • Council Tax exemption for care leavers up to the age of 26 years • Rent abatement for care leavers in ongoing further education (which also includes modern apprentice posts), allowing for full access to the Care Experienced bursary. • Payment of £2,500 available to Care Leavers for setting up their own first tenancy. There is also the Care Leavers Housing Protocol, which provides care leavers with access to affordable, permanent housing. 51 young people have accessed tenancies Page 65
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23 West Dunbartonshire LCPAR – Improved Life Chances through this route since 2019, and 85% of young people have remained in their tenancy. On top of the universal offer of funded early learning and childcare from age 3, care experienced parents can access funded early learning and childcare for their child from age 2. Funded early learning and childcare is also available for 2 year olds who have care experience. Free leisure passes are available for young people with care experience age 12-26 The priorities around poverty for the coming year within The Promise are set around supporting the re-design of our whole family support services and ensuring that anti-poverty strategies and approaches are integral to how these supports operate. Our aim is to ensure that people with lived experience are at the heart of how services develop is also a priority within how The Promise is implemented. This year funding has been received from the Keep the Promise Fund, administered by the Corra Foundation, to develop a project around participation for children, young people and families, ensuring their voices and embedded within decision making across the local authority. This will include gaining a deeper understanding of people’s experiences with poverty, the impact on family life and barriers they encounter, as well as recognising what is currently working well. Part of this project involves getting a better understanding of our data, considering the data that is collected in relation to children, young people and families across the local authority, and being able to use this meaningfully to inform decision making. In 2024/25, the Family prosperity Network will: Work towards reinforcing our efforts to reduce the cost of the school day. increase the uptake of free school meals, education maintenance allowance and ‘young Scot’ national entitlement among priority family groups. identify areas that have the highest levels of disadvantage to focus effort on uptake of the benefits in these areas. Promote uptake of 1140 hours childcare. Review and reinforce The Promise aims, objectives and outcomes. Housing and Support The cost of housing has a significant bearing on levels of poverty as such activity around housing provision and management and associated services are important weapons for reducing poverty. The Local Housing Strategy (LHS) sets out how West Dunbartonshire Council and its partners plan to address the housing and housing related opportunities and challenges over the five-year period from 2017/18 to 2021/2022. The Local Housing Strategy has a 10-point success plan, some of which have a direct impact on the drivers of poverty. These include, for example: Maximise the delivery of new affordable housing through the ‘More Homes Better Homes West Dunbartonshire’ initiative. Reduce the impacts of climate change and fuel poverty by supporting energy efficiency measures across all housing sectors. Introduce a Housing Options approach to prevent homelessness. Page 66
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24 West Dunbartonshire LCPAR – Improved Life Chances Work with partners to reduce repeat homelessness and increase tenancy sustainment in the social rented sector. Improve education, training and job opportunities for West Dunbartonshire residents by building on existing strong links through Working4U. In 2024/25 we will review the elements of the housing success plan to reinforce the support for priority families. Page 67
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25 West Dunbartonshire LCPAR – Improved Life Chances West Dunbartonshire Council Additional Cost of living Support West Dunbartonshire Council has implemented a few actions to tackle important aspects of poverty and inequality. This includes the creation of a cost-of-living fund aimed at reducing cost for access to services in West Dunbartonshire. A summary of ‘Cost of Living’ activity includes… In 2024/25 we will review uptake of the cost-of-living initiatives and reinforce the focus on priority families. £250,000 Household Energy Support Fund £52,000 Local Foodbank Support £1 Million Support community organisations with capital costs for cost of living initiatives £25,000 AntonineSports Centre to support sports and leisure programme £22,000 Free summer swim for school pupils initiative £5,000 Free gym membership over the summer for 14 to 18 years group £12,500 Free all-inclusive family gym memberships from July to August for families £50,000 Targeted community bulk uplifts, grass cutting Page 68
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26 West Dunbartonshire LCPAR – Improved Life Chances Maximise Income from Employment West Dunbartonshire Local Employability Partnership, led by the Council (Working4U Service), was established to co-ordinate local employability services. The ‘West Dunbartonshire Local Employability Partnership’ supports sustainable and equitable economic growth by encouraging residents to maximise their full potential. We do this by: Providing specialist employability service providers with grants to deliver customised support. Providing good quality advice about employment and training options. Helping residents to develop their skills and overcome barriers to opportunity. In the previous three years we have set stretch targets that reflect the scale of the challenge, the socio/economic environment and the resources available to address that challenge. Table 6 Employability Progress Indicators Progress Indicator 2021/22 2022/23 2023/24 Total number of local people being supported through apprenticeships and in-work progression 288 373 362 Number of local people entering education or training 993 1,469 1,064 Number of local people gaining a full qualification 580 756 867 Number of local people entering employment 420 421 439 We have made good progress in supporting people to address the barriers that prevent them from securing employment and maximising their income through work. Of those supported through No One left Behind, 377 were within the Parental Employability Support group (families likely to be affected by poverty and disadvantage). Table 7: Priority Groups Supported Number Lone parent 193 Disabled child/family member 92 3+ children 79 Minority ethnic 44 Parent under the age of 25 27 Child under 1 year 22 While we have supported, and will continue to support, significant numbers of parents to secure positive outcomes and improvements in their lives, the impact on their lives is clear. These benefits include: 1. Financial Stability: securing work provides a steady income, reducing financial stress and improving living conditions for the family. 2. Improved Quality of Life: With better income, parents can afford better housing, nutrition, healthcare, and education for their children, enhancing the overall quality of life. 3. Positive Role Model: Achieving a qualification and career success sets a powerful example for children and break the cycle of poverty. 4. Increased Self-Esteem: Gaining qualifications and securing a job can boost self- confidence and a sense of accomplishment, leading to a positive outlook on life. These benefits are clearly illustrated in ‘Laura’s Journey’ an employability case study: Page 69
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27 West Dunbartonshire LCPAR – Improved Life Chances Case Study, Lived Experience: Laura’s Journey: As a result of her employer’s response to Covid-19 Laura was made redundant from her post as retail supervisor. Because of this Laura’s family was struggling financially, and the experience of redundancy left her with low levels of confidence and self-esteem. She wasn’t sure if she was qualified for the jobs on offer and didn’t think anyone would want to employ her anyway. Consequently, Laura was really worried about the future and how she was going to provide for her children, one of whom had additional support needs. Laura approached Working4U for support, however, she wasn’t confident of securing a lot of help because she wasn’t a lone parent; she also thought her only options for employment would be in retail. Laura was allocated a key worker and quickly realised neither of these assumptions were true as they reviewed her circumstances and experience to develop an employability action plan. During this period an opportunity to become a Working4U assistant emerged, and Laura was encouraged to apply. With support to compile and submit her application, Laura was successful in securing an interview. Although very nervous about the interview, she drew on the methods she had practiced in the interview techniques support provided by her key worker. As a result, she was successful and offered the position. During her time as an Working4U assistant, Laura undertook several qualifications that would enhance her position within the organisation. These qualifications included, SQA Level 7: Enable Clients to Access Career Development Opportunities. This she said: ‘Vastly improved my skills in Information, Advice & Guidance as well as knowledge of employability and of the public and third sector.’ Armed with her qualifications, newfound confidence, self-esteem and ‘lived experience’ of seeking work, Laura applied for, and secured, the post of Working4U employability officer. Laura said: ‘I absolutely loved my role and was involved in fantastic projects, partnership working and meaningful activities supporting the residents of West-Dunbartonshire into positive destinations - just like I had been supported myself. Helping my clients in their employability journey was something I have been privileged and proud to do.’ Laura also completed an SQA Assessors Award and with her experience, qualifications and renewed sense of purpose, she applied for, and secured, the post of area account manager with a private sector company. Laura has increased her responsibilities, and salary, accelerated her career and feels much more positive about her family’s future. Entering the new chapter in her career Laura reflected on her experience: ‘None of this would have been possible without the support, encouragement and opportunities given to me by Working4U, both from the perspective of a service user but subsequently as an employee.’ She added: ‘As I move on to the next step in my career journey, I think back to 2021 and how helpless and worried I was for my future, I want to express the importance of having a service like W4U available for people to help them overcome the challenges they face.’ In the forthcoming year we aim to consolidate the achievements to date and continue supporting parents in their journey towards and into employment. Page 70
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28 West Dunbartonshire LCPAR – Improved Life Chances In 2024/25 we will: Work through the Family Prosperity Network data group to focus effort on communities facing the highest level of disadvantage. Work with external employability service providers to ensure they become fair work compliant. Work through the local employability partnership to encourage access to opportunities within anchor organisations. Reinforce our focus on priority groups. Assuming similar levels of No One Left Behind/Parental Employability Support funding from the Scottish Government we anticipate that we will: • Support 200 people through apprenticeships and in-work progression. • Support 1,064 people to enter education or training. • Assist 867 people to secure a qualification. • Assist 400 people to secure employment. Summary The Child Poverty (Scotland) Act 2017, requires Local Authorities and Health Boards to jointly prepare and publish annual Local Child Poverty Action Reports (LCPARs). The report should illustrate action that will contribute to the reduction of child poverty. Specific emphasis should be placed on income maximisation for families with children and those families whose income/expenditure is adversely affected because of a member’s protected characteristics. We have identified, throughout the report, activity and services in West Dunbartonshire that are designed to achieve that aim. We will co-ordinate these efforts through the Family Prosperity Network and will report progress through Community Planning West Dunbartonshire. Our Planned approach and measures of success are outlined in Appendix 1 and 1a. Page 71
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29 West Dunbartonshire LCPAR – Improved Life Chances Appendix 1: Family Prosperity Network Objectives and Approach Community Planning West Dunbartonshire (CPWD) Vision ‘To develop West Dunbartonshire as a place where people choose to live, work, explore, visit and invest.’ Family Prosperity Network Aim: To work in partnership through the Community Planning West Dunbartonshire to reduce the level of child poverty in West Dunbartonshire and bring it closer to the City Region average. ObjecƟves: We will do this by improving our understanding and raising awareness of how poverty affects families and children and by addressing the drivers of poverty through partnership working. Our focus will be placed on acƟons to: Alleviate immediate hardship through cash first approaches. Reduce the cost-of-living for families with children with specific emphasis placed on those most in need. Maximise income from benefits through the provision of good quality debt and money advice, guidance and representaƟon and focussed campaign. Maximise income from employment through the provision of employability and learning services Our approach: The Family Prosperity Network will take the lead in co-ordinaƟng efforts that aim to have an impact on addressing the drivers of poverty and reporƟng progress. Working alongside the Community Planning Partnership Delivery Improvement Groups and exisƟng partnerships we will use the available knowledge and experƟse to invesƟgate the lived experience and impact of poverty on parents and children’s lives and work together to miƟgate that impact by addressing the drivers of poverty (crisis, income, costs). The Family Prosperity Network will collate informaƟon provided by exisƟng partnerships and organisaƟons to illustrate what has been done and what will be done to alleviate child poverty. This will inform prioriƟes for acƟon; provide content for the Local Child Poverty Annual Report; and form the basis of progress reports for the Community Planning West Dunbartonshire Management Board. WDCPP: Nurtured, Flourishing, Safe, Empowered, Independent West Dunbartonshire Council (W4U)/ NHS GG& Clyde lead with Key partnerships input from: Community Empowerment WDCVS The Food Insecurity Network Cash First Project (Reduce the cost of living alleviate immediate hardship and cash first fund – understand lived experience) Children and Families Integrated Services EducaƟon Services The Promise SHINE Programme (Reducing the cost of living, for example reducing the cost of the school day - alleviate hardship-) Health and Social Care NHS GG&C Golden Jubilee Health Improvement Team Social Care Services Targeted acƟons and OpportuniƟes/understand lived experience. Benefit and Debt InformaƟon and Advice partnership Working4U CiƟzens Advice Bureau Social Security Scotland DWP (maximise income from benefits) Economic Development, Local Employability Fair Work Employability Social Benefit (maximise income from work) West Dunbartonshire Crisis support and Cost of Living IniƟaƟves Welfare Funds DiscreƟonary and Passported benefits (Alleviate hardship reduce the cost of living) Housing SoluƟons Partnership WDC Housing Services RSL (Alleviate Hardship/Trigger events) Success: Specific AcƟons to address drivers of poverty and progress indicators: Residents understanding what’s available and report improvements in their quality of lives because of support Page 72
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30 West Dunbartonshire LCPAR – Improved Life Chances Appendix 1a: How we will know we are successful We will now we have been successful when parents can tell us that they know where to go to obtain help, they find the services relevant, and they are confident that help will assist them to make the changes they need to address their circumstances. Importantly, they can also report that they have improved the quality of life for themselves and their children. Meanwhile, the Family Prosperity Network has established several indicators that will demonstrate the outcome of actions that we are taking to address child poverty. We have grouped these into categories based on the drivers of poverty reduction and set them alongside our aim to stabilise household circumstances. These are the baseline indicators; further indicators will be developed as new approaches are established. Alleviate Immediate Hardship Number of families from priority groups receiving support through the Scottish Welfare Fund and Discretionary Housing Payments. Number of families from priority groups receiving support through the West Dunbartonshire Household Hardship Fund. Number of families from priority groups receiving support from the West Dunbartonshire ‘cash first’ initiative funded by the Scottish Government. Income from Employment: Number of parents from child poverty priority groups supported employability initiatives. Number of parents from priority groups receiving training. Number of parents from priority groups securing a qualification. The number of parents from child poverty priority groups into work. The number of parents from child poverty priority groups into work in anchor institutions (including NHS and local authorities), from child poverty priority groups. Number of Modern Apprentices recruited from child poverty priority groups. Income from Benefit Total verified financial gain for clients from households with dependent children accessing local authority funded money and welfare rights advice. Total number of clients from households with dependent children accessing local authority funded money and welfare rights advice due to debt, and total debt owed. Cost of living The proportion of parents not making full use of 1140 hours, by priority group parents. Proportion of priority families in receipt of passported benefits and child benefits. Number of households with dependent children in Council Tax arrears. Number of households with dependent children in rent arrears, living in social housing. Number of patients (pregnant women, families with children) referred to money and welfare rights advice from the following settings: Midwifery; Health Visiting; Family Nurses and GP settings (and financial gain for those referred). Page 73
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31 West Dunbartonshire LCPAR – Improved Life Chances Appendix 2: NHS Greater Glasgow and Clyde Addressing Child Poverty The following tables provide an overview of activity carried out by NHS Greater Glasgow and Clyde that is designed to address child poverty. Table 8: NHS Greater Glasgow and Clyde Employability Programmes Summary of activity 2022/23 Plans for 2023/24 Broadly we have been able to continue activity since last year, with some key highlights below: Apprenticeships: ongoing delivery in established activity with planning for new opportunities in 23/24 for Business Administration and Support Services. Academy Programmes: cohorts delivered for 22/23 followed close partnership working with DWP, Job Centre and local authority employability partners, continued offering of guaranteed interview on completion and signposting to flexible bank work as alternative to fixed shift patterns. Partner Engagement - discussions have taken place with all six LEPs to establish connections and agree actions to support understanding of NHSGGC as employer and identify options to access funding through LEPs for workforce employability activity connected to national initiatives aligned to parents and young people. In 2023/2024 the WATE plan will continue delivery aligned to our Workforce Strategy: Apprenticeships- continue and develop opportunities linked to GGC Workforce Plan and Recruitment and Attraction Plan supporting Foundation Apprenticeship partnerships with FE and Education partners, ongoing recruitment of Modern Apprentices, formal arrangements for Graduate Apprenticeship programmes. Academy Programmes – schedule employability programmes with appropriate partners that will connect to career pathways and support workforce supply requirements for entry level posts. Careers – planned return of full range of careers activity in line with internal stakeholders and Education partners linked to workforce supply forecasts and priority areas, further expand mentoring schemes for young people, align internal career pathways to our workforce plan and Fair Work commitments visible career access, development and progression opportunities for our staff and community. Community Wealth Building – continue to connect our workforce activity to the pillars within CWB as an Anchor institution. Page 74
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32 West Dunbartonshire LCPAR – Improved Life Chances Table 9: NHSGGC as a Service and Contract Procurer Summary of activity 2022/23 Plans for 2023/24 NHSGGC delivered final report for the Health Anchor Learning Network funded project 'Increasing Diversity in the Supply Chain’ which demonstrated we had been successful in engaging with diverse employers in the area around NHSGGC and NHS Lanarkshire opportunities to bid for work. Our new Procurement Strategy now includes an aim to increase the proportion of local and diverse SMEs supplying NHSGGC. Supplier Development Programme will work with NHSGGC to deliver an engagement programme to SMEs which will allow local businesses to benefit from NHSGGC procurement opportunities. A key focus is to continue the 22/23 development pilot 'increasing Supplier Diversity' which includes businesses owned or primarily staffed by women, BAME people, and people with disabilities. Community benefits. Work was carried out to promote the new national community benefits gateway to all NHSGGC's Third Sector Interfaces, including promotional materials and presentations at network meetings. This gateway was developed as part of a national working group. Work will continue to promote and grow the new national community benefits gateway to NHSGGC's Third Sector. Table 10: NHSGGC Family Friendly Working Summary of activity 2022/23 Plans for 2023/24 A successful bid from Endowments Committee enabled the development of a Staff Hardship Crisis fund. Staff Financial Wellbeing Action plan delivered including HES workshops, new staff Z card resource on mental Health & Wellbeing / Money advice printed and distributed, Payslip messages, SSTS monthly payroll message added a link to NHSGGC Money advice website. The NHSGGC Staff Money Worries website was refreshed, and we introduced regular Staff Money Worries messages within core brief. We will continue to deliver Staff Hardship Crisis Fund to NHSGGC Staff. We will increase focus on delivering promotional activities to staff via core brief, update Money Worries website as required, deliver HES workshops, Deliver Credit Union workshops and promotions. Page 75
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33 West Dunbartonshire LCPAR – Improved Life Chances Table 11: NHSGGC Royal Hospital for Children Money and Debt Service Summary of activity 2022/23 Outcome/activity data for 2022/23 by HSCP, including comparison with previous years Plans for 2023/24 The Money & Debt with advocacy service supports any families who have a child as an inpatient or who attend the hospital as an outpatient. It sees families from all 6 target groups as identified in Best Start Bright Futures, Scottish Government child poverty delivery plan, 2022. The service works closely with families who often experience major life changing circumstances due to a child being born with a medical condition, or a child suddenly becomes unwell, or they are diagnosed with a lifelong or life limiting illness. These Parents often become Carers and they are faced with increasing and additional costs of caring for a child with a disability or lifelong or life limiting illness. There was a total of 238 referrals into the service during 2022/2022 with a total 273 repeat clients also see. There was a total of £2,537,426.52 in financial gains and a total of £193,287.94 in debt, housing and non-housing managed. Of those who used the service 56% had an annual income of <£15k before seeing the service and were living in poverty. 46% of those who used the service identified as having a disability with the service reaching families with a total of 120 children (<16) who also had a disability. 16% of those who used the service were BAME and 14% required a translator for their appointments. Area Total East Dunbartonshire - 5 East Renfrewshire - 3 Glasgow City - 103 Inverclyde - 5 Renfrewshire - 11 West Dunbartonshire - 8 A total of 136 new clients seen were from NHSGGC. A total of 102 clients seen were from out with NHSGGC area. The service was recently awarded funds from a successful funding bid from the Glasgow Children’s Hospital Charity for 23/24. Plans are underway to review the current delivery model and source new funds for 24/25 and beyond. As with previous years, the service will continue to work with all partners through its multi- disciplinary steering group including Glasgow Children's Hospital Charity, internal & external staff and families. Learning from the pandemic and family’s needs are at the forefront of service delivery for 2023/24. Page 76
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34 West Dunbartonshire LCPAR – Improved Life Chances Table 12: NHSGGC Special Needs in Pregnancy Maternity Matters Debt and Advocacy Summary of activity 2022/23 Outcome/activity data for 2022/23 by HSCP, including comparison with previous years Plans for 2023/24 The Money & Debt with Advocacy Service - Maternity Matters supports any women and when required her family, who attends the SNIPs Maternity Service in Glasgow. It sees women who have multiple vulnerabilities and who may have a disability, BAME, single parents and pregnant and target groups as identified in Best Start Bright Futures and Scottish Government child poverty delivery plan. The service supports women to develop an action plan and an Advocate will work with the women to support the plan and facilitate attendance at other services from anything from 3 months upwards. Maternity Matters deliver a true client centred approach, building the trust of the women, whilst engaging via NHS settings and via the Midwifery team. A number of these women have low level literacy skills and, or, English is not their first language, which makes managing their money and financial literacy an additional challenge. Often their IT skills are also low making UC claimant commitments more difficult. A total of 190 referrals were made to the service during 2022/23 and a total of 292 repeat clients were also seen. 36% of new clients seen had an annual income of <£6k, 45% had an annual income of <£10k and a further 9% had an annual income of <£15k. Only 10% of new clients seen had an annual income >£15k to £25k.Therefore 90% of those the service has seen would be classed as living in poverty before seeing the service. 50% of service users identified that they had a disability. Financial gains were a total of £552,896.02 and a total of £89,626.05 in both housing and non-housing debt was managed for clients. A total of 45% of new service users were BAME and a total of 22% of service users needed an interpreter to engage with the service. 50% of those who used the service were <25 years old. 35% were lone parents with dependants and a further 45% were single parents who were expecting their first child. A total of 98 travel cards were provided to women who had no money to pay for travel to their Maternity Appointments. HSCP BREAKDOWN: Glasgow city - 168 ED, ER, Ren & WD - 8 (data have been The service will continue to work with all partners through its multi-disciplinary steering group including Glasgow Children's Hospital Charity, Money Matters and Maternity staff and with pregnant women and their families. The service will continue to provide a holistic approach to the women’s needs and everyone seen in the service will receive a full Benefits/ Welfare rights check and an income maximisation check-up is completed, identification of and support with debt, energy support and direct access to grants to ensure that they are not without heating and lighting at home, support for housing issues, support to access food and Foodbanks, support to access grants. The service will support women to access education, training and employment when they are ready. Page 77
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35 West Dunbartonshire LCPAR – Improved Life Chances Summary of activity 2022/23 Outcome/activity data for 2022/23 by HSCP, including comparison with previous years Plans for 2023/24 consolidated as individual numbers are small) Out with NHSGGC - 14 (data have been consolidated as individual numbers are small) Table 13: NHSGGC Black and Ethnic Minority Maternity Support Summary of activity 2022/23 Plans for 2023/24 A review of interpreting found that 95% of those who use a community language interpreter are from SIMD 1 and 2, confirming that BAME maternity users are often at multiple disadvantages. Given access problems reported by this community to maternity services, a patient code for telephone interpreting was widely distributed in communities and in maternity services. Feedback from third sector organisations indicated that this is making a sustained and meaningful difference in terms of access. Equalities proofing of a refreshed approach to patient engagement was undertaken and an option appraisal for equalities and poverty training for staff developed. A Step-by-Step Guide to maternity services, which is currently being translated into 33 community languages, easy read and BSL was developed and work to equality proof the maternity website and Badgernet app started. Key focus areas for the next financial year can be found below: -Actions to address structural barriers in the maternity pathway for the BAME community and those living in poverty include issuing and marketing a patient interpreting code to ensure access to the telephone triage system -Development of a simple step by step guide to NHSGGC maternity services -Review of patient facing materials, including the Badgernet app, in community languages; improvement plan for areas of care not meeting the needs of BAME women (e.g. Birthplans) -Improvement plan for patient engagement and developing a staff training plan. The review of NHSGGC’s Maternity Strategy offered an opportunity to review the maternity pathway for BAME women and planning is underway to carry out a suite of Equality Impact Assessments to ensure the pathway is accessible to all. Page 78
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36 West Dunbartonshire LCPAR – Improved Life Chances Table 14: NHSGGC Money Worries in Maternity Summary of activity 2022/23 Outcome/activity data for 2022/23 by HSCP, including comparison with previous years Plans for 2023/24 A Pilot quality improvement to increase financial enquiry and referral to support within maternity was completed in one (GCC) area in 2021/22, this work will continue in 23/24 and learning will be shared more widely. Referral pathways have been updated and supporting guidance has been developed and disseminated. Baseline and follow up referral data is being extracted from Badgernet to track progress. Data from local FI service providers for each HSCP/sector show the following direct referrals from maternity services as follows: HSCP/Sector 21/22 22/23 North East Glasgow 93 177 North West Glasgow 200 209 South Glasgow 130 181 East Dunbartonshire 1 2 Inverclyde 0 0 Renfrewshire 15 19 West Dunbartonshire 61 62 East Renfrewshire 4 5 This work will continue in 23/24 and the learning from the QI will be shared and rolled out across NHSGGC to ensure the issue is raised with every pregnant woman and an increase in referrals to Money Advice services is recorded. Page 79
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37 West Dunbartonshire LCPAR – Improved Life Chances Table 15 NHSGGC Health Visitor and Money Worries Summary of activity 2022/23 Outcome/activity data for 2022/23 by HSCP, including comparison with previous years Plans for 2023/24 A Scottish Government financial inclusion quality improvement practicum to increase financial enquiry and referral to support within Health Visiting has been completed in one (GCC) area in 2021/22, learning from this will start to be implemented more widely in 2023/24. The QI approach will be supported and rolled out to support the delivery of the Universal Pathway in NHSGGC. This is the core financial Inclusion service for NHS staff to refer families to for income maximisation. There were 3,764 referrals with an estimated £4 million gain in unclaimed benefits and other financial supports. Data from local FI service providers for each HSCP/sector show the following direct referrals from Health Visitors as follows: HSCP/Sector 21/22 22/23 North East Glasgow 674 703 North West Glasgow 620 603 South Glasgow 1290 1307 East Dunbartonshire 69 92 Inverclyde 0 7 Renfrewshire 137 139 West Dunbartonshire 51 56 East Renfrewshire 14 92 A Short Life Working group has been established at the end of 22/23 to roll out the learning from the FI quality improvement practicum. This learning will start to be implemented and reviewed across 23/24. Page 80
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38 West Dunbartonshire LCPAR – Improved Life Chances Table 16: NHS GGC Planned Developments Activity Plans for 2023/24 Families with Children with a disability Children with a disability are a key target group of the CPA, 2017 and BSBF, 2022. Aim to understand families experience and impact of poverty for families with a child with a disability around the 3 key drivers of poverty. Plans to convene a Steering Group, scope out and commission research into needs of families with children and a disability in NHSGGC are underway. This research will identify themes and make recommendations for progress. Page 81
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Report by Chief Officer Roads and Neighbourhood CPWD Management Board: 21 November 2024 ______________________________________________________________ Subject: Community Learning and Development Three Year Plan 2024-2027 1. Purpose 1.1 CLD Regulations place statutory duties on local authorities to work with partners and communities to co-produce and secure the delivery of CLD in their area and publish a three-yearly CLD Plan. The Plan can either be standalone or incorporated into other Community Planning requirements. 1.2 While taking into account key national strategies (adult, youth and empowerment) and the wider policy context (curriculum for excellence, Scottish attainment challenge, No One Left Behind), the plan must specify how the Education Authority will co-ordinate provision of CLD, the actions taken to provide CLD by the authority and partners and any needs that will not be met. 1.3 The authority must consult those representative of the target group, those representative of persons providing CLD and any others as the authority sees fit. Each plan will cover a three-year period; the next planning cycle is 2024/27. 1.4 This report provides an update on the CLD Three Year Plan 2024/2027 with the full document attached as an appendix. 2. Recommendations 2.1 CPWD Management Board is asked to: • Note and support the actions set within the plan. • Partners are asked to commit support, and representation where appropriate, to the CLD partnership its associated themed groups and its aims. 3. Background ITEM 8 Page 83
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3.1 CLD is ‘a distinctive process of engagement and support, with a learning content that is negotiated with learners.’ ‘Community learning and development plays a central part in ensuring individuals, families and communities reach their potential through lifelong learning. 3.2 The components of CLD consist of targeted support for disadvantaged individuals and groups centred around. • Community development/empowerment. • Youth work. • Family learning and other early intervention work with children, young people and families. • Community-based adult learning, including adult literacies and English for speakers of other languages (ESOL). • Volunteer development. 3.3 CLD is delivered by competent practitioners that know and understand the community they work in; build and maintain strong relationships with individuals and groups; provide learning and development opportunities in a range of contexts; facilitate community empowerment; organise and manage resources; and develop and support collaborative and partnership working and evaluate and inform practice. 3.4 This activity is set within a dynamic context with significant challenges around the availability of funding at a time when demand is increasing. This challenge may be offset with the emergence of opportunities linked to, and connection with, the wider policy context, that include, for example: • Adult Learning. • National Youth Strategy. • Community Empowerment. • Scottish Attainment challenge. • No One Left Behind. • UK Shared Prosperity. 4. Main Issues 4.1 The CLD National guidance requires CLD activity to connect with Community Planning Objectives. Specific note is made of aligning CLD with Scotland’s goals for jobs, growth and public service reform; emphasising improved life chances and adopting an evidence-based approach. 4.2 West Dunbartonshire Community Planning aims to achieve its vision: A great Place to live, work learn and visit through five Delivery Improvement Groups. (Nurtured, Flourishing, Safe, Independent, Empowered) 4.3 Community Learning and Development activity through its existing approach can contribute to the vision by addressing barriers to opportunity; improving life chances; promoting active citizenship; delivering community-led approaches and supporting local regeneration. Page 84
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4.4 A recent review of CLD (April 2023) concluded that there are effective arrangements to oversee the CLD services within the Council and regular reporting is helping to strengthen the understanding of CLD. The Adult Learning Partnership is a strong collaboration of adult learning services. It also noted there are arrangements in place to ensure the voices of young and adult learners can inform service design and delivery and CLD teams are making good use of targeted approaches to ensure that socio-economic circumstances are not a barrier to participation. 4.5 However, it is considered that, as a matter of priority, the local authority and partners should strengthen the leadership and governance of CLD planning and use this as a basis to develop partnership priorities at a strategic level. 4.6 Over the course of the summer and through consultation we have reinforced the partnership structure to address these issues. CLD activities will continue to deliver services and report to the appropriate delivery improvement groups. However an overarching CLD Partnership Lead Group has been established to draw the strands of CLD together. The structure of the CLD Partnership is illustrated below: 5. Resource Implications 5.1 The CLD Partnership will ‘Lead and deliver high quality community learning and development services which are responsive to the needs of local citizens, and realise the aspirations of our communities’. The Lead Group will: • Develop, implement and deliver the CLD Plan • Identify, agree and contribute the resources needed to achieve shared outcomes. • Analyse service gaps, duplication and overlap to ensure priorities are addressed as efficiently as possible. • Ensure that strategic priorities are aligned with other strategic plans. • Agree priorities for service development and, where appropriate, seek funding opportunities to progress priorities. Community Learning and Development Strategic Partnership Lead Group Adult Learning Partnership Youth Alliance Community Empowerment Delivery Improvement Group Community Planning Partnership - West Dunbartonshire Board Flourishing, Nurtured, Empowered, Safe, Independent Page 85
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• Ensure the participation of communities in relation to planning and delivering community learning and development. • Identify and share examples of best practice. 5.2 Each of the thematic groups supporting the CLD Partnership (Adult Learning Partnership, Youth Alliance Community Empowerment) will have specific priorities that have been developed through experience of delivery, research, consultation with key stakeholders, learning providers and learners. Adult Learning Partnership Themes: • Expanding Adult Learning. • Supporting the adult learner journey. • Promoting Inclusion: Access and Diversity. • Staff/volunteer development. Youth Alliance Priorities • Our young people are resilient: Health and Well-being • Our young people’s voices are listened to: Participation and Empowerment • Our young people are successful learners: Education and Lifelong Learning: • Our young people have equal access to opportunities: Employment and Economic Inclusion: • Our young people are valued members of the community: Social Inclusion and Equality: • Our young people are safe in physical and virtual environments: Safe and Supportive Environments: • Our young people are engaged in sustainable action: Environmental Awareness and Action: Community Development Priorities • Raise awareness, knowledge and understanding of community empowerment • Increase confidence for community empowerment. • Set standards for how we work and behave in the context of community empowerment. • Ensure clarity of roles for effective collaboration among Councillors, Council officers, community planning partners, volunteers and communities. • Develop skills for community empowerment. • Ensuring that there are sufficient resources, facilities and support to encourage community empowerment. 5.3 CLD regulations state that the plan should also provide a statement of unmet need. In this respect we have stated that we will address existing and emerging inequality by focussing on disadvantaged and vulnerable groups and individuals of all ages. We will support them to engage in learning and bringing about change in their lives and communities that may not have Page 86
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occurred otherwise. This will be a targeted approach and as such, there will be individuals and groups that are not considered to be a priority for the focus of our work. 5.4 We have captured the CLD Three Year plan aims, objectives and approaches in a ‘one-page plan’ to summarise the complexity of the task and breadth of input. Page 87
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CLD Plan Objectives and Approach West Dunbartonshire Community Planning Partnership (WDCPP) Vision: A Great Place to Live, Work and Visit. Flourishing, Independent, Nurtured, Empowered and Safe West Dunbartonshire Community Learning and Development Partnership will ensure CLD Services in West Dunbartonshire contribute to the WDCPP vision by improving life chances for people of all ages, through learning, personal development and active citizenship. The partnership will also support stronger, more resilient, influential and inclusive communities. Our approach will focus on early intervention to promote equality and ensure learners and communities contribute to the planning and delivery of services. We will do this within partnership service delivery groups that focus on the components of Community Learning and Development to ensure high quality learning services that focus on empowerment, skill development and appropriate resources are available… Community Development Alliance Co-ordinating the priorities and delivery of community engagement that contributes to skills, for life and learning. Focus on • community empowerment and development • Community engagement and representation • Setting standards and Volunteer development Youth Alliance Co-ordinating the priorities and delivery of community-based youth learning that contributes to skills, for life, learning and work. Focus on: • Health and wellbeing. Participation and empowerment. Successful learning • Youth Inclusions and Representation. • Youth Safety and Employability. Adult Learning Partnership Co-ordinating the priorities and delivery of a community-based adult learning that contributes to skills, for life, learning and work. Focus on: • Expanding learning. • Supporting the adult learning journey. • Access, Diversity and Inclusion • Staff and volunteer development. We will know we are successful with our approach when learners and community members can say they: I feel more confident and empowered to make decisions about my community and learning pathway. I have access to resources and opportunities that match my learning goals and ambitions. I feel valued and supported by the learning community and learning staff. I can see clear improvements in my skills and knowledgeand I understand how these apply to my personal, family and community life. We will demonstrate progress and success by… Producing Periodical Reports: • Quarterly Reporting • Annual Reporting Gathering and Recording Key Progress data. CLD Managers Scotland Indicators, for example… • Number participating in Learning Activities • Number from specific target groups • Number securing recognised qualifications • Number of groups receiving community capacity building support Gathering and Compiling Learner Testimony. • Self-assessment • Consultation • Case Studies Page 88
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5.5 The production of the CLD Three Year Plan means that we are compliant with the legislation that requires the Education Authority to demonstrate how the CLD partnership will co-ordinate the provision of CLD while considering key national strategies such as the Adult Learning, Youth Work and Community Empowerment strategies and Community planning. 5.6 The development of the CLD Partnership reinforces that requirement by establishing an approach that allows us to take effective action at the local level to address the specific challenges we face in West Dunbartonshire. 5.7 While compliance with the legislation is important, we will have a clearer indication of success when learners can tell us that they know where to go to access learning and that learning brings about positive changes in their lives. 5.8 We will know this is the case through both qualitative and quantitative methods of data capture. 5.8 To reinforce this the CLD partners are establishing and adopting a range of indicators to demonstrate progress towards their aims. These indicators will be refined and adopted in the forthcoming year, where appropriate. These indicators include: 1 Number of adults engaged in CLD activity 2 Number of adults receiving completed nationally recognised awards through CLD activity (SCQF levelled and awards such as Adult Achievement Award including sectional certificates) 3 Number of adults gaining wider achievement awards, local awards and those not nationally recognised, through CLD activity (e.g., Health Issues in the Community & Keystone Award) 4 Number of adults engaged in family learning through CLD activity 5 Number of children/young people engaged in family learning through CLD activity 6a Number of children engaged in CLD activity (aged 5-9) 6b Number of young people engaged in CLD activity (aged 10-18) 7a Number of children receiving completed nationally recognised awards through CLD activity 7b Number of young people receiving completed nationally recognised awards through CLD activity 7c Number of young people receiving sectional certificates towards above Awards (sectional certificates only to be included if full award not completed) 8 Number of young people gaining wider achievement awards, local awards and those not nationally recognised, through CLD activity 9 Number of adults with improved mental health and wellbeing outcomes through CLD activity 10 Number of children and young people with improved mental health and wellbeing outcomes through CLD activity 11 Number of community groups receiving capacity building support through CLD activity 12 Number of adults and young people taking part in influence and engagement activity through CLD – (including community planning / participatory budgeting / local and national consultations / co-production and influencing service design). 13 Number of adults and young people reached and engaged with through one-off promotional events / drop-ins / community events / engagements / etc. Page 89
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6. Financial Implications 6.1 The delivery of the CLD plan aims and objectives is set within the context of existing budgets and approaches. There are no additional financial implications. 7. Risk Analysis 7.1 The production of the CLD Three Year Plan addresses the risk of non- compliance with legislation that requires its production. The methods for reinforcing the CLD Partnership address issues emerging from Education Scotland’s review of progress towards plan delivery and will place us in a strong position to meet the demands of any future inspection based on the How Good is Our Community Learning and \development Framework. . 8. Equalities Impact Assessment (EIA) 8.1 An EIA scoping exercise will be undertaken as part of the further development of the work of the CLD Partnership lead group. 9. Consultation 9.1 This report provides a summary of the agreed approach being taken by CPWD in response to the feedback from Education Scotland and consultation with key stakeholders and learners. 10. Strategic Assessment 10.1 Progressing work as outlined in this report ensures CPWD can deliver on the outcomes set in the Local Outcome Improvement Plan. Gail MacFarlane Chief Officer Citizen, Roads and Neighbourhoods 25 October 2024 ______________________________________________________________ Person to Contact: Stephen Brooks, Working4U Manager, Stephen.brooks@west- dunbarton.gov.uk Appendices: Background Papers: West Dunbartonshire Local Child Poverty Annual Report Wards Affected: All Wards Page 90
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West Dunbartonshire Community Learning and Development Plan 2024 - 2027 ITEM 8 - APPENDIX 1 Page 91
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Contents 1. Background ........................................................................................................................ 1 2. CLD Plan Requirements ...................................................................................................... 1 3. What is Community Learning and Development? ............................................................. 2 4. Living and Learning in West Dunbartonshire: The Need for CLD ...................................... 3 5. Community Planning West Dunbartonshire (CPWD) ........................................................ 7 6. CLD Contribution to Community Planning Vision, Priorities and Outcomes ..................... 8 7. CLD in West Dunbartonshire Governance and Mission .................................................. 10 8. CLD Priorities in West Dunbartonshire ............................................................................ 12 9. Unmet Need in West Dunbartonshire ............................................................................. 17 10. CLD Partnership Action in West Dunbartonshire ......................................................... 18 11. Appendices .................................................................................................................... 19 Appendix 1: CLD Action Plans .............................................................................................. 19 Appendix 2: The CLD National Outcomes ............................................................................ 46 Appendix 3: CLD Managers Scotland Performance Indicators ............................................ 47 Appendix 4: 7-minute briefing Figure 2: CLD Briefing 7-minute read ................................. 48 Appendix 5: West Dunbartonshire Summary Plan (1 page Plan) ........................................ 49 Page 93
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Table of Figures Figure 1: West Dunbartonshire CLD Partnership Structure .................................................... 10 Appendix 4: 7-minute briefing Figure 2: CLD Briefing 7-minute read ..................................... 48 Figure 3: West Dunbartonshire CLD 1 Page Plan ..................................................................... 49 List of Tables Table 1: Community Planning West Dunbartonshire Priorities and Outcomes ........................ 7 Table 2: CLD Partnership Lead Group Priority 1: Visibility and Awareness ............................. 19 Table 3: CLD Partnership Lead Group Priority 2: Pathways and Progression .......................... 21 Table 4: CLD Partnership Lead Group Priority 3: Accessibility and Availability ...................... 21 Table 5: CLD Partnership Lead Group Priority 4: Support and Learning ................................. 22 Table 6:Adult Learning Priority 1: Expanding Adult Learning .................................................. 23 Table 7: Adult Learning Priority 2: Supporting the Learner Journey ....................................... 24 Table 8: Adult Learning Priority 3: Promoting Inclusion: Access Diversity and Inclusion ...... 25 Table 9: Adult Learning Priority 4: Staff and Volunteer Development .................................... 26 Table 10: Youth Alliance Priority 1: Young People are Resilient ............................................. 27 Table 11: Youth Alliance Priority 2: Young People’s Voices are Listened to ........................... 29 Table 12: Youth Alliance Priority 3: Young People are Successful Learners ............................ 30 Table 13:Youth Alliance Priority 4: Young People have Equal Access to Opportunities ......... 32 Table 14: Youth Alliance Priority 5: Young People are Valued Members of the Community . 34 Table 15: Youth Alliance Priority 6: Young People are Safe .................................................... 36 Table 16: Youth Alliance Priority 7: Young People are Engaged in Environmental Action ..... 38 Table 17: Community Priority 1: Increase Understanding of Community Empowerment ..... 39 Table 18: Community Priority 2: Increase Confidence for Community Empowerment .......... 40 Table 19: Community Priority 3: Set Standards for how we Work and Behave ..................... 41 Table 20: Community Priority 4: Ensure Clarity of Roles for Effective Collaboration ............. 41 Table 21: Community Priority 5: Develop Skills for Community Empowerment .................... 42 Table 22: Community Priority 6: Ensure Sufficient Resources, Facilities and Support ........... 42 Page 94
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1 1. Background Community Learning and Development (CLD) Regulations place a statutory duty on local authorities to collaborate with partners to co-produce CLD in their area. To do this the Local Authority must publish a three-year CLD Plan. This is the West Dunbartonshire Community Learning and Development Plan for the period from September 2024 to August 2027. 2. CLD Plan Requirements Guidelines state that the plan must specify how the CLD partnership will co-ordinate the provision of CLD while considering key national strategies such as the Adult Learning, Youth Work and Community Empowerment strategies. The plan must also take the wider policy context into account. This includes establishing the link between CLD priorities and activity set within key policy drivers such as: ‘Curriculum for Excellence’, the ‘Scottish Attainment Challenge’ and ‘No One Left Behind’. The CLD National guidance requires CLD activity to connect with Community Planning Objectives. Specific emphasis is placed on aligning CLD with Scotland’s goals for jobs, growth and public service reform, emphasising improved life chances and adopting an evidence- based approach. To achieve these requirements, and produce the plan, the partnership must consult with local learners and communities, those organisations providing CLD and those with an interest in the plan outcomes. Purpose and Structure of the Plan With the regulatory guidelines and conditions in mind, the main purpose of this three-year CLD plan is to establish a resource to co-ordinate CLD provision in West Dunbartonshire. We must do this in a way that ensures CLD activity makes a recognisable contribution to both, Community Planning West Dunbartonshire (CPWD) outcomes and national objectives. The national objectives for the delivery of CLD are to bring about: Improved life chances for people of all ages, through learning, personal development and active citizenship. Stronger, more resilient, supportive, influential, inclusive communities. We begin this task by outlining the strengths and socio/economic situation in West Dunbartonshire and set these alongside the threats and opportunities facing the area. This establishes the challenges facing learners, CLD organisations and practitioners, makes the case for change and shapes the focus of our work. The document provides background information about Community Planning in West Dunbartonshire, illustrating the overarching community planning structure, vision and aims and establishes the link and common objectives that are clearly visible between community planning and community learning and development. This sets the context for the challenges, approaches and methods that CLD practitioners will adopt when developing actions that meet the needs of the local community. Key to this is the further development of a local partnership approach. The CLD Partnership draws on the expertise of CLD practitioners working in organisations with an interest in Page 95
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2 community learning and development. This includes the Local Authority, West College Scotland, Third Sector, registered charities and community-based organisations. Along with input from learners and communities these stakeholders have participated in the planning process to establish an effective approach for managing and delivering provision across key partnerships. The CLD strategic partnership mission is to promote Community Learning and Development with a specific focus on supporting disadvantaged and vulnerable groups and individuals to engage in learning, personal development, active citizenship and bring about positive changes in their lives and communities. Recognising Success There are many ways of evaluating and evidencing progress and success. We place learners at the centre of the process, and we will know if our planned approach has been successful when learners and those people who are active in their communities can tell us they: Feel more confident and empowered to make decisions about their community and learning pathway. Have access to resources and opportunities that match their learning goals and ambitions. Feel valued and supported by the learning community and learning practitioners. Can see clear improvements in their skills and knowledge and understand how these apply to their personal, family and community life. 3. What is Community Learning and Development? CLD consists of a wide range of activities with input from a range of organisations and individuals. The Community Learning and Development Standards Council provides a definition that centres on the benefits for learners and contributes to an understanding of CLD. ‘Community Learning and Development in Scotland refers to a distinct educational based approach to lifelong learning that aims to empower individuals and communities to participate actively in, and shape their own, learning and development. It is a collaborative and inclusive process that involves various stakeholders including learners, young people, community members, community volunteers, local authorities, voluntary and charity sector organisations, educational institutions, and other organisations across the public and third sectors. Using this as a starting point there are several principles identified by the CLD Standards Council that add to CLD practice. CLD practitioners engage with individuals and groups to design and deliver a wide range of learning activities and projects. These activities include adult learning programs (like ESOL, literacies and family learning), community development and capacity building initiatives, and youth work programmes (in community and school settings). The overall goal is to enhance community cohesion, address local needs, and support individuals to reach their full potential while actively contributing to the development of their communities. Page 96
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3 4. Living and Learning in West Dunbartonshire: The Need for CLD To ensure our approach and service provision remains appropriate and relevant it is important to understand the uniqueness of the area we operate in and the associated strengths, challenges, and opportunities that communities and individuals face. The Strengths, Weaknesses, Opportunities and Threats have emerged through consultation with key stakeholders prior to and during the planning process for the development of this plan. Strengths West Dunbartonshire is known for its unique blend of urban and rural landscapes and encompasses a diverse range of communities along the banks of the River Clyde and the shores of Loch Lomond. There is a well-connected road network and good public transportation services. Residents and businesses have access to convenient travel networks within and beyond the region. The areas economic strengths are based not only in its proximity to Glasgow’s labour market but also in local manufacturing, retail and tourism industries. With examples of national and international scale businesses located in the area. There is a range of cultural assets and recreational facilities that include museums and historic sites and landmarks. West Dunbartonshire is served by accessible healthcare and education services. This includes access to a range of pre-school facilities, specialist educational establishments and residential education provision, 32 primary schools and five secondary schools. Post-school further education is served by West College Scotland’s Clydebank Campus, with access to higher education in Paisley (University of West Scotland) and Glasgow (University of Glasgow, University of Strathclyde, Caledonian University and Glasgow School of Art). There is a wide range of CLD adult learning, youth work and community development services being delivered by a variety of organisations. There is a range of experienced community and voluntary organisations affiliated to West Dunbartonshire Community and Voluntary Services (WDCVS); community trusts; and local and regional youth services. Weaknesses Residents face several challenges: 4,696 children in West Dunbartonshire are living in poverty. All multi-member wards in West Dunbartonshire have areas with comparatively high incidences of multiple deprivation. Approximately 35,000 (37%) of the resident population have first-hand experience of multiple deprivation. At 17.2%, West Dunbartonshire has a higher proportion of workless households than Great Britain (13.9%). At 25.9% the level of economic inactivity is higher than the figures for Scotland (22.5%) and Great Britain (21.2%). Page 97
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4 At 4%, the proportion of working aged people in receipt of ‘out of work’ benefits are higher than Scotland (3.1%) and Great Britain (3.9%). When compared to the figure for Scotland a higher proportion of people in West Dunbartonshire (8.5%) have no qualifications. There is a comparatively lower proportion of the population in West Dunbartonshire with qualifications at all levels. While evidence of disadvantage is apparent throughout West Dunbartonshire, there are several groups of individuals who are more likely to have a negative experience. This includes those family groupings associated with child poverty and those within equalities groups. Threats The current and most immediate threats include wider, external economic issues that have led to reduced government expenditure. This reduced expenditure not only drives welfare reform and reduced welfare spending it also has an inevitable impact on the resources available to deliver local authority and health and social care services including community learning services. The cost-of-living crisis is intensifying disadvantage among those with limited incomes and comparatively fewer resources. While these factors are not unique to West Dunbartonshire, they are reinforcing the existing weaknesses and intensifying the challenges that communities and residents already face. These intensified threats include: Educational disparities that can hinder socio-economic mobility and opportunities for personal and professional growth. Gaps in educational attainment, resources, and support systems may perpetuate cycles of disadvantage and limit individuals' potential for success. Income inequality is a significant threat to socio-economic well-being in West Dunbartonshire. Further disparities in income levels could further restrict access to resources and hinder opportunities for economic advancement. Comparatively Higher levels of unemployment and underemployment has led to financial instability and economic hardship for individuals and families in West Dunbartonshire. Increasing lack of stable employment opportunities due to external threats may intensify already high levels of poverty, social exclusion, and reduced quality of life. Poverty is a pressing issue that affects socio-economic well-being in West Dunbartonshire. Individuals and families living in poverty may struggle to meet basic needs, access essential services, and participate fully in economic and social activities, leading to widening inequalities and social challenges. Health inequalities pose a threat to socio-economic well-being in West Dunbartonshire. Disparities in health outcomes, access to healthcare services, and health determinants can impact overall well-being, productivity, and quality of life for residents. Social isolation and loneliness can impact socio-economic well-being by affecting mental health, social connections, and overall quality of life. Lack of social support networks, community engagement, and meaningful relationships can intensify isolation and vulnerability. Page 98
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5 Increased crime and anti-social behaviour Growing numbers of disaffected young people, feeling disconnected and unsupported may have several knock-on effects including increasing anti-social behaviour and crime, increased substance abuse and higher levels of mental health issues. Addressing these issues requires a multi-faceted approach, including community engagement and community learning support provided by CLD practitioners working alongside partner agencies. Opportunities While West Dunbartonshire faces significant challenges and threats there are also opportunities for addressing these issues and fostering positive change. An illustration of key areas with shared CLD priorities, where there may be opportunities for mutual benefits through co-operation, partnership working, and co-production of services include: Community Empowerment (Scotland) Act 2015. Strengthening the voice of communities in the development of services that affect them. Tackling Child Poverty Delivery Plan 2022-26: Best Start: Bright Futures. Scotland’s offer to families to tackle child poverty. Levelling Up: UK Shared Prosperity replacing EU funding and committing priorities including ‘Communities and Place’, ‘Support for Local Business’, ‘People and Skills’ and ‘Multiply’ enhancing life chances. GIRFEC: Getting it right for every child: Integrated Children’s Service plan. Scottish Attainment Challenge: Pupil Attainment: Closing the Gap. The Promise: Scotland’s children and young people will grow up loved safe and respected. No One Left Behind: A new approach to employability services (Scottish Government) This is not an exhaustive list and will be developed as policies emerge and develop through the CLD Planning timeframe. Concrete examples of where opportunities may develop through co-operation within key policy areas with shared CLD priorities include: Social Inclusion and Diversity: Embracing social inclusion, diversity, and cultural exchange to foster a sense of belonging, reduce social isolation, and promote unity among residents in West Dunbartonshire. Celebrating multiculturalism, supporting marginalised groups, and promoting equitable opportunities through ESOL, family learning and community-based learning can strengthen social cohesion and inclusion. Education and Youth Development: Investing in education resources, youth development programs, detached and diversionary support services and school holiday activity for young people can address disaffection, holiday hunger and activity costs, reduce educational disparities, enhance academic achievement, and empower young people. Providing mentorship, extracurricular opportunities, youth empowerment (West Dunbartonshire Youth Council MSYP) and career guidance can foster academic success and prospects. Community Engagement and Empowerment: Encouraging community participation and empowerment can create opportunities for residents to collaborate, advocate for their needs, and drive local initiatives addressing socio-economic challenges. Building strong community networks and partnerships, such as ‘Pride in Place, Food Pantry Network and participatory budgeting can enhance social cohesion, resilience, and collective action. While our community empowerment strategy sets out our intentions in these areas, additional Page 99
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6 funding from sources such as UK Shared Prosperity Funding focussing on ‘Communities and Place’ may provide a platform for further partnership working aimed at CLD driven capacity building. Employability Skills Development/Parental Employability Skills (Child poverty): Investing in skills development, vocational training, and educational programs can empower individuals in West Dunbartonshire to enhance their employability, access new job opportunities, and pursue sustainable careers. Equipping residents with relevant skills and knowledge can help bridge educational gaps and reduce unemployment rates. Joint working within the context of the Local Employability Partnership may unlock resources from No One Left Behind (Scottish Government approach to employability) and UK Shared Prosperity. This would centre on supporting people who are furthest from the labour market to address basic skills, life skills, personal development, develop digital skills and communicate the benefits of getting (safely) on-line. Health and Well-being Programs: supporting health promotion initiatives, mental health services, and well-being programs can address health inequalities, promote preventive care, and enhance overall quality of life for residents in West Dunbartonshire. Opportunities may be available for collaborating with the Leisure Trust (Active Schools), social and healthcare providers, community organisations, and public health agencies to improve health outcomes and social well-being. Page 100
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7 5. Community Planning West Dunbartonshire (CPWD) Community planning is about how public bodies work together, and with local communities, to design and deliver better services that make a real difference to people's lives. It drives public service reform by bringing together local public services with the communities they serve and provides a focus for partnership working that target specific local circumstances. CPWD has established a set of priorities that are set around achieving a flourishing, nurtured, independent, safe and empowered community. Local outcomes are consistent with the priorities set out in the Scottish Government national performance framework. To ensure that the aspirations of the partnership are met in relation to the five strategic priorities, CPWD has identified several outcomes for each priority. Table 1: Community Planning West Dunbartonshire Priorities and Outcomes CPWD Strategic Priorities CPWD Outcomes Flourishing West Dunbartonshire - Our economy is diverse and dynamic creating opportunities for everyone - Our local communities are sustainable and attractive - Increased and better-quality learning and employment opportunities - Enhanced quality and availability of affordable housing options Independent West Dunbartonshire - Adults and older people can live independently in the community - Quality of life is improved for our older residents - Housing options are responsive to changing needs over time Nurtured West Dunbartonshire - All West Dunbartonshire children have the best start in life and are ready to succeed - Families are supported in accessing education, learning and attainment opportunities - Improved life chances for all children, young people and families Empowered West Dunbartonshire - We live in engaged and cohesive communities - Citizens are confident, resilient and responsible - Carers are supported to address their needs Safe West Dunbartonshire - Improved community justice outcomes ensure West Dunbartonshire is a safe and inclusive place to live - All partners deliver early, and effective interventions targeted at reducing the impact of domestic abuse - Residents live in positive, health promoting local environments where the impact of alcohol and drugs is addressed - Our residents are supported to improve their emotional and mental health and wellbeing Through the structure, partner input, priorities and principles CPWD partners have collectively agreed their vision. This is focussed on establishing: ‘West Dunbartonshire as a Great Place to Live, Work and Visit’. Page 101
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8 6. CLD Contribution to Community Planning Vision, Priorities and Outcomes Community Learning and Development (CLD) activities play a crucial role delivering the priority outcomes in the Local Outcome Improvement Plan in West Dunbartonshire by delivering services that support skills for learning, life, and work. By doing so, CLD services will connect with CPWD outcomes and guiding principles by: • Addressing Barriers to Opportunity: • CLD staff will work to overcome barriers faced by individuals, families, and communities. They will facilitate access to learning opportunities, employment, and community resources for young people and adults. • By providing tailored support, CLD staff will empower residents to overcome challenges related to education, employment, poverty, and social inclusion. • Improving Life Chances: • CLD interventions will focus on raising aspirations and improving life outcomes. They will equip individuals with essential skills, knowledge, and confidence. • Through lifelong learning, CLD staff will enhance personal development, employability, and overall well-being. • Promoting Active Citizenship: • CLD staff will foster a sense of community engagement and active participation. • CLD staff will encourage residents (young people and adults) to be involved and contribute to local decision-making processes. • Delivering Community-Led Approaches: • CLD initiatives are community driven. Staff will collaborate with residents, identifying their needs and aspirations. • By empowering learners and communities, CLD practitioners will create sustainable solutions aligned with people’s goals. • Supporting Local Regeneration and Environmental Sustainability: • CLD will contribute to community regeneration and environmental sustainability by revitalising neighbourhoods, promoting social cohesion, and enhancing quality of life. • Practitioners will support residents to engage in projects that improve physical spaces, social connections, and economic opportunities. • Safeguarding the Learner • CLD contributes to protecting learners’ rights to live in safety, free from abuse and neglect while respecting their right to privacy through our approach to safeguarding. • CLD practitioners will promote compliance with Human Rights requirements; rigorously apply safeguarding policies; and ensure data gathered is consistent with data processing requirements. Page 102
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9 • Developing the Workforce • CLD has a coherent set of practices defined by identifiable competences and deliver learning and support in a variety of settings. • By supporting workforce development and empowering practitioners, we will support them to manage resources and develop collaborative working in communities to provide excellent quality learning and development opportunities in a range of contexts. Page 103
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10 7. CLD in West Dunbartonshire Governance and Mission The CLD Strategic Partnership Lead Group will make the link between local priorities and action and national objectives: Improved life chances for people of all ages, through learning, personal development and active citizenship. Stronger, more resilient, supportive, influential, inclusive communities The CLD Strategic Partnership consists of the Strategic Partnership Lead Group, supported by three thematic groups: the Adult Learning Partnership, the Youth Alliance and the Community Empowerment Delivery Improvement Group. Figure 1: West Dunbartonshire CLD Partnership Structure The CLD Strategic Partnership through its lead and thematic groups brings together organisations that have: Responsibility for strategies, plans, policies with interests that relate to the aims of community learning and development, for example, Third Sector Interface/ Community Voluntary Services, College, Education Services, Careers and Employability Services, Child Poverty. A specific core function for the provision of community-based learning services, for example Adult Learning, Community Trusts, Youth work service providers, employability services. Have multiple functions, one of which is the provision of CLD services and have dedicated staff and/or resources for this task, for example Library Services, Leisure Trust. Multiple functions, staff with generic roles but have an interest in securing/delivering CLD services. For example, voluntary sector services that provide support to a particular client group across a range of issues and have a close interest in the provision of access to learning for their service users. Through its membership, the West Dunbartonshire CLD Strategic Partnership will ensure that CLD activity engages with connected policy areas for their mutual benefit, and members are aware of the developing opportunities for joint initiatives to address needs. West Dunbartonshire CLD Strategic Partnership Lead Group The CLD Strategic Partnership Lead Group priorities will be set around four themes: Community Learning and Development Strategic Partnership Lead Group Adult Learning Partnership Youth Alliance Community Development Alliance Community Planning Partnership -West Dunbartonshire Board Flourishing, Nurtured, Empowered, Safe, Independent Page 104
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11 Visibility and Awareness: improving the understanding and visibility of Community Learning and Development among potential learners, decision-makers, and budget- holders. Pathways and Progression: ensuring better measurement and mapping of learner progress and outcomes to support continuous learning and development. Creating a culture of self-evaluation and improvement, and improved use of data with the voice and experiences of learners and communities at the centre of what we do. Accessibility and Availability: improving engagement with people and communities ensuring CLD services are more accessible and available, addressing barriers like cost, digital connectivity, and awareness of opportunities. Support and Learning: Ensuring CLD staff and volunteers are well-trained and supported to deliver high-quality outcomes for learners and communities and ensure learners, communities and staff are safe (safeguarded and privacy respected). Adult Learning Partnership The Adult Learning Partnership (ALP) is a thematic group established to co-ordinate adult learning services. The ALP will identify priority issues and co-ordinate partnership activity that will help us to respond effectively to service demands, needs and opportunities and improve the life chances of adults. The Youth Alliance The Youth Alliance is focussed on addressing the challenges faced by our young people. This will be achieved by establishing youth work/learning priorities and co-ordinating services that respond to young people’s needs and aspirations. Community Empowerment Delivery Improvement Group Community development is a process where people come together to act on issues that are important to them. Community Development in West Dunbartonshire is set within the context of community empowerment1 and the Community Empowerment Delivery Improvement Group will build and sustain relationships between public services and community groups. 1 Audit Scotland (2019): Principles for Community Empowerment: https://www.audit- scotland.gov.uk/uploads/docs/report/2019/briefing_190725_community_empowerment.pdf Page 105
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12 8. CLD Priorities in West Dunbartonshire Each of the thematic groups will have specific priorities that have been developed through experience of delivery, research, consultation with key stakeholders, learning providers and learners. Adult Learning Partnership Priorities for adult learning services will focus on four themes. These themes, while modified to suit local circumstances, are consistent with the national Adult Learning Strategy. Adult Learning Strategy for Scotland 2022-2027 (www.gov.scot) The priority themes centre on promoting and expanding adult learning, supporting the adult learning journey, promoting inclusion and diversity and ensuring the workforce and volunteers have the skills to deliver good quality services. 1. Expanding Adult Learning We will engage with individuals and local communities through outreach to identify learning needs and promote available opportunities. We will do this in partnership by encouraging collaboration between organisations such as West Dunbartonshire Council, West College Scotland and organisations affiliated to West Dunbartonshire Community and Voluntary Service. Our aim is to consolidate existing learning provision and, where possible, take advantage of emerging opportunities to create and expand learning programs that meet the needs of learners. We will focus our efforts on those most in need of support. We will include the views and perspectives of learners through engagement and ongoing consultation within learning sessions, at community-based events, and by liaising with the West Dunbartonshire Learner Voice group. 2. Support the Adult Learning Journey We will support the adult learning journey by facilitating access to personalised advice, guidance and support for learners at different stages of their learning journey. We will ensure that the support includes accessible learning materials and resources that are tailored to adult learners’ needs. Priorities for adult learning services will focus on promoting personal development, health and well-being, enhancing access to vocational training and developing employability skills. The services that will form the core for adult learning for individuals and families will include: Literacy and Numeracy Skills: Improving skills in reading, writing, and numeracy which are essential for personal and professional development. Digital Literacy: Offering courses on computer basics, internet navigation, digital communication, and online safety to ensure adults are equipped for the digital age. Wellbeing: Courses to build confidence, support health and wellbeing, develop communication skills to support personal growth. Community based Adult Learning: Providing access to accredited learning and pathways to further and higher education for adults who may not previously have had the opportunity to pursue further education. Page 106
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13 Vocational Training: Offering vocational courses in trades such as construction, beauty, healthcare, or hospitality, which can lead to certification and employment opportunities. Employability Skills: Providing training and workshops on resume writing, job search strategies, interview preparation to enhance job prospects. Learner Voice: Discussing learners’ issues, raising the profile of and campaigning for adult learning. The group is involved in representing adult learners in West Dunbartonshire at a local and national level through meetings and consultations. 3. Promoting Inclusion: Access, Diversity and Inclusion Our focus will be placed on those experiencing disadvantage and exclusion and we will work with learners to identify and address barriers to participation. The specific services that will be delivered for individuals and families to promote inclusion include, for example: Language Learning Support: Offering language classes, particularly English for speakers of other languages (ESOL), but also other languages that might benefit community cohesion or personal development. Creative and Cultural Education: Encouraging participation in the arts, music, history, culture and community events to foster creative expression and appreciation of diversity. Health and Well-being: Classes on mental wellbeing, nutrition, physical activity, and stress management to promote a healthy lifestyle. 4. Staff and Volunteer Development Staff and volunteer development focusses on enhancing the skills and capabilities of staff, volunteers and new entrants to the sector. It includes tailored training and learning programmes and upskilling opportunities aimed at continuous professional development. Specific activity the Adult Learning Partnership will undertake, includes, for example: Supporting the development of, and access to, specific sector-based qualifications for staff and volunteers. Participating in, and delivering training, to improve skills and knowledge. Mentoring new staff and volunteers to build a skilled workforce. Providing practice placements for CLD students. Participating in regional and national CLD Forums. Supporting the CLD workforce to engage with the CLD Standards Council. Youth Alliance Priorities Youthwork in West Dunbartonshire aims to create a supportive, inclusive, and empowering environment for young people, enabling them to thrive and contribute positively to their communities. These priorities reflect evolving needs within the lives of young people and the broader socio- economic context, with specific emphasis placed on those young people facing disadvantage. Page 107
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14 While specific priorities will vary based on emerging trends, demands and government policies, the priority outcomes for the CLD Plan period 2024-2027 include the following: 1. Our young people are resilient: Health and Well-being Mental Health Support: Increase access to mental health services and resources. Promote mental health awareness and destigmatise seeking help. Physical Health and Active Lifestyles: Encourage participation in sports and physical activities. Provide education on healthy eating and lifestyle choices. Emotional Resilience: Develop approaches to build emotional resilience and coping strategies. Support services for dealing with stress, anxiety, and other emotional challenges. 2. Our young people’s voices are listened to: Participation and Empowerment Youth Voice and Leadership: Create platforms for young people to express their opinions and influence decisions. Promote youth leadership programs and initiatives. Civic Engagement: Encourage participation in community service and civic activities. Foster a sense of responsibility and active citizenship. Rights and Representation: Advocate for the rights of young people. Ensure young people are represented in policy-making processes. 3. Our young people are successful learners: Education and Lifelong Learning: Accessible Education: Ensure all young people have access to quality education and training opportunities. Support alternative education pathways for those who do not thrive in traditional settings. Skill Development: Focus on developing essential skills for the future, including digital literacy/safety and critical thinking. Provide pathways to vocational training and apprenticeships. Lifelong Learning: Promote the value of continuous learning and personal development. Offer programs that cater to different stages of life and career transitions. 4. Our young people have equal access to opportunities: Employment and Economic Inclusion: Youth Employability: Enhance employability skills and provide career guidance. Page 108
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15 Create job opportunities and support entrepreneurial ventures. Economic Equality: Address economic barriers that hinder youth participation in the workforce. Promote fair wages and safe working conditions. Support Vulnerable young people: Target initiatives to engage and support vulnerable young people. Provide tailored programs to re-integrate them into education or employment. 5. Our young people are valued members of the community: Social Inclusion and Equality: Inclusion and Diversity: Promote inclusivity and celebrate diversity in all youth programs. Address issues of discrimination and ensure equal opportunities for all. Support for Marginalised Groups: Provide targeted support for marginalised and vulnerable young people, including those with disabilities, from minority backgrounds, or facing socio-economic challenges. Community Integration: Foster a sense of belonging and community cohesion. Encourage intergenerational activities and mutual support. 6. Our young people are safe in physical and virtual environments: Safe and Supportive Environments: Safe Spaces: Create and maintain safe physical and virtual environments for young people. Address issues of bullying, violence, and online safety. Support Networks: Strengthen support networks for young people, including family, peer, and professional support. Provide accessible information and resources. Crisis Intervention: Develop methods for timely and effective crisis intervention. Provide support for young people in emergencies or critical situations. 7. Our young people are engaged in sustainable action: Environmental Awareness and Action: Sustainability Education: Raise awareness of environmental issues and sustainability practices. Promote eco-friendly initiatives and behaviours. Youth-Led Environmental Action: Support the development of youth-led projects aimed at environmental conservation and climate action. Encourage participation in local, regional and global environmental movements. Page 109
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16 Community Development Community Development will be delivered within the context of the Community Empowerment Strategy and Action Plan. The strategy has been developed through discussion and consultation with residents and community groups across West Dunbartonshire. The vision for community empowerment centres on collaborative working leading to improved neighbourhoods where: Communities shape and influence services. The Council and communities support and trust each other. Community ownership and pride is encouraged and supported. People are active in their communities and citizens of all ages, abilities and backgrounds contribute and work together. Individual communities are resilient, involved and live healthy and fulfilling lives. Young people are engaged and become the community leaders of the future. Individuals and communities have fair access to work, wealth, and healthy and fulfilling lives. The priorities for partnership action and anticipated outcomes from that action are to: 1. Raise awareness, knowledge and understanding of community empowerment. Outcomes Individuals, communities, Council and community planning partner staff understand what community empowerment means and how it can help individuals and communities. Council, Community Planning partners and communities are aware of the opportunities for community empowerment and the legal duties on public bodies. 2. Increase confidence for community empowerment. Outcomes Local people believe in the value of community empowerment, especially those who face the greatest barriers. People who face the greatest barriers have increased confidence from participating in community activity. Emerging priorities strike a balance between community aspirations and financial constraints. 3. Set standards for how we work and behave in the context of community empowerment. Outcomes National Standards for Community Engagement are adopted for community engagement and service delivery. The Council, Community Planning partners and community organisations have agreed ways of working together to deliver the Strategy and Action Plan. 4. Ensure clarity of roles for effective collaboration among Councillors, Council officers, community planning partners, volunteers and communities. Outcomes Page 110
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17 Everyone has a clear and agreed role. There is better joint working across organisations. 5. Develop skills for community empowerment. Outcomes Clear Understanding of the skills the Council, Community Planning partners and communities need to make community empowerment a success. Training opportunities are available locally to support community empowerment. 6. Ensuring that there are sufficient resources, facilities and support to encourage community empowerment. Outcomes Access to information, support and advice on community empowerment for local communities. Good quality, affordable and accessible spaces for community activities. 9. Unmet Need in West Dunbartonshire CLD activity will place a strong focus on early intervention, prevention and tackling inequalities. The socio/economic weaknesses apparent in West Dunbartonshire and prevalence of disadvantage suggest a high level of need for support services to address these weaknesses. Meanwhile, emerging threats such as reduced funding resources, that are not wholly unique to West Dunbartonshire, are intensifying the challenges that services, communities and residents already face. Our role will be to address existing and emerging inequality by focussing on disadvantaged and vulnerable groups and individuals of all ages. We will support them to engage in learning and bringing about change in their lives and communities that may not have occurred otherwise. CLD provision will, therefore, be targeted on communities and individuals most in need. As such, there will be areas and individuals that are not considered to be a priority where we will not target our support, leading to unmet need. Nevertheless, we will be mindful of emerging opportunities, and we will seek to ensure that, whenever appropriate, we capitalise on these opportunities to reinforce CLD service provision for all learners in West Dunbartonshire. Page 111
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18 10. CLD Partnership Action in West Dunbartonshire We have developed a set of action plans that reflect the actions and outcomes that will be achieved by our lead and thematic groups. These actions will be reviewed on an annual basis to ensure they remain relevant to the developing strengths, emerging threats in West Dunbartonshire and evolving opportunities in the community learning sector. The CLD priorities that have been set by each of the thematic partnerships are consistent with activity associated with need, CLD competences within their sector of work, and the experience and expertise of practitioners. Each of our thematic groups has established a set of actions that are consistent with these priorities. The action plans for each of the areas of community learning development are in Appendix 1. The actions will be mapped against the most appropriate community planning outcome where CLD activity can make a positive contribution. Each activity will also be linked to a national CLD learning outcome. By doing so we will connect CLD activity to West Dunbartonshire Community Planning outcomes and demonstrate how this relates to national CLD outcomes. We have provided a list of the CLD national outcomes in Appendix 2. A lead partner from the thematic groups will be allocated to each action and a timescale set for delivery. We will establish an appropriate measure of success to each action. Progress will be recorded and reported through our monitoring framework. The monitoring framework will consist of both qualitative and quantitative data. We will adopt the Community Learning and Development Managers Scotland (CLDMS) Group’s performance indicators as the basis of quantitative reporting and use these where appropriate. The CLDMS performance indicators are reproduced as Appendix 3. Qualitative data will consist of interviews and focus groups; observations and case studies; learner diaries and learner consultations. Our aim is to demonstrate the scale and extent of our work while demonstrating the impact this work is having on learners and communities. Through our monitoring framework we aim to ensure and demonstrate that learners: Feel more confident and empowered to make decisions about their community and learning pathway. Have access to resources and opportunities that match their learning goals and ambitions. Feel valued and supported by the learning community and learning practitioners. Can see clear improvements in their skills and knowledge and understand how these apply to their personal, family and community life. Page 112
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19 11. Appendices Appendix 1: CLD Action Plans CLD Strategic Partnership Lead Group Action Plan The lead group priorities are: Visibility and Awareness: improving the understanding and visibility of Community Learning and Development (CLD). Pathways and Progression: ensuring better measurement and mapping of learner progress and outcomes to support continuous learning and development. Accessibility and Availability: improving engagement with people and communities ensuring CLD services are more accessible and available. Support and Learning: Ensuring CLD staff and volunteers are well-trained and supported to deliver high-quality outcomes for learners and ensure learners and staff are safe (safeguarded and privacy respected). Table 2: CLD Partnership Lead Group Priority 1: Visibility and Awareness Action *WD Community planning outcomes Lead timescale National Priority Method/ Measure of success Establish and reinforce CLD Partnership Lead Group Ensure effective engagement in the planning and delivery of local services. W4U Year 1 Building stronger, more resilient, supportive, influential, and inclusive communities Partnership lead group terms of reference, minutes, meeting actions relevant information will be shared on CLD Partnership webpage Provide periodical progress reports for Community Planning Ensure effective engagement in the planning and delivery of local services. CLD lead Group Year 1 Building stronger, more resilient, supportive, influential, and inclusive communities Feedback on reports Stage two CLD focussed events Delivering Community-Led Approaches Working4U WDC Communities Team WDCVS Year 1 Building stronger, more resilient, supportive, influential, and inclusive communities Feedback/ learner participant consultation Page 113
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20 Action *WD Community planning outcomes Lead timescale National Priority Method/ Measure of success Compile annual progress reports Ensure effective engagement in the planning and delivery of local services. CLD lead Group Year 1 Building stronger, more resilient, supportive, influential, and inclusive communities Published reports. Feedback on reports Complete national common benchmark framework return Ensure effective engagement in the planning and delivery of local services. W4U Year 1 Building stronger, more resilient, supportive, influential, and inclusive communities Documentation submitted to Improvement Service. Participate in, and report on, national and regional CLD networking groups Ensure effective engagement in the planning and delivery of local services. Lead Group members Year 1 Building stronger, more resilient, supportive, influential, and inclusive communities Feedback on input from stakeholders. Initiatives supported Promote CLD Plan through elected members bulletin and seminar Ensure effective engagement in the planning and delivery of local services. W4U/Lead Group Year 1 Building stronger, more resilient, supportive, influential, and inclusive communities Feedback from stakeholders Establish methods for capturing, recording and reporting progress in key areas of CLD service provision collectively across providers Ensure effective community engagement in the planning and delivery of local services. Adult Learning Partnership Youth Alliance Empowered DIG Year 1 Building stronger, more resilient, supportive, influential, and inclusive communities Qualitative and quantitative reports published annually on webpage and shared with stakeholders. Page 114
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21 Table 3: CLD Partnership Lead Group Priority 2: Pathways and Progression Action *WD Community planning outcomes Lead timescale National Priority Method/ Measure of success Review thematic partnership activity and progress including data Engagement in the planning and delivery of local services Lead Group Chair of each thematic partnership: Adult Learning Partnership Youth Alliance Community Empowerment Delivery Improvement Group Year 1 Building stronger, more resilient, supportive, influential, and inclusive communities Periodical highlight reports Investigate potential funding available across CLD partnership to protect and enhance CLD services. Ensure effective engagement in the planning and delivery of local services. CLD Partnership Year 1 Building stronger, more resilient, supportive, influential, and inclusive communities Submissions to funding, successful applications to funding, sharing of funding opportunities to partners, minutes of meetings Review data to establish basis for decision making YA actions Ensure effective engagement in the planning and delivery of local services. Education / Senior Phase Leads / SDS May - Oct annually / ongoing Building stronger, more resilient, supportive, influential, and inclusive communities Consultation with schools and partners using data to determine offer and positive destinations. Table 4: CLD Partnership Lead Group Priority 3: Accessibility and Availability Action *WD Community planning outcomes Lead timescale National Priority Method/ Measure of success Complete Equality Impact Assessment of CLD Plan Promote equality and tackle inequality W4U Year 1 Stronger, more resilient, supportive, influential, inclusive communities Equality Impact Assessment Documentation Page 115
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22 Action *WD Community planning outcomes Lead timescale National Priority Method/ Measure of success Annual review of accessibility and availability of CLD services in WD with learners, communities, partners and wider strategic stakeholders to review targeted provision and identify unmet need. Ensure effective community engagement in the planning and delivery of local services. Lead Group and thematic groups Year 1 Stronger, more resilient, supportive, influential, inclusive communities Community groups, Current and potential Learner lived experience report produced Table 5: CLD Partnership Lead Group Priority 4: Support and Learning Action *WD Community planning outcomes Lead timescale National Priority Method/ Measure of success Review and co-ordinate self-evaluation action on safeguarding and privacy. Ensure effective engagement in the planning and delivery of local services. Safeguarding the Learner CLD Partnership Year 1: (ongoing) Improving life chances for people of all ages through learning, personal development, and active citizenship. Self-evaluation focussed on the impact and effectiveness of practice safeguarding and GDPR policies and practices. Review and encourage membership of CLD Standards Council. Developing the Workforce WDCVS Year 1: (ongoing) Improving life chances for people of all ages through learning, personal development, and active citizenship. Report on progress and increased membership. Page 116
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23 Adult Learning Partnership Action Plan The Adult Learning Partnership priorities are: Adult Learning Priority 1: Expanding Adult Learning. Adult Learning Priority 2: Supporting the Learner Journey. Adult Learning Priority 3: Promoting Inclusion: Access Diversity and Inclusion. Adult Learning Priority 4: Staff and Volunteer Development. Table 6:Adult Learning Priority 1: Expanding Adult Learning Action *WD Community planning outcomes Lead timescale National Adult Learning Outcome Method/ Measure of success Utilise Multiply Funding in 2024 to widen numeracy learning in WD Addressing Barriers to Opportunity Improving Life Chances ALLT/Adult Employabilit y Sept 24- March25 Adult learners apply their skills, knowledge and understanding across the four areas of life No of Multiply funded courses/learning opportunities offered. No of learners accessing courses No of Learners reporting an increase in confidence in their numeracy skills ESOL partnership -work with Resettlement team and WCS to respond to the demand for English learning in the community and social integration within communities Addressing Barriers to Opportunity Improving Life Chances ALLT and ESOL network Year 1 Adult learners are equipped to meet the key challenges and transitions in their lives No of ESOL courses/learning opportunities offered. No of ESOL learners participating in learning No of learners reporting an increase in confidence in their English skills Align ALP outcomes within the Libraries Strategy with a focus on digital literacies by increasing skills, confidence and access Addressing Barriers to Opportunity Improving Life Chances Libraries Year 1 Adult learners apply their skills, knowledge and understanding across the four areas of life Learners report an increased inclusion in digital life. Learners have increased digital skills Page 117
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24 Action *WD Community planning outcomes Lead timescale National Adult Learning Outcome Method/ Measure of success Investigate models for supporting learners to engage with other learners in the communities/across groups. Addressing Barriers to Opportunity Improving Life Chances ALLT Year 1 Adults develop positive networks and social connections Learners feel less socially isolated. Learners have increased awareness of adult learning opportunities available locally. Investigate funding avenues to protect Adult Learning in West Dunbartonshire Improving Life Chances ALP ongoing Adult learners apply their skills, knowledge and understanding across the four areas of life Funding submissions and successful bids Table 7: Adult Learning Priority 2: Supporting the Learner Journey Action *WD Community planning outcomes Lead timescale National Adult Learning Outcome Method/ Measure of success ALP members analyse and review the partnership courses to ensure Learners’ needs are identified and met. Improving Life Chances WCS and ALLT Sept 24- Aug 27 Adult learners apply their skills, knowledge and understanding across the four areas of life Evaluations with learners and partners evidence positive outcomes Strengthen links to Adult Employability and other skills agencies for access to training and support for Adult Learners Addressing Barriers to Opportunity Improving Life Chances ALLT, SDS and Adult Employabili ty Sept 24-March25 Adult learners are equipped to meet the key challenges and transitions in their lives Learners report an increased confidence in their employability skills. No of learners accessing other skills and development opportunities locally. Share information on Adult Learning including raising Addressing Barriers to Opportunity ALP ongoing Adult learners express their voices, co-design their learning and Awareness of Adult Learning opportunities and outcomes among stakeholders is increased. No of social media posts Page 118
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25 Action *WD Community planning outcomes Lead timescale National Adult Learning Outcome Method/ Measure of success awareness of positive outcomes locally and nationally. influence local and national policy Share Adult Learning data and information within Adult Learning Partnership to ensure vulnerable learners are accessing provision. Addressing Barriers to Opportunity ALP Annual review in line with the academic year Adult learners participate equally, inclusively and effectively Improved awareness of targeted provision Gaps in service/reach identified Deliver an annual Learner Celebration event Addressing Barriers to Opportunity Improving Life Chances ALLT Nov 24 Adults develop positive networks and social connections Learner Celebration event delivered. No of learners attending events Learning pathways are improved Table 8: Adult Learning Priority 3: Promoting Inclusion: Access Diversity and Inclusion Action *WD Community planning outcomes Lead timescale National Adult Learning Outcome Method/ Measure of success ALP will listen to and support individuals and groups to influence positive change Improving Life Chances ALLT ongoing Adult learners express their voices, co-design their learning and influence local and national policy Learners report an improved ability to influence change. Learners report increased ability to have a say in things that matter to them. No of learner consultation events held. No of What’s Changed for you evaluations completed. Learner Voice activities Adult Learning Partnership members continue to represent West Dunbartonshire on local Improving Life Chances ALP ongoing Adult learners express their voices, co-design their learning and ALP members represent WDC at local, regional and national partnerships including Page 119
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26 Action *WD Community planning outcomes Lead timescale National Adult Learning Outcome Method/ Measure of success and national strategic bodies and share information. influence local and national policy representation from Learner Voice on the national Learners Forum Ensure representation from Learner Voice Group is included in Adult Learning Partnership. Investigate including an ESOL learner(s) in ALP to widen representation Addressing Barriers to Opportunity ALLT ongoing Adult learners participate equally, inclusively and effectively Learner Voice representative attends ALP ESOL learners are consulted with about joining ALP Table 9: Adult Learning Priority 4: Staff and Volunteer Development Action *WD Community planning outcomes Lead timescale National Adult Learning Outcome Method/ Measure of success Professional learning and Development for CLD volunteers and staff Developing the Workforce ALLT Sept 24-Aug 27 Adults are confident resilient and optimistic for the future Practitioners achieve CLD Standards Council values and competencies. No of practitioners actively engaging with professional learning and qualifications No of practitioners engaged in peer support networks/regional meetings. No of CPD sessions offered across ALP members. No of volunteers recruited, trained and supporting adult learning in communities. Page 120
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27 The Youth Alliance Action Plan The Youth Alliance priorities are: WD Youth Work Priority 1: Our young people are resilient: Health and Well-being. WD Youth work Priority 2: Our young people’s voices are listened to: Participation and Empowerment. WD Youth work Priority 3: Our young people are successful learners: Education and Lifelong Learning. WD Youth work Priority 4: Our young people have equal access to opportunities: Employment and Economic Inclusion. WD Youth work Priority 5: Our young people are valued members of the community: Social Inclusion and Equality. WD Youth work Priority 6: Our young people are safe in physical and virtual environments: Safe and Supportive Environment. WD Youth work Priority 7: Our young people are engaged in sustainable action: Environmental Awareness and Action. Table 10: Youth Alliance Priority 1: Young People are Resilient Action *WD Community planning outcomes Lead timescale National Youth work Outcome Method/ Measure of success Holiday Breakfast/ Lunch club (Easter, Summer & October) Improving Life Chances Haldane Youth Services April, July, August and October annually Outcome 1: Young people build their health and wellbeing. Observation/ Consultation/ case studies with participants and families Education Senior Phase 1-2-1 Transition support Improving Life Chances Senior Phase / DYW Aug – July annually / ongoing Outcome 1: Young people build their health and wellbeing. Outcome 2: Young People develop and manage relationships effectively Positive engagement and outcomes. SLDR outcomes. Widening opportunities for participation in sport and Improving Life Chances Active Schools & Sports Ongoing Outcome 1: Young people build their health and wellbeing Gather participation data Page 121
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28 Action *WD Community planning outcomes Lead timescale National Youth work Outcome Method/ Measure of success physical activities in schools and the community. Development (WDLT) Contribute to Implementation of Distress Brief Intervention Service (DBI) as a frontline provider Addressing Barriers to opportunity Improving Life chances Safeguarding the learner HSCP Community Supports working group (Subgroup of Nurtured DIG) March 2025 Outcome 1: Young people build their health and wellbeing. Outcome 2: Young people develop and manage relationships effectively. Outcome 3: Young people create and apply their learning and describe their skills and achievements. Outcome 4: Young people participate safely and effectively in groups and teams Number of Referrals to DBI service Change in Distress Level pre and post intervention. Confidence to Manage distress and future distress Communities Team – Summer Sessions Holiday Programme Improving Life Chances WDC Communities July-Aug annually Outcome 1: Young people build their health and wellbeing Pre and post evaluations Page 122
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29 Table 11: Youth Alliance Priority 2: Young People’s Voices are Listened to Action *WD Community planning outcomes Lead timescale National Youth work Outcome Method/ Measure of success UR-TURN youth project Promoting Active Citizenship Haldane Youth Services 52 weeks per year Outcome 6: Young people grow as active citizens, expressing their voice and enabling change Observation/ Consultation/ case studies /stats School Sports council’s/Committee’s Promoting Active Citizenship: Active Schools (WDLT) & Education August – June Annually Outcome 6: Young people grow as active citizens, expressing their voice and enabling change. Case studies/evaluation with participants. Fit for Girls Programme Promoting Active Citizenship: Active Schools (WDLT) & Education August – June Annually Outcome 6: Young people grow as active citizens, expressing their voice and enabling change Case studies/evaluation with participants. Young Ambassador’s Programme Promoting Active Citizenship: Active Schools (WDLT) & Education August – June Annually Outcome 6: Young people grow as active citizens, expressing their voice and enabling change Case studies/evaluation with participants. West Dunbartonshire Youth Council Promoting Active Citizenship WDC Communities Team August – June annually Outcome 6: Young people grow as active citizens, expressing their voice and enabling change Consultations/case studies/pre and post evaluation Members of Scottish Youth Parliament Promoting Active Citizenship WDC Communities Team 2 yearly term 2023-25 Outcome 6: Young people grow as active citizens, expressing their voice and enabling change Consultations/case studies/pre and post evaluation Page 123
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30 Table 12: Youth Alliance Priority 3: Young People are Successful Learners Action *WD Community planning outcomes Lead timescale National Youth work Outcome Method/ Measure of success Young Volunteer Scheme Improving Life Chances Promoting Active Citizenship Haldane Youth Services Ongoing Outcome 3: Young people create and apply their learning and describe their skills and achievements Observation/ Consultation/ case studies /stats Senior Phase Partnership Programme Improving Life Chances Education / Senior Phase / FE + HE providers Aug – June Outcome7: Young people broaden their perspectives through new experiences and thinking Evaluation. Successful completion of course. Increased attainment. Engaging Learning Pathway Improving Life Chances Education / DYW School Coordinators Aug – July Outcome7: Young people broaden their perspectives through new experiences and thinking Evaluation / Feedback / Positive Progression / Re-engagement in learning Modern Apprenticeship Programme (development) Improving Life Chances: Active Schools (WDLT) & W4U January 2025 – June 2026 Outcome 3: Young people create and apply their learning and describe their skills and achievements Case studies/evaluation. West College Scotland/University Placements Improving Life Chances: Active Schools (WDLT) & WCS August – June Annually Outcome 3: Young people create and apply their learning and describe their skills and achievements Case studies/evaluation Page 124
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31 Action *WD Community planning outcomes Lead timescale National Youth work Outcome Method/ Measure of success Sports Leaders and Coaching Academy programmes. Improving Life Chances: Active Schools (WDLT) and Education August – June Annually Outcome 3: Young people create and apply their learning and describe their skills and achievements Case studies/evaluation WDC Communities Team – VOLA Safe Hub Addressing Barriers to Opportunities WDC Communities Team – Partners Education Academic Year – Aug to June Outcome 3: Young people create and apply their learning and describe their skills and achievements Case Studies/evaluations/nationally recognised awards gained WDC Communities Team – Out of School Hours Learning Addressing Barriers to Opportunities WDC Communities Team – Partners Education Academic Year – Aug to June Outcome 3: Young people create and apply their learning and describe their skills and achievements Case Studies/evaluations/nationally recognised awards gained W4U Apprenticeship Programmes – Foundation and Modern Addressing Barriers to Opportunity Improving Life Chances W4U Partners - Education SDS/ Training providers 9 months – 4 years Outcome 3: Young people create and apply their learning and describe their skills and achievements Case studies on completion/ evaluation Volunteer Skills Programme Addressing barriers to opportunity Improving Life Chances W4U Partners - employers 9 weeks (3 groups per year) Outcome 3: Young people create and apply their learning and describe their skills and achievements Case studies/ evaluation Page 125
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32 Action *WD Community planning outcomes Lead timescale National Youth work Outcome Method/ Measure of success W4U training team accredited vocational courses Addressing barriers to opportunity Improving Life Chances W4U Courses delivered across the course of the year Outcome 3: Young people create and apply their learning and describe their skills and achievements Course success rate Case studies Evaluation W4U/Education Winter Leaver Programme Addressing barriers to opportunity Improving Life Chances W4U/ Education/ Morrison Construction Sept – Dec 24 Outcome 3: Young people create and apply their learning and describe their skills and achievements Course completion rate Case studies Evaluation Table 13:Youth Alliance Priority 4: Young People have Equal Access to Opportunities Action *WD Community planning outcomes Lead timescale National Youth work Outcome Method/ Measure of success Hop, Skip & Jump project Improving Life Chances Haldane Youth Services 48 weeks per year Outcome 7: Young people broaden their perspectives through new experiences and thinking Observation/ Consultation/ case studies /stats Page 126
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33 Action *WD Community planning outcomes Lead timescale National Youth work Outcome Method/ Measure of success Work Experience Placements Addressing Barriers to Opportunity Improving Life Chances Education / DYW School Coordinators / Employer Partners Aug – Jun Academic year Outcome 3: Young people create and apply their learning and describe their skills and achievements Evaluation / Case Studies / Participant feedback + consultation INSPIRE Programme Addressing Barriers to Opportunity Improving Life Chances Education / DYW School Coordinators / SDS / FE Providers Aug – July Outcome 7: Young people broaden their perspectives through new experiences and thinking Evaluation / Feedback / Positive Progression Extra-curricular School programme – all free at point of access. Addressing Barriers to Opportunity Improving Life Chances Active Schools (WDLT) August – June Annually Outcome 1: Young people build their health and wellbeing Gather participation data Young Carers Access to Leisure project. Addressing Barriers to Opportunity WDLT & Y-Sort It Ongoing Outcome 1: Young people build their health and wellbeing. Gather participation data EDI focus to identify and reduce barriers to participation. Addressing Barriers to Opportunity Active Schools (WDLT) Ongoing Outcome 1: Young people build their health and wellbeing Case studies evaluation. Gather participation data Page 127
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34 Action *WD Community planning outcomes Lead timescale National Youth work Outcome Method/ Measure of success Thrive - personal development programme Addressing barriers to opportunity Improving Life Chances W4U/Partners – SDS/Education/A westruck Academy/ 12 weeks (3 groups per year) Outcome4: Young people participate safely and effectively in groups and teams Case studies / evaluation Ready2Thrive – personal development programme Addressing barriers to opportunity Improving Life Chances W4U /Partners – social work, SDS, Education 12 weeks (3 groups per year) Outcome 4: Young people participate safely and effectively in groups and teams Case studies / evaluation Table 14: Youth Alliance Priority 5: Young People are Valued Members of the Community Action *WD Community planning outcomes Lead timescale National Youth work Outcome Method/ Measure of success Haldane Youth Services community litter pick Promoting Active Citizenship Haldane Youth Services 2 x per year Outcome 6: Young people grow as active citizens, expressing their voice and enabling change Case Studies/pre and post evaluations Page 128
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35 Action *WD Community planning outcomes Lead timescale National Youth work Outcome Method/ Measure of success Get Up and Go Youth Club – ASN Provision Addressing Barriers to Opportunities WDC Communities Aug - June Outcome 7: Young people broaden their perspectives through new experiences and thinking Case Studies/pre and post evaluations Saltire Ambassadors Panel Promoting Active Citizenship WDCVS June 2024 - Ongoing Outcome 4: Young people participate safely and effectively in groups and teams. Outcome 6: Young people grow as active citizens, expressing their voice and enabling change Panel consultations and case studies. Saltire and CoVA accreditations. Youth Volunteer Scheme (YVS) Dumbarton Promoting Active Citizenship Scottish Fire & Rescue Service (Local Prevention& Protection Team) and volunteer leaders. On going. YVS meet on a weekly basis througho ut the year. Outcome 4: Young people participate safely and effectively in groups and teams. Outcome 6: Young people grow as active citizens, expressing their voice and enabling change Continual review of participants’ progress against development pathways. WD Sports Youth Group Promoting Active Citizenship Sports Development (WDLT) Ongoing Outcome 6: Young people grow as active citizens, expressing their voice and enabling change. Case studies / evaluation. Continued Youth Engagement Officer sessions Promoting Active Citizenship Police Scotland August to June Outcome 5: Young people consider risk, make reasoned decisions and take control Numbers of youths engaging and covering various topics Page 129
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36 Table 15: Youth Alliance Priority 6: Young People are Safe Action *WD Community planning outcomes Lead timescale National Youth work Outcome Method/ Measure of success Mini Hopper Projects Improving Life Chances Haldane Youth Services 48 weeks per year Outcome 2: Young people develop and manage relationships effectively Observation/ Consultation/ case studies /stats Lived experience talks to secondary pupils Safeguarding the Learner Police Scotland August to June Outcome 5: Young people consider risk, make reasoned decisions and take control Numbers exposed to the inputs, feedback from pupils and staff. Fire Safety Support & Education (FSSE) Promoting Active Citizenship Safeguarding the Learner Scottish Fire & Rescue Service (Local Prevention& Protection Team) Ongoing Outcome 5: Young people consider risk, make reasoned decisions and take control SFRS personnel will monitor reaction to FSSE through communication with schools, parent/guardian and report to SFRS Liaison Officers. Experiential Learning – Community Safety Programme Improving Life Chances WDC Communities Team – Partners such as Police Scotland, Fire and Rescue April annually Outcome 5: Young people consider risk, make reasoned decisions and take control Evaluations Page 130
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37 Action *WD Community planning outcomes Lead timescale National Youth work Outcome Method/ Measure of success SFRS Fire Skills Course Promoting Active Citizenship Safeguarding the Learner Scottish Fire & Rescue Service Ongoing Outcome 4: Young people participate safely and effectively in groups and teams. Outcome 5: Young people consider risk, make reasoned decisions and take control Evaluations Game On Diversionary project Improving Life Chances Delivering Community Led Approaches Sports Development (WDLT) & W4U Communities Team August – June Outcome 1: Young people build their health and wellbeing. Outcome 2: Young people develop and manage relationships effectively. Outcome 4: Young people participate safely and effectively in groups and teams. Gather participation data and evaluation. Continue delivery of Planet Youth in Scotland Programme Addressing Barriers to opportunity Improving Life Chances Promoting Active Citizenship Delivering Community Planet Youth Coalition, Community supports Working group (subgroup of Nurtured DIG) ADP and HSCP Programme Lead 2024/25 Outcome 1: Young people build their health and wellbeing. Outcome 2: Young people develop and manage relationships effectively. Outcome 3: Young people create and apply their learning and describe their skills and achievements. Outcome 4: Young people participate safely and effectively in groups and teams. Outcome 5: Young people consider risk, make reasoned decisions and take control. TBA Page 131
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38 Action *WD Community planning outcomes Lead timescale National Youth work Outcome Method/ Measure of success Led Approaches Safeguarding the Learner Developing the Workforce Outcome 6: Young people grow as active citizens, expressing their voice and enabling change. Outcome 7: Young people broaden their perspectives through new experiences and thinking. Table 16: Youth Alliance Priority 7: Young People are Engaged in Environmental Action Action *WD Community planning outcomes Lead timescale National Youth work Outcome Method/ Measure of success Haldane Youth Services Eco Group Supporting Local regeneration and Environmental Sustainability Haldane Youth Services 26 weeks per year Outcome 4: Young people participate safely and effectively in groups and teams. Outcome 6: Young people grow as active citizens, expressing their voice and enabling change Observation/ Consultation/ case studies /stats My Climate Path Supporting Local regeneration and Environmental Sustainability DYW West / Senior Phase Academic year / Ongoing Outcome 6: Young people grow as active citizens, expressing their voice and enabling change Case studies on completion/ evaluation Page 132
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39 Community Empowerment Delivery Improvement Group Action Plan The Community Empowerment Delivery Improvement Group Priorities are: Priority 1: Raise awareness, knowledge and understanding of community empowerment. Priority 2: Increase confidence for community empowerment. Priority 3: Set standards for how we work and behave in the context of community empowerment. Priority 4: Ensure clarity of roles for effective collaboration among Councillors, Council officers, community planning partners, volunteers and communities. Priority 5: Develop skills for community empowerment. Priority 6: Ensuring that there are sufficient resources, facilities and support to encourage community empowerment. Table 17: Community Priority 1: Increase Understanding of Community Empowerment Action *WD Community planning outcomes Lead timescale National Community Development Outcome Method/ Measure of success Refresh Community Empowerment Communications Plan and implement findings of Communications Plan Consultation Promoting Active Citizenship Delivering Community Led approaches WD Communities Team YR1 Communities are confident resilient and optimistic for the future. Communities manage links within communities and to other communities and networks. Information sessions / consultation and findings report. Hold Community Empowerment Drop ins and Surgeries in Communities Promoting Active Citizenship Delivering Community Led approaches WD Communities Team YR 1 Communities are confident resilient and optimistic for the future. Communities manage links within communities and to other communities and networks. Tracking of enquiries/ conversations. Community case studies. Review and implement improvements to raise awareness of the Promoting Active Citizenship WD Communities Team YR 1 Communities are confident resilient and optimistic for the future. Events hosted by CPWD and engaging local groups in active participation. Page 133
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40 Action *WD Community planning outcomes Lead timescale National Community Development Outcome Method/ Measure of success community empowerment strategy/agenda Delivering Community Led approaches Communities manage links within communities and to other communities and networks. Accessible information finalised and uploaded to website. Continue to promote the use of the Place Standard in communities across WD Delivering Community Led approaches WDC Planning WD Communities Team YR 1 Communities are confident resilient and optimistic for the future. Community members identify their capacities, learning and skills, enhance them and apply them to their own issues and needs Qualitative data on approaches being taken across WD. (e.g. 20-minute neighbourhood, Shaping Places for Wellbeing) Table 18: Community Priority 2: Increase Confidence for Community Empowerment Action *WD Community planning outcomes Lead timescale National Community Development Outcome Method/ Measure of success Continue to support communities with Locality Planning. Promoting Active Citizenship Delivering Community Led approaches. WD Communities WD Community Council Forum YR 1 Communities are confident resilient and optimistic for the future. Community members identify their capacities, learning and skills, enhance them and apply them to their own issues and needs. Number of opportunities created for communities to engage with community and locality planning. Develop and deliver future phases of Participatory Budgeting and Mainstreaming. Promoting Active Citizenship Delivering Community Led approaches WD Communities YR 1 Community members perspectives are broadened through new and diverse experiences and connections. PB phases and value delivered, evaluation of phase. Scottish Government Report on Contribution to 1% Community Choices target. Page 134
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41 Table 19: Community Priority 3: Set Standards for how we Work and Behave Action *WD Community planning outcomes Lead timescale National Community Development Outcome Method/ Measure of success Awareness and training on the National Standards for Community Engagement for the Council, Community Planning partners and communities. Promoting Active Citizenship WD Communities WDCVS YR 1 Community members identify their capacities, learning and skills, enhance them and apply them to their own issues and needs. Increase in number of registrations to CLD Standards Council. National Standards for Community Engagement are adopted for Community engagement and service delivery Table 20: Community Priority 4: Ensure Clarity of Roles for Effective Collaboration Action *WD Community planning outcomes Lead timescale National Community Development Outcome Method/ Measure of success Ensure clarity of roles and effective collaboration amongst Councillors, Council Officers, CPP partners, volunteers and Communities. Promoting Active Citizenship WD Communities YR 1 Communities manage links within communities and to other communities and networks. Clear online information about everyone’s roles. Accessible information finalised and uploaded to website. Page 135
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42 Table 21: Community Priority 5: Develop Skills for Community Empowerment Action *WD Community planning outcomes Lead timescale National Community Development Outcome Method/ Measure of success Offer capacity building and development support to emerging and established community groups/ organisations. Promoting Active Citizenship Delivering Community Led approaches WD Communities Yr1 Community members identify their capacities, learning and skills, enhance them and apply them to their own issues and needs. No of development opportunities offered. No of people/ groups engaged in Community activity. Table 22: Community Priority 6: Ensure Sufficient Resources, Facilities and Support Action *WD Community planning outcomes Lead timescale National Community Development Outcome Method/ Measure of success Access to information, support and advice on Community empowerment for local communities. Promoting Active Citizenship Supporting Local Regeneration and Environmental Sustainability WD Assets WD Communities YR1 Communities manage links within communities and to other communities and networks. Published clear policy and guidance on Asset Transfer Participation Requests Asset Register Common Good Register and other aspects of community empowerment legislation. Ensuring good quality, affordable and accessible spaces for community activities. Promoting Active Citizenship Delivering Community Led approaches. Supporting Local Regeneration and WD Communities WD Greenspace WD Leisure Trust YR1 Community members identify their capacities, learning and skills, enhance them and apply them to their own issues and needs. Continuation of investment in Participatory Budgeting, co-producing improvements with local communities. No of community spaces supported through PB process. Page 136
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43 Action *WD Community planning outcomes Lead timescale National Community Development Outcome Method/ Measure of success Environmental Sustainability Communities manage links within communities and to other communities and networks. Page 137
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44 Monitoring and Reporting Progress The progress on the priorities in the Community Learning and Development Plan for West Dunbartonshire will be measured and reported through several methods. We will use both qualitative and quantitative approaches to data gathering to generate comprehensive insights into the effectiveness of service delivery and its impact. Qualitative Methods Qualitative methods for reporting progress against a community learning and development plan will involve capturing and analysing data that focuses on the quality and nature of the progress made. This will include, for example: 1. Interviews and Focus Groups: Conducting interviews with learners and community members, as well as organising focus groups to gather in-depth insights into their experiences and perceptions of the impact of learning and development support. 2. Case Studies: developing specific examples of learner experience to understand and demonstrate the effectiveness of the learning and development plan in real-life situations. 3. Surveys with Open-Ended Questions: conduct surveys with qualitative open-ended questions to gather detailed feedback and opinions on the impact of learning and development support. 4. Participant Diaries or Journals: Encouraging participants to maintain diaries or journals to record their thoughts, reflections, and progress throughout the implementation of the plan. 5. Visual Media: Utilising photographs, videos, and other visual media to document and communicate the progress visually. 6. Stakeholder Feedback and Consultations: Seeking feedback from learners through consultations and feedback sessions to understand their perspectives on the progress. Quantitative Methods 1. Surveys with Closed-Ended Questions: Administering surveys with structured closed- ended questions to collect quantitative data on key metrics, such as satisfaction levels, knowledge gain, skill development. 2. Community Learning and Development Managers Scotland Performance Indicators: using specific performance indicators to measure progress and outcomes against predefined targets and benchmarks. 3. Quantitative Data Collection: using service user information management systems (for example Advice Pro) to collect standardised learner data for analysis and comparison. Including participant attendance and engagement tracking. Monitoring and analysing participant attendance rates, engagement levels, and participation trends to evaluate the reach and impact of the plan. 4. Financial Analysis: Conducting financial analysis to assess the budget allocation, expenditure and cost-effectiveness of the activities implemented under the learning and development plan. 5. Data Dashboarding: Developing data dashboards and visualisations to present quantitative progress indicators in a clear and accessible format for stakeholders and decision-makers. Page 138
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45 The blend of qualitative and quantitative data will be determined by partners and will be gathered in a proportionate way that reflects the activity being delivered and the capacity for gathering and storing information and reporting outcomes. The data gathered will be used to inform planning, decision making about resource allocation and reporting to stakeholders. Annual Action Plans: Each thematic group will develop an annual action plan to progress activities across their priorities. Quarterly Reporting: the thematic groups will report progress on their priorities quarterly to the Community Learning and Development Strategic partnership lead group. Periodical Reporting: The thematic groups will provide updated reports for the relevant CPWD Delivery Improvement Groups where this is required as part of the DIG reporting process. Annual Reporting: the Community Learning and Development Strategic Partnership Lead Group will produce an annual summary report on the plan progress for the CPWD Board, learners and stakeholders. The lead group will also be responsible for compiling the annual response for the local government benchmark common framework. Quality Standards: the Community Learning and Development Strategic Partnership Lead Group will co-ordinate data and evidence of progress for presentation at HMIE Inspection visits. By combining qualitative and quantitative methods for reporting progress on the community learning and development plan, we will generate comprehensive insights that reflect on the extent (answering how many learners and their achievements) and the impact (demonstrating, what’s changed in their lives) of CLD activity in West Dunbartonshire. Page 139
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46 Appendix 2: The CLD National Outcomes CLD has identified two overarching national outcomes. These are: Improved life chances for people of all ages, through learning, personal development and active citizenship. Stronger, more resilient, supportive, influential, inclusive communities Each of the specialist areas of CLD has their own specific outcomes that relate to their activity. Table 23: CLD national outcomes Youth Work Adult Learning Community Development Outcome 1: Young people build their health and wellbeing Adults are confident resilient and optimistic for the future Communities are confident resilient and optimistic for the future Outcome 2: Young people develop and manage relationships effectively Adults develop positive networks and social connections Communities manage links within communities and to other communities and networks Outcome 3: Young people create and apply their learning and describe their skills and achievements Adult learners apply their skills, knowledge and understanding across the four areas of life community members identify their capacities, learning and skills, enhance them and apply them to their own issues and needs Outcome 4: Young people participate safely and effectively in groups and teams Adult learners participate equally, inclusively and effectively Community members form and participate equally, inclusively and effectively in accountable groups Outcome 5: Young people consider risk, make reasoned decisions and take control Adult learners are equipped to meet the key challenges and transitions in their lives Communities consider risks, make reasoned decisions and take control of agendas Outcome 6: Young people grow as active citizens, expressing their voice and enabling change Adult learners express their voices, co-design their learning and influence local and national policy Communities express their voice and demonstrate commitment to social justice and action to achieve it Outcome 7: Young people broaden their perspectives through new experiences and thinking Adult learners critically reflect on their experiences and make positive changes for themselves and their families Community members’ perspectives are broadened through new and divers experiences and connections. Page 140
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47 Appendix 3: CLD Managers Scotland Performance Indicators 1 Number of adults engaged in CLD activity 2 Number of adults receiving completed nationally recognised awards through CLD activity (SCQF levelled and awards such as Adult Achievement Award including sectional certificates) 3 Number of adults gaining wider achievement awards, local awards and those not nationally recognised, through CLD activity (e.g., Health Issues in the Community & Keystone Award) 4 Number of adults engaged in family learning through CLD activity 5 Number of children/young people engaged in family learning through CLD activity 6a Number of children engaged in CLD activity (aged 5-9) 6b Number of young people engaged in CLD activity (aged 10-18) 7a Number of children receiving completed nationally recognised awards through CLD activity 7b Number of young people receiving completed nationally recognised awards through CLD activity 7c Number of young people receiving sectional certificates towards above Awards (sectional certificates only to be included if full award not completed) 8 Number of young people gaining wider achievement awards, local awards and those not nationally recognised, through CLD activity 9 Number of adults with improved mental health and wellbeing outcomes through CLD activity 10 Number of children and young people with improved mental health and wellbeing outcomes through CLD activity 11 Number of community groups receiving capacity building support through CLD activity 12 Number of adults and young people taking part in influence and engagement activity through CLD – (including community planning / participatory budgeting / local and national consultations / co-production and influencing service design). 13 Number of adults and young people reached and engaged with through one-off promotional events / drop-ins / community events / engagements / etc. Page 141
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48 Appendix 4: 7-minute briefing Figure 2: CLD Briefing 7-minute read Page 142
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49 Appendix 5: West Dunbartonshire Summary Plan (1 page Plan) Figure 3: West Dunbartonshire CLD 1 Page Plan West Dunbartonshire Community Planning Partnership (WDCPP) Vision: A Great Place to Live, Work and Visit. Flourishing, Independent, Nurtured, Empowered and Safe West Dunbartonshire Community Learning and Development Partnership will ensure CLD Services in West Dunbartonshire contribute to the WDCPP vision by improving life chances for people of all ages, through learning, personal development and active citizenship. The partnership will also support stronger, more resilient, influential and inclusive communities. Our approach will focus on early intervention to promote equality and ensure learners and communities contribute to the planning and delivery of services. We will do this within partnership service delivery groups that focus on the components of Community Learning and Development to ensure high quality learning services that focus on empowerment, skill development and appropriate resources are available… Community Empowerment Co-ordinating the priorities and delivery of community engagement that contributes to skills, for life and learning. Focus on • community empowerment and development • Community engagement and representation • Setting standards and Volunteer development Youth Alliance Co-ordinating the priorities and delivery of community-based youth learning that contributes to skills, for life, learning and work. Focus on: • Health and wellbeing. Participation and empowerment. Successful learning • Youth Inclusions and Representation. • Youth Safety and Employability. Adult Learning Partnership Co-ordinating the priorities and delivery of a community-based adult learning that contributes to skills, for life, learning and work. Focus on: • Expanding learning. • Supporting the adult learning journey. • Access, Diversity and Inclusio.n • Staff and volunteer development. We will know we are successful with our approach when learners and community members can say they: I feel more confident and empowered to make decisions about my community and learning pathway. I have access to resources and opportunities that match my learning goals and ambitions. I feel valued and supported by the learning community and learning staff. I can see clear improvements in my skills and knowledge and I understand how these apply to my personal, family and community life. We will demonstrate progress and success by… Producing Periodical Reports: • Quarterly Reporting • Annual Reporting Gathering and Recording Key Progress data. CLD Managers Scotland Indicators, for example… • Number participating in Learning Activities • Number from specific target groups • Number securing recognised qualifications • Number of groups receiving community capacity building Gathering and Compiling Learner Testimony. • Self-assessment • Consultation • Case Studies Page 143
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Management Board Meeting Development and Improvement Groups (DIGs): Highlights and Issues Report FOR INFORMATION ONLY X FOR DECISION Name of DIG Flourishing Delivery and Improvement Group (DIG). Date of report November 2024 Name and email of lead contact Peter Barry 1 Highlights of activity and progress since last meeting Regeneration Dumbarton Levelling Up Programme • Glencairn House works underway • Connecting Dumbarton complete • Planning Permission in Principle application submitted for the Artizan Redevelopment Masterplan. • Planning application for Phase 1 works will be considered by November Planning committee • Phase 1 works principal contractor will be appointed in November, works are scheduled to start on site in January 2025. • Demolition of units to rear underway, all demolition works are planned to finish by Christmas Town Centre • Shared Prosperity Funded shopfront improvement grants scheme has now closed for new applications. 5 businesses in Dumbarton took advantage of the Shared Prosperity Funded shopfront improvement grants, with a few more being progressed by the business owners. ITEM 10 Page 145
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Alexandria • Restoration of Smollett Fountain complete inclusive of the feature lighting. • Ballot on Business Improvement District, initiated by Alexandria Traders, is scheduled for 14th November • Shared Prosperity Funded shopfront improvement grants scheme has now closed for new applications. 20 businesses in Alexandria took advantage of the Shared Prosperity Funded shopfront improvement grants. • RIBA Stage 3 designs for Alexander Street have been completed, Stage 4 will be completed following further discussions with internal stakeholders. • Design team to develop and deliver Mitchell Way public realm improvements will be formally appointed in November; community engagement will take place in early 2025. Clydebank Queens Quay District Heating Network • Legal and commercial discussions regarding the Golden Jubilee Hospital connection ongoing Town Centre • Planning application for the Clydebank Canal-side Activities was approved in September. • Town Board established for UK Government Long Term Plan for Towns, with Liz Connolly appointed as Chair; continued to meet in the summer to develop the Long term plan • Public consultations were held in the Clydebank Shopping Centre at the end of July • Long -term Plan and 3 year Investment Plan was completed and approved by the Town Board. It was submitted to UK Gov in October 2025. • Shared Prosperity Funded shopfront improvement grants scheme has now closed for new applications. 2 businesses in Clydebank took advantage of the Shared Prosperity Funded shopfront improvement grants so far. Exxon • Updated costs from contractor received in October. Costs have increased for inflation reasons because the remediation of the site by Esso took longer than anticipated. There were also costs increases related to traffic management and utilities. • With the scope for providing readily developable platforms reduced, the main infrastructure project is affordable with an increased capital contribution from Council of £0.8m. The main road and through route will still be delivered, subject to Council approval on 30 October. • Project Board has recommended that the marketing of the site should commence as soon as possible. Page 146
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Scottish Marine Technology Park • A positive site meeting with the Deputy First Minister, the Council Leader and Chief Executive, senior staff at Scottish Enterprise and the Malin Group was held in October to explore ways that the funding gap for SMTP could be closed. Follow-up meetings will be held with Scottish Enterprise. • It is expected that key decisions about the continuation of UK Government including Investment Zones will be communicated on or around the Autumn Budget Statement at the end of October. The Malin Group and Strathclyde University had submitted a bid to be part of the proposed City Region Investment Zone for Advanced Manufacturing and Precision Engineering and to benefit from that investment. Business Support • During the period April – September 2024, 102 clients have been provided with assistance through Business Gateway to start-up in business. (target 90) • Applications continue to be received for the business support interventions funded through the UK Shared Prosperity Fund. To date, the fund has supported:- 16 Recovery & Growth grants; 13 Early-Stage Growth grants; 2 Working Towards Net Zero grants; 2 Enhancing Tourism Events & Attractions grants and; 18 businesses have been provided with specialist expert help. • A group of local businesses have received consultancy support to help build their own website. The consultancy support funded through UK Shared Prosperity Fund provided a mixture of group training and one-to-one support to ensure participants gained the knowledge required to build and maintain their own business website. • We continue to work in partnership with Glasgow City Region and Strathclyde University to provide businesses with green business advice through the development of carbon baseline assessments. This support is funded through UK Shared Prosperity Fund. To date, 8 businesses have been referred for a carbon baseline assessment. • A Green Skills Business Training Grant has been developed to assist local businesses to improve their green skills. This grant will provide a financial contribution to assist businesses to upskill their staff and/or diversify to provide additional services related to green technologies such as:- Solar Photovoltaic (PV) Electric Vehicle Charging Solar Thermal Systems Ground & Air Source Heat Pumps External Wall Insulation Page 147
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Employability/Learning/Income Maximisation TBC 2 Outline of any issues/risks and how these are being managed Regeneration Inflation and rising costs are a challenge in project delivery. We are looking at adjusting scope to make projects affordable or seeking additional funding where possible. Some government grant schemes have been suspended or reduced which limits funding for future projects. It has now been confirmed that Place based Investment programme funding will not be release in 2024/25 and it is uncertain whether funding will be released in 2025/26. Tight timescales associated with external funding pose a challenge to project delivery. We are seeking support from external consultants where appropriate and work collaboratively with other teams to identify solutions. Business Support The main risk for the Business Support team is their reliance on the continuation of funding through the UK Shared Prosperity Fund, which provides funding to support staff costs and business support interventions. The team will continue to engage with UK Government through the SLAED group and will continue to explore any other relevant sources of funding. Employability TBC 3 Outline of the main outputs expected before next meeting Regeneration • Alexandria, Mitchell Way improvements – community and stakeholder engagement underway, public events scheduled. • Clydebank, Activity Centre – delivery strategy confirmed, subject to funding from Long term Plan for towns being confirmed and available. Page 148
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• Clydebank Town Centre – implementation plan for the Long term Plan agreed, subject to funding from Long term Plan for towns being confirmed and available. • Dumbarton, Artizan – demolition works completed • Dumbarton, Artizan – Phase 1 construction works underway • Exxon Infrastructure project contract signed • Decision on Glasgow City Region Investment Zone expected to be made by new UK Government. Business Support • Increase the number of businesses referred to Strathclyde University to receive carbon baseline assessments. • On-going promotion of the business support interventions within the UK Shared Prosperity Fund. • Continue to provide Business Gateway advisory service to start-up and growth businesses. Employability TBC 4 What are your requirements of partners in the Community Planning Management Board to achieve the outcomes of the DIG? Placemaking Good placemaking will continue to underpin the regeneration, development and improvement work in the town centres as we aim to align funding and resources, with Council, DIG partners and external funding, to achieve our ambitions. Business Support The on-going commitment and support from the community partners will help to maximise the impacts of the business support activity being developed and implemented through the Flourishing DIG. This will assist with reinforcing our efforts to develop a strong local economy that will provide access to opportunity for all in West Dunbartonshire. Employability TBC Page 149
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5 Please outline any good news story you wish to share Page 150
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Management Board Meeting Development and Improvement Groups (DIGs): Highlights and Issues Report FOR INFORMATION ONLY x FOR DECISION Name of DIG Independent DIG Date of report Update report Name and email of lead contact Fiona Taylor, Head of Health and Community Care Fiona.taylor2@ggc.scot.nhs.uk 1 Highlights of activity and progress since last meeting POA • Funding agreed to extend PoA project 24/25 • Pathway extended to mental health teams (Dementia post diagnostic support pathway), pharmacy at home service and others with referrals starting to come through. • Promotional work planned for POA day on 21st November with CAB, HSCP and Carers of West Dunbartonshire. • POA Leaflets to be shared with Pharmacy at home team • POA awareness session for member of the public provided by the Home First Programme promoted and shared locally with citizen Groups and 3rd sector, collaboration in promoting this activity will continue. Hearing Loss Hearing Loss is one of the modifiable risk factors for dementia, as such the HSCP is working collaboratively with RNID (Royal National Institute for Deaf People), and West Dunbartonshire Libraries to promote hearing tests. Initial pilot in Clydebank in April/May 2024 has resulted in 130 clients receiving a hearing check, 34.6% advised to see their GP for follow-up/ referral to audiology due to hearing loss, 16.9% received hearing aid maintenance, 38.5% were provided with information and 10% required no further action. Since April/ May provision has been extended to Alexandria and Dumbarton. The first West Dunbartonshire RNID Volunteer was also recruited to support this work. Discussion underway with HSCP and partners to look at provision in 2025. Benefits Advice for Older People /Pension Credit/Attendance Allowance Collaboration agreed across HSCP, CAB, Working 4 U and Carers of West Dunbartonshire and wider partner organisations to support the promotion of Pension Credit and Attendance allowance locally, over 1600 local residents entitled to pension credit which is currently going unclaimed. Flyers to be developed to ITEM 11 Page 151
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signpost clients to CAB and Working 4 U. Videos are being developed with Carers of West Dunbartonshire to promote the benefits and highlight gaps in claims. Additional Activity Opportunity to support CAB with promoting and signposting the Keeping People Safe and Warm Programme to be progressed. Queens Quay and Crosslet House have engaged with Every Voice Choir to support residents to attend local choir groups in community setting. Local Authority Care Homes have worked with the Scottish Ambulance Service to provide placements for 8 trainee Paramedics within our local Care Home settings. 2 Outline of any issues/risks and how these are being managed Attendance remains variable - reminders have been sent to encourage attendance / send deputy. Attendance at face to face meeting being encouraged. 3 Outline of the main outputs expected before next meeting To identify key community groups and initiate early discussion around potential engagement work in relation to what matters to them in terms of health and social needs. Progress the collaboration on Pension Credits and Attendance Allowance increasing uptake of support from CAB and Working 4 U. Update of the Carers Actions to be progressed 4 What are your requirements of partners in the Community Planning Management Board to achieve the outcomes of the DIG? Identify key community forums to initiate engagement opportunities on what matters to them to maximise independence and healthy living. 5 Please outline any good news story you wish to share Joint working with HSCP, RNID, Libraries and GP Practices to provide and share the community hearing tests. Page 152
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Management Board Meeting Development and Improvement Groups (DIGs): Highlights and Issues Report FOR INFORMATION ONLY X FOR DECISION Name of DIG Empowered Date of report 28 October 2024 Name and email of lead contact Selina Ross selina@wdcvs.com 1 Highlights of activity and progress since last meeting Community Mental Health and Wellbeing Fund Applications for Year 4 funding opened in September and will close on 22nd November. A series of information workshops have been hosted and well attended, giving confidence that a strong range of applications will be received. The judging panel will meet in mid December to ensure that grant notifications can be given pre- festive break and payments made in early January 2025. Locality Planning The Communities Team has been working alongside communities to support the development of three Locality Plans in the Leven, Dumbarton and Waterfront areas. Each Locality Plan sets out some data on the local area to give a picture of some of the local challenges. The plan then goes on to summarise feedback from the communities that has been drawn from various consultation events over recent years. This was then reviewed by a light touch consultation to ensure the information gathered remained accurate. The outcome is a list of local priorities for each Locality. Community Planning partners are asked to review these priorities and commit to working to address these priorities as part of the wider goal of addressing inequalities across West Dunbartonshire. The next step is for each local community to develop their own Action Plan to help identify what can be done to address each of the priorities and who can support the work. This is an opportunity to increase community participation and influence from local people. The Communities Team will support this work and provide up-dates to CPWD on progress. Copies are attached at Appendix One. ITEM 13 Page 153
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Shameless Youth – a partnership project with NSPCC, Youth Council and Education Services. Shameless Youths is a campaign designed by local young people through the West Dunbartonshire Youth Council (Communities Team) and in partnership with NSPCC and Education Services to promote healthy relationships online. The launch event took place in Clydebank Town Hall with contributions from the young people, Ailsa Dinwoodie, Promise Keeper, WDC and Euan Graham from NSCPP. ‘Shameless Youth’ believes that when it comes to supporting young people to learn about consent and health relationships online, realistic, judgement free and informed conversations are the way forward. The event offered real life experiences from young people and the chance for organisations to learn how to support the campaign. A report on the campaign will be brought to a future meeting. Community Development Alliance Following the recent CLD Planning Progress Visit, it has been agreed that the Empowered DIG will assume oversight of the Community Development Alliance action plan, reducing the need for the creation of a duplicating structure to be put in place. A copy of the Action Plan is included at Appendix Two. DIG Review Since the last meeting and in light of the inclusion of the Community Development Alliance oversight, the DIG has been actively reviewing its priorities and membership. This review will be concluded before the festive break and will feed back to the February meeting. 2 Outline of any issues/risks and how these are being managed No current issues or risks to report. 3 Outline of the main outputs expected before next meeting The revised action plan and membership will have been completed and presented to the Management Board for approval. 4 What are your requirements of partners in the Community Planning Management Board to achieve the outcomes of the DIG? No current requests 5 Please outline any good news story you wish to share Page 154
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Dumbarton Ward Locality Plan August 2024 ITEM 13 - APPENDIX 1 Page 156
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Introduction Community Planning in West Dunbartonshire is focused on supporting communities to have more of a say in decisions that affect them. This is informed and influenced by the Community Empowerment (Scotland) Act 2015 (the Act). The Act was passed to support and promote more active community life. West Dunbartonshire’s Community Planning Partnership (CPP) is committed to working together with communities. All 32 CPPs across Scotland have a legal duty to produce two key documents to address inequality within their area. 1. A Local Outcome Improvement Plan (LOIP) – in West Dunbartonshire the current LOIP is called the Plan for Place 2017 -27. It sets out how outcomes will be improved and inequalities will be reduced in the area. It focuses on 5 priority local outcomes: • Our local economy is flourishing • Our adults and older residents are supported to remain independent • Our children and young people are nurtured • Our residents are empowered • Our communities are safe 2. Locality Plans – these are focused on tackling those inequalities that are concentrated within a specific geographical community. Localities in West Dunbartonshire are defined by ward boundaries and each includes several communities. Community Planning Partners Community Planning West Dunbartonshire (CPWD) is made up of partners from across the authority area and include: • West Dunbartonshire Council • West Dunbartonshire Community and Volunteering Service (CVS) • West Dunbartonshire HSCP • West Dunbartonshire Leisure Trust • Police Scotland • Scottish Fire and Rescue Service • West College Scotland • Dunbartonshire Chamber of Commerce • Loch Lomond and the Trossachs National Park • NHS Golden Jubilee • Department of Works and Pensions These partners and more work together to address the inequalities that exist across West Dunbartonshire by focussing on the priority outcomes set out in the LOIP. Page 157
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Community planning also allows partners and communities to focus on inequalities that are identified in specific communities through the development of Locality Plans. What is a Locality Plan Locality Plans set out local priorities (based on consultation with local people), what improvements are planned and when these improvements will be made. If you live or work in the local area you have the right to be involved in the work associated with the Locality Plan. Each CPP will review progress against each locality plan and update the plan as required. An annual progress up-date report will also be prepared. The Dumbarton Locality Plan The Dumbarton Locality Plan (DLP) was developed to help improve the quality of life for people living in the Dumbarton Ward. This could focus on different things such as health and wellbeing, community safety, education, employment, housing, the local environment or access to services. At the centre of it is a desire to see local people more involved in what matters in their local area. This locality plan sets out statistical data from a range of different sources, this helps us all understand some of the local issues. The second part of the report has been developed based on the wealth of information and feedback from communities over recent years. We have used this to avoid consultation fatigue, we don’t want to ask the same questions again. Instead, we’ve reviewed all the findings and pulled out the priorities that came up most often. It’s now over to you to review our findings and confirm if feels right. Here’s the facts and statistics Life in Dumbarton: The Dumbarton Locality covers the following Community Council areas: • Milton & Bowling • Dumbarton East & Central • Silverton & Overton • Dumbarton West Page 158
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Dumbarton is one of the six wards used to elect members of the West Dunbartonshire Council. It elects four Councillors. The ward covers most of the town of Dumbarton, including the outlying villages of Milton and Bowling on the Firth of Clyde, but excepting northern parts of Dumbarton such as Bellsmyre, Broadmeadow and Lomondgate which are assigned to the Leven ward. Around 17,000 people live in Dumbarton locality, and projections show this number will remain relatively stable over the next 10 years. Page 159
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West Dunbartonshire consists of 121 data zones reported in the Scottish Index of Multiple Deprivation (SIMD, 2020). Dumbarton Locality has 23 data zones. Although Dumbarton Locality has the lowest local share (WDC area) of most deprived areas, 3 of are in the 10% most deprived in Scotland data set. These are located in Dumbarton West Community Council area where 2 of the 3 data zones fall within the 5% most deprived in Scotland data set. 6 data zones in Dumbarton fall within the 20% most deprived data set in Scotland. All but one of these is located in Dumbarton West, Bellsmyre has the remaining data zone. Local Priorities and Engagement Local engagement in prioritising plans for the area is an ongoing process undertaken by community groups and community planning partners working together. Work has been underway in the Dumbarton locality for a number of years, generating a range of findings. The aim is to better work with residents to coordinate local service delivery in a joined-up way to meet the needs of local communities. It is also an opportunity to empower local people where they want to do more for their own local community. In the Dumbarton Locality residents have made their voice heard in a range of ways including: Page 161
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1. Dumbarton West Local Place Plan 2023 2. School Transport - Social Media comments 3. The Artizan Centre redevelopment Community Consultation responses 2023 4. Communications Plan - Survey Results CE 2022 5. Connecting Dumbarton Upgrading the Link to Dumbarton Central Station Final Report January 2021 6. Local Outcome Improvement Plan 2017-27 7. ‘Seeing Things Differently’ Dumbarton Rock & Castle Charrette: Final Report 2015 8. The Report Panel Sitting – 20th June 2018 Dumbarton Town Centre Conservation Area 9. Schools engagement activities February 2020 10. WDC Dumbarton Consultation Event – 29/8/19 11. WDC Facebook - https://www.facebook.com/WDCouncil 12. Tenant participation walkabouts 13. Local resident & Citizen Panel surveys 14. Local community walk-a-bouts 15. Through organised community organisations such as Community Councils or Tenant and Resident Organisations These conversations informed the following priorities for the Dumbarton Locality. • Economic & retail regeneration of the town centre / conservation area • Cultural and Historical Heritage: preserving and showcasing the town's heritage. • Tourism: to make Dumbarton more appealing to tourists • Access to Green Spaces: access to green spaces, parks, and recreational areas • Environment: dog fouling enforcement, redevelopment of vacant ground, feeling safe, CCTV, lighting, fly-tipping, pest control, potholes, parking • Safety - Safe spaces for teens / kids to access, community hub, ASB, fire- raising, park & street lighting, community policing. • Employability and economic development. • Health & wellbeing - Sports development, active travel improvements, improved signage, cycle paths, outdoor gyms, playpark upgrades. Access to mental health services • Community facilities and activities- community hubs, gala days, sense of identity and community ownership. Our Commitment As set out in the Community Planning Local Outcome Improvement Plan, all partners are committed to tacking inequalities. We will do this by working in partnership with communities to help make neighbourhoods better. CPWD and the community will commit to addressing inequalities in the Dumbarton Locality by focussing on the themes that have been raised by local people through recent years: • Improved economic regeneration • Heritage preservation / tourism Page 162
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• Access to greenspace • A safe and attractive environment • Health & wellbeing Next Steps This locality plan represents community influence within Community Planning. This report will be shared with the Community Planning Partnership to ensure the priorities that have emerged are understood by all partners. The next step is for the communities within the Dumbarton Locality area to develop their own, unique action plan (see template below) for local delivery. This could be a Local Place Plan or a community Action Plan and will include community engagement to help identify where partners may contribute or help to remove barriers to increased community participation and / or action. Local Place Plans were introduced by the Planning (Scotland) Act 2019, giving communities the new power to produce their own plans to inform the preparation of the Local Development Plan. Local Place Plans offer the opportunity for a community-led, collaborative approach to achieve community aspirations and create great places. Read more about Local Place Plans here: Local Place Plans | West Dunbartonshire Council (west-dunbarton.gov.uk) The Communities Team will be able to support the development of community-led action plans, please contact us at empowerment@west-dunbarton.gov.uk to get started. Page 163
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Action Plan Template This template Action Plan has been prepared for consideration by the neighbourhoods that make up the Dumbarton Locality. This can be used for each individual community or developed for the full locality. In order to focus on key deliverable projects, it is recommended to limit the number of actions. Community Priority CPWD Strategic Priority What will be done? Economic & retail regeneration of the town centre and conservation area Flourishing West Dunbartonshire: Our economy is diverse and dynamic creating opportunities for everyone Community to identify actions to be progressed locally. Cultural and Historical Heritage Flourishing West Dunbartonshire: Our local communities are sustainable and attractive. Community to identify actions to be progressed locally. Empowered West Dunbartonshire: We live in engaged and cohesive communities Tourism Flourishing West Dunbartonshire: Our economy is diverse and dynamic creating opportunities for everyone Access to green spaces Flourishing West Dunbartonshire: Our local communities are sustainable and attractive Environment Flourishing West Dunbartonshire: Our local communities are sustainable and attractive Safety Safe West Dunbartonshire: Residents live in a safe and positive community. Employability and economic development Flourishing West Dunbartonshire: Our economy is diverse and dynamic creating opportunities for everyone Health and Wellbeing Nurtured West Dunbartonshire: Improved life chances for all children, young people and families Page 164
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Community Facilities and Activities Flourishing West Dunbartonshire: Our local communities are sustainable and attractive Page 165
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Comments from the community Page 166
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References 1. NHS Greater Glasgow and Clyde 2022/23 Adult Health and Wellbeing Survey West Dunbartonshire Report February 2024 2. ELECTED MEMBERS’ MONTHLY BULLETIN April 2024 3. West Dunbartonshire Citizens Panel Spring 2023 Survey Report 4. West Dunbartonshire Social and Economic Profile 2017 5. Dumbarton (Ward, United Kingdom) - Population Statistics, Charts, Map and Location (citypopulation.de) 6. West Dunbartonshire CPP Locality Plans: Your Community Area Evidence Sheets 7. West Dunbartonshire Community Council Profiles 8. West Dunbartonshire Local Development Plan (Proposed Plan) Page 167
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Leven Locality Plan August 2024 Page 168
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Leven Locality Plan Introduction Community planning in West Dunbartonshire is focused on supporting communities to have more of a say in decisions that affect them. This is informed and influenced by the Community Empowerment (Scotland) Act 2015 (the Act). The Act was passed to support and promote more active community life. West Dunbartonshire’s Community Planning Partnership (CPP) is committed to working together with communities. All 32 CPPs across Scotland have a legal duty to produce two key documents to address inequality within their area. 1. A Local Outcome Improvement Plan (LOIP) – in West Dunbartonshire the current LOIP is called the Plan for Place 2017 -27. It sets out how outcomes will be improved and inequalities will be reduced in the area. It focuses on 5 priority local outcomes: • Our local economy is flourishing • Our adults and older residents are supported to remain independent • Our children and young people are nurtured • Our residents are empowered • Our communities are safe 2. Locality Plans – these are focused on tackling those inequalities that are concentrated within a specific geographical community. Localities in West Dunbartonshire are defined by ward boundaries and each includes several communities. Community Planning Partners Community Planning West Dunbartonshire (CPWD) is made up of partners from across the authority area and include: • West Dunbartonshire Council • West Dunbartonshire Community and Volunteering Service (CVS) • West Dunbartonshire HSCP • West Dunbartonshire Leisure Trust • Police Scotland • Scottish Fire and Rescue Service • West College Scotland • Dunbartonshire Chamber of Commerce • Loch Lomond and the Trossachs National Park • NHS Golden Jubilee • Department of Works and Pensions These partners and more work together to address the inequalities that exist across West Dunbartonshire by focussing on the priority outcomes set out in the LOIP. Page 169
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These partners work together to address the inequalities that exist across West Dunbartonshire by focussing on the priority outcomes set out in the LOIP. Community planning also allows partners and communities to focus on inequalities that are identified in specific communities through the development of Locality Plans. Locality Plans Locality Plans set out local priorities (based on consultation with local people), what improvements are planned and when these improvements will be made. If you live or work in the local area you have the right to be involved in the work associated with the Locality Plan. Each CPP will review progress against each locality plan and update the plan as required. An annual progress up-date report will also be prepared. The Leven Locality Plan The Leven Locality Plan (LLP) was developed to help improve the quality of life for people living in the Leven ward. This could focus on different things such as health and wellbeing, community safety, education, employment, housing, the local environment or access to services. At the centre of it is a desire to see local people more involved in what matters in their local area. This locality plan sets out statistical data from a range of different sources, this helps us all understand some of the local issues. The second part of the report has been developed based on the wealth of information and feedback from communities over recent years. We have used this to avoid consultation fatigue, we don’t want to ask the same questions again. Instead, we’ve reviewed all the findings and pulled out the priorities that came up most often. It’s now over to you to review our findings and confirm if feels right. Here’s the facts and statistics Life in Leven: The Leven ward covers the following neighbourhoods: • Alexandria • Renton • Bonhill • Bellsmyre • Dumbarton Townend And the Community Council areas of: • Alexandria (partial) • Renton • Bonhill and Dalmonach • Dumbarton North Page 170
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The wider Vale of Leven area, where this locality sits, is a more rural area of West Dunbartonshire, taking in the local communities which sit between Dumbarton and the Loch Lomond & Trossachs National Park. The River Leven is a significant asset that flows through the centre of this locality, and onwards to Loch Lomond. Approximately 19,000 people live in Leven locality, and projections show this number will remain relatively stable over the next 10 years. Page 171
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What the statistics tell us about the Leven Locality Page 172
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Local Priorities and Engagement Local engagement in prioritising plans for the area is an ongoing process undertaken by community groups and community planning partners working together. Work has been underway in the Leven locality for a number of years, generating a range of findings. The aim is to work better with residents to coordinate local service delivery in a joined-up way to meet the needs of local communities. It is also an opportunity to empower local people where they want to do more for their own local community. In the Leven Locality resident have made their voice heard in a range of ways including: 1. The ‘Vale in Focus’ Place Standard consultation 2019 2. Vale of Leven (VoL) Trust Place Standard consultation 2019 3. Public "bake n blether" event February 2020 4. Schools engagement activities February 2020 5. Website comments February 2020 6. Business one-to-one discussions (anonymised) March 2020 7. Local resident surveys 2019-2024 8. Local community walk-a-bouts (ongoing) Page 173
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9. organised community organisations such as Community Councils or Tenant and Resident Organisations These conversations informed the priorities for the Alexandria area back in 2019: • Work and Local economy: The need for the town centre to be re-imagined / regenerated, the need for enterprise and creativity. • Facilities and Amenities: better community spaces both indoor and outdoor, especially for young people. • Influence and sense of control - over consulted and under listened to • Street and spaces: appearance being dirty or dilapidated. Lack of lighting and dirty or missing street signs in some areas. • Traffic and Parking: concern over lack of residents parking, parking on yellow lines and a lack of signage to free town centre parking The consultation undertaken through the Vale of Leven Masterplan continued these discussions and recognised the following five community priorities (2021): • Economic vibrancy • Infrastructure • Greener and sustainable • Health and wellbeing • Our heritage Page 174
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And further developed this to help shape the approved Vale of Leven Masterplan that highlighted these priorities: • Enterprise and community activity • Attractive and comfortable environment • Easy and safe to move around • Celebrate the town’s proud heritage • New homes and residents The wealth of feedback and conversations undertaken over the past 4 – 5 years has enabled the development of this Locality Plan. 2024 Further confirmation of community priorities In early 2024 the headline findings from these previous community consultations and surveys were presented in a further short survey to the citizens of Leven Locality. The intention of this survey was to reaffirm community priorities were the same or similar to those identified in past consultations and to identify any new community priorities not previously established. The 2024 priorities highlighted were: • Improvements to the town centres • Access to local services • Health and Wellbeing • Traffic, Parking and Pavements • The local economy, jobs and employment • Community events and activities In addition, people who responded to the survey highlighted issues with streetlighting, few activities or spaces for young people, the need for improved community facilities and public transport. Page 175
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Our Commitment As set out in the Community Planning Local Outcome Improvement Plan, all partners are committed to tacking inequalities. We will do this by working in partnership with communities to help make neighbourhoods better. CPWD and the community will commit to addressing inequalities in the Leven locality by focussing on the themes that have been raised by local people in recent years. Next Steps This locality plan represents community influence within Community Planning. This report will be shared with the Community Planning Partnership to ensure the priorities that have emerged are understood by all partners. The next step is for the communities within Leven Locality area to develop their own, unique action plan (see template below) for local delivery. This could be a Local Place Plan or a community Action Plan and will include community engagement to help identify where partners may contribute or help to remove barriers to increased community participation and / or action. Local Place Plans were introduced by the Planning (Scotland) Act 2019, giving communities the new power to produce their own plans to inform the preparation of the Local Development Plan. Local Place Plans offer the opportunity for a community-led, collaborative approach to achieve community aspirations and create great places. Read more about Local Place Plans here: Local Place Plans | West Dunbartonshire Council (west-dunbarton.gov.uk) The Communities Team will be able to support the development of community-led action plans, please contact us at empowerment@west-dunbarton.gov.uk to get started. Page 176
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Action Plan Template This template Action Plan has been prepared for consideration by the neigbourhoods that make up the Leven Locality. This can be used for each individual community or developed for the full locality. In order to focus on key deliverable projects, it is recommended to limit the number of actions. Community Priority CPWD Strategic Priority What will be done? Improvements to the town centres Flourishing West Dunbartonshire: Our local communities are sustainable and attractive Community to identify actions to be progressed locally. Access to local services Empowered West Dunbartonshire: We live in engaged and cohesive communities Community to identify actions to be progressed locally. Health and Wellbeing Nurtured West Dunbartonshire: Improved life chances for all children, young people and families Community to identify actions to be progressed locally. Traffic, Parking and Pavements Safe West Dunbartonshire Community to identify actions to be progressed locally. The local economy, jobs and employment Flourishing West Dunbartonshire: Our economy is diverse and dynamic creating opportunities for everyone Community to identify actions to be progressed locally. Community events and activities Empowered West Dunbartonshire: We live in engaged and cohesive communities Community to identify actions to be progressed locally. Page 177
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Comments from the Community Page 178
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Clydebank Waterfront Locality Plan August 2024 Page 180
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Contents Page Clydebank Waterfront Locality Plan Page. What is a Locality Plan Page. Statistics around the Waterfront ward Page. You and your place Page. Geographical Page. Economy and Environment Page. Moving Around Page. Feeling Safe Page. Housing and Greenspace Page. Opportunities for young people and community influence Page. Page 181
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Clydebank Waterfront Locality Plan Introduction Community planning in West Dunbartonshire is focused on supporting communities to have more of a say in decisions that affect them. This is informed and influenced by the Community Empowerment (Scotland) Act 2015 (the Act). The Act was passed to support and promote more active community life. West Dunbartonshire’s Community Planning Partnership (CPP) is committed to working together with communities. All 32 CPPs across Scotland have a legal duty to produce two key documents to address inequality within their area. 1. A Local Outcome Improvement Plan (LOIP) – in West Dunbartonshire the current LOIP is called the Plan for Place 2017 -27. It sets out how outcomes will be improved and inequalities will be reduced in the area. It focuses on 5 priority local outcomes: • Our local economy is flourishing • Our adults and older residents are supported to remain independent • Our children and young people are nurtured • Our residents are empowered • Our communities are safe 2. Locality Plans – these are focused on tackling those inequalities that are concentrated within a specific geographical community. Localities in West Dunbartonshire are defined by ward boundaries and each includes several communities. Community Planning Partners Community Planning West Dunbartonshire (CPWD) is made up of partners from across the authority area and include: • West Dunbartonshire Council • West Dunbartonshire Community and Volunteering Service (CVS) • West Dunbartonshire HSCP • West Dunbartonshire Leisure Trust • Police Scotland • Scottish Fire and Rescue Service • West College Scotland • Dunbartonshire Chamber of Commerce • Loch Lomond and the Trossachs National Park • NHS Golden Jubilee • Department of Works and Pensions These partners and more work together to address the inequalities that exist across West Dunbartonshire by focussing on the priority outcomes set out in the LOIP. Page 182
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Community planning also allows partners and communities to focus on inequalities that are identified in specific communities through the development of Locality Plans. What is a Locality Plan Locality Plans set out local priorities (based on consultation with local people), what improvements are planned and when these improvements will be made. If you live or work in the local area you have the right to be involved in the work associated with the Locality Plan. Each CPP will review progress against each locality plan and update the plan as required. An annual progress up-date report will also be prepared. The Clydebank Waterfront Locality Plan The Clydebank Waterfront Locality Plan (CWLP) was developed to help improve the quality of life for people living in the Waterfront Ward. This could focus on different things such as health and wellbeing, community safety, education, employment, housing, the local environment or access to services. At the centre of it is a desire to see local people more involved in what matters in their local area. This locality plan sets out statistical data from a range of different sources, this helps us all understand some of the local issues. The second part of the report has been developed based on the wealth of information and feedback from communities over recent years. We have used this to avoid consultation fatigue, we don’t want to ask the same questions again. Instead, we’ve reviewed all the findings and pulled out the priorities that came up most often. It’s now over to you to review our findings and confirm if feels right. Here are the facts and statistics The Waterfront ward covers the following neighbourhoods: • Whitecrook • Queens Quay • Dalmuir • Old Kilpatrick And the Community Council Areas: • Clydebank East • Dalmuir and Mountblow • Old Kilpatrick Page 183
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The Waterfront locality, is an urban area of West Dunbartonshire, taking in the boundary to the west with Glasgow City Council through the heavily populated areas of Whitecrook and Dalmuir. Incorporating the regenerated Queens Quay and the village of Old Kilpatrick in the east of the locality. The River Clyde is a significant asset that flows through the locality, with a significant amount of history surrounding it. The Golden Jubilee National Hospital is situated within the locality, along with the Clydebank Town Centre and Clyde Shopping Centre. Approximately 15,071 people live in the Waterfront locality. This population is projected to grow by 5% over the next 5 years. Page 184
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What the statistics tell us about the Clydebank Waterfront Locality Page 185
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West Dunbartonshire consists of 121 data zones reported in the Scottish Index of Multiple Deprivation (SIMD, 2020). Clydebank Waterfront Locality has 21 data zones, 5 of which are in the 10% most deprived in Scotland data set. • Dalmuir and Mountblow has 2 data zones amongst the 5% most deprived in Scotland (approximately 1500 citizens). • Clydebank East has 3 data zones amongst the 10% most deprived in Scotland where approximately 2100 people live. • Clydebank Waterfront has the highest number of people living in the 40% most deprived category in West Dunbartonshire. Local Priorities and Engagement Local engagement in prioritising plans for the area is an ongoing process undertaken by community groups and community planning partners working together. Work has been underway in the Waterfront locality for several years, generating a range of findings. The aim is to better work with residents to coordinate local service delivery in a joined-up way to meet the needs of local communities. It is also an opportunity to empower local people where they want to do more for their own local community. Page 186
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A number of different pieces of research where local people had the opportunity to have their voices heard have been concluded recently. These include: • Connecting Clydebank Charrette 20115 • Clydebank CAN 2018 • Shaping Places for Wellbeing 2023-24 • West Dunbartonshire LDP2 2017-18 All conversations and meetings held prior to this were also noted and used as a starting point when creating questionnaires and discussion topics. Consultation was massively important as it gave a voice to those in the community. We wanted to speak to local people to ensure the types of activities and services they wanted to engage in were on offer and investigate ways to make these more accessible across the area. The multiple deprivations and inequalities experienced by people in Clydebank Waterfront Locality were explored in 2023-24 by the Shaping Places for Wellbeing Programme. This programme provided insights into the need for increased or improved: • Public and Community Transport • Active Travel Solutions • Increased Community Influence and Control Further confirmation of community priorities in 2024 In early 2024 the headline findings from these previous community consultation and surveys were presented in a further short survey to the citizens of Waterfront Locality. The intention of this survey was to reaffirm community priorities were the same or similar to those identified in past consultations and to identify any new community priorities not previously established. The community were asked about the following: • Economy & Environment • Moving Around • Feeling Safe • Community Facilities • Housing and Greenspace • Opportunities for young people and community influence Most respondents agreed that these priorities are still valid in 2024, with between 75 and 80% confirming these are the areas requiring focus and improvement. Page 187
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Specific need for the following was highlighted: • Improved public transport • More employment opportunities for local people • Repair and create a new cycle path network • Stop parking on pavements • Improved street lighting in and around public walkways and footpaths • Promote initiatives to address youth disorder • Community spaces to be open and affordable • Affordable housing fit for purpose. • More visible police presence in communities Next Steps This locality plan represents community influence within Community Planning. This report will be shared with the Community Planning Partnership to ensure the priorities that have emerged are understood by all partners. The next step is for the communities within the Waterfront Locality area to develop their own, unique action plan for local delivery (see template below). This could be a Local Place Plan or a community Action Plan and will include community engagement to help identify where partners may contribute or help to remove barriers to increased community participation and / or action. Local Place Plans were introduced by the Planning (Scotland) Act 2019, giving communities the new power to produce their own plans to inform the preparation of the Local Development Plan. Local Place Plans offer the opportunity for a community-led, collaborative approach to achieve community aspirations and create great places. Read more about Local Place Plans here: Local Place Plans | West Dunbartonshire Council (west-dunbarton.gov.uk) The Communities Team will be able to support the development of community-led action plans, please contact us at empowerment@west-dunbarton.gov.uk to get started. Page 189
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Action Plan Template This template Action Plan has been prepared for consideration by the neighbourhoods that make up the Waterfront Locality. This can be used for each individual community or developed for the full locality. In order to focus on key deliverable projects, it is recommended to limit the number of actions. Community Priority CPWD Strategic Priority What will be done? Economy & Environment Flourishing West Dunbartonshire: Our economy is diverse and dynamic creating opportunities for everyone Community to identify actions to be progressed locally. Flourishing West Dunbartonshire: Our local communities are sustainable and attractive Community to identify actions to be progressed locally. Moving Around Empowered West Dunbartonshire: We live in engaged and cohesive communities Community to identify actions to be progressed locally. Feeling Safe Safe West Dunbartonshire: Residents live in a safe and positive community. Community to identify actions to be progressed locally. Nurtured West Dunbartonshire: Improved life chances for all children, young people and families Community to identify actions to be progressed locally. Community Facilities Flourishing West Dunbartonshire: Our local communities are sustainable and attractive Community to identify actions to be progressed locally. Housing and Greenspace Flourishing West Dunbartonshire: Our local communities are sustainable and attractive Community to identify actions to be progressed locally. Page 190
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Flourishing West Dunbartonshire: Enhanced quality and availability of affordable housing options. Community to identify actions to be progressed locally. Opportunities for young people and community influence Empowered West Dunbartonshire: We live in engaged and cohesive communities Community to identify actions to be progressed locally. Page 191
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Community Development Alliance Action Plan The Community Development Alliance Priorities are: • Community Development Alliance Priority 1: Raise awareness, knowledge and understanding of community empowerment. • Community Development Alliance Priority 2: Increase confidence for community empowerment. • Community Development Alliance Priority 3: Set standards for how we work and behave in the context of community empowerment. • Community Development Alliance Priority 4: Ensure clarity of roles for effective collaboration among Councillors, Council officers, community planning partners, volunteers and communities. • Community Development Alliance Priority 5: Develop skills for community empowerment. • Community Development Alliance Priority 6: Ensuring that there are sufficient resources, facilities and support to encourage community empowerment. Table 1:Community Priority 1: Increase Understanding of Community Empowerment Action *WD Community planning outcomes Lead timescale National Community Development Outcome Method/ Measure of success progress Refresh Community Empowerment Communications Plan and implement findings of Communications Plan Consultation Promoting Active Citizenship Delivering Community Led approaches WD Communities Team YR1 Communities are confident resilient and optimistic for the future. Communities manage links within communities and to other communities and networks. information sessions / consultation and findings report. Hold Community Empowerment Drop ins and Surgeries in Communities Promoting Active Citizenship Delivering Community Led approaches WD Communities Team YR 1 Communities are confident resilient and optimistic for the future. Tracking of enquiries/ conversations. Community case studies. ITEM 13 - APPENDIX 2 Page 192
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Table 1:Community Priority 1: Increase Understanding of Community Empowerment Action *WD Community planning outcomes Lead timescale National Community Development Outcome Method/ Measure of success progress Communities manage links within communities and to other communities and networks. Review and implement improvements to raise awareness of the community empowerment strategy/agenda Promoting Active Citizenship Delivering Community Led approaches WD Communities Team YR 1 Communities are confident resilient and optimistic for the future. Communities manage links within communities and to other communities and networks. events hosted by CPWD and engaging local groups in active participation Accessible information finalised and uploaded to website Continue to promote the use of the Place Standard in communities across WD Delivering Community Led approaches WDC Planning WD Communities Team YR 1 Communities are confident resilient and optimistic for the future. Community members identify their capacities, learning and skills, enhance them and apply them to their own issues and needs Qualitative data on approaches being taken across WD (e.g. 20-minute neighbourhood, Shaping Places for Wellbeing) Page 193
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Table 2: Community Priority 2: Increase Confidence for Community Empowerment Action *WD Community planning outcomes Lead timescale National Community Development Outcome Method/ Measure of success progress Continue to support communities with Locality Planning. Promoting Active Citizenship Delivering Community Led approaches. WD Communities WD Community Council Forum YR 1 Communities are confident resilient and optimistic for the future. Community members identify their capacities, learning and skills, enhance them and apply them to their own issues and needs. Number of opportunities created for communities to engage with community and locality planning. Develop and deliver future phases of Participatory Budgeting and Mainstreaming. Promoting Active Citizenship Delivering Community Led approaches YR 1 Community members perspectives are broadened through new and diverse experiences and connections. PB phases and value delivered, evaluation of phase. Scottish Government Report on Contribution to 1% Community Choices target. Page 194
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Table 3: Community Priority 3: Set Standards for how we Work and Behave Action *WD Community planning outcomes Lead timescale National Community Development Outcome Method/ Measure of success progress Awareness and training on the National Standards for Community Engagement for the Council, Community Planning partners and communities. Promoting Active Citizenship WD Communities WDCVS YR 1 Community members identify their capacities, learning and skills, enhance them and apply them to their own issues and needs. Increase in number of registrations to CLD Standards Council. National Standards for Community Engagement are adopted for Community engagement and service delivery Table 4: Community Priority 4: Ensure Clarity of Roles for Effective Collaboration Action *WD Community planning outcomes Lead timescale National Community Development Outcome Method/ Measure of success progress Ensure clarity of roles and effective collaboration amongst Councillors, Council Officers, CPP partners, volunteers and Communities. Promoting Active Citizenship WD Communities YR 1 Communities manage links within communities and to other communities and networks. Clear online information about everyone’s roles. Accessible information finalised and uploaded to website. Page 195
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Table 5: Community Priority 5: Develop Skills for Community Empowerment Action *WD Community planning outcomes Lead timescale National Community Development Outcome Method/ Measure of success progress Offer capacity building and development support to emerging and established community groups/ organisations. Promoting Active Citizenship Delivering Community Led approaches WD Communities Yr1 Community members identify their capacities, learning and skills, enhance them and apply them to their own issues and needs. No of development opportunities offered. No of people/ groups engaged in Community activity. Table 6: Community Priority 6: Ensure Sufficient Resources, Facilities and Support Action *WD Community planning outcomes Lead timescale National Community Development Outcome Method/ Measure of success progress Access to information, support and advice on community empowerment for local communities. Promoting Active Citizenship Supporting Local Regeneration and Environmental Sustainability WD Assets WD Communities YR1 Communities manage links within communities and to other communities and networks. Published clear policy and guidance on • Asset Transfer • Participation Requests • Asset Register • Common Good Register and other aspects of community empowerment legislation. Page 196
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Table 6: Community Priority 6: Ensure Sufficient Resources, Facilities and Support Action *WD Community planning outcomes Lead timescale National Community Development Outcome Method/ Measure of success progress Ensuring good quality, affordable and accessible spaces for community activities. Promoting Active Citizenship Delivering Community Led approaches Supporting Local Regeneration and Environmental Sustainability WD Communities WD Greenspace WD Leisure Trust YR1 Community members identify their capacities, learning and skills, enhance them and apply them to their own issues and needs. Communities manage links within communities and to other communities and networks. Continuation of investment in Participatory Budgeting, co- producing improvements With local communities. No of community spaces supported through PB process. Page 197
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By doing so, CLD services will connect with CPWD outcomes and guiding principles by: • Addressing Barriers to Opportunity: • CLD staff will work to overcome barriers faced by individuals, families, and communities. They will facilitate access to learning opportunities, employment, and community resources for young people and adults. • By providing tailored support, CLD staff will empower residents to overcome challenges related to education, employment, poverty and social inclusion. • Improving Life Chances: • CLD interventions will focus on raising aspirations and improving life outcomes. They will equip individuals with essential skills, knowledge, and confidence. • Through lifelong learning, CLD staff will enhance personal development, employability and overall well-being. • Promoting Active Citizenship: • CLD staff will foster a sense of community engagement and active participation. • They will encourage residents (young people and adults)to be informed, involved, and contribute to local decision-making processes. • Delivering Community-Led Approaches: • CLD initiatives are community driven. Staff will collaborate with residents, identifying their needs and aspirations. • By empowering learners and communities, CLD practitioners will create sustainable solutions aligned with people’s goals. • Supporting Local Regeneration and Environmental Sustainability: • CLD will contribute to community regeneration and environmental sustainability by revitalising neighbourhoods, promoting social cohesion, and enhancing quality of life. • Practitioners will support residents to engage in projects that improve physical spaces, social connections, and economic opportunities. • Safeguarding the Learner • CLD contributes to protecting learners’ rights to live in safety, free from abuse and neglect while respecting their right to privacy through our approach to safeguarding. • CLD practitioners will promote compliance with Human Rights requirements; rigorously apply safeguarding policies; and ensure data gathered is consistent with data processing requirements. • Developing the Workforce • CLD has a coherent set of practices defined by identifiable competences and deliver learning and support in a variety of settings. Page 198
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• By supporting workforce development and empowering practitioners, we will support them to manage resources and develop collaborative working in communities to provide good quality learning and development opportunities in a range of contexts. Appendix 2: The CLD National Outcomes Table 7: CLD national outcomes Youth Work Adult Learning Community Development Outcome 1: Young people build their health and wellbeing Adults are confident resilient and optimistic for the future Communities are confident resilient and optimistic for the future Outcome 2: Young people develop and manage relationships effectively Adults develop positive networks and social connections Communities manage links within communities and to other communities and networks Outcome 3: Young people create and apply their learning and describe their skills and achievements Adult learners apply their skills, knowledge and understanding across the four areas of life community members identify their capacities, learning and skills, enhance them and apply them to their own issues and needs Outcome 4: Young people participate safely and effectively in groups and teams Adult learners participate equally, inclusively and effectively Community members form and participate equally, inclusively and effectively in accountable groups Outcome 5: Young people consider risk, make reasoned decisions and take control Adult learners are equipped to meet the key challenges and transitions in their lives Communities consider risks, make reasoned decisions and take control of agendas Outcome 6: Young people grow as active citizens, expressing their voice and enabling change Adult learners express their voices, co-design their learning and influence local and national policy Communities express their voice and demonstrate commitment to social justice and action to achieve it Outcome 7: Young people broaden their perspectives through new experiences and thinking Adult learners critically reflect on their experiences and make positive changes for themselves and their families Community members’ perspectives are broadened through new and divers experiences and connections. Page 199
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OFFICIAL OFFICIAL Management Board Meeting Development and Improvement Groups (DIGs): Highlights and Issues Report FOR INFORMATION ONLY x FOR DECISION Name of DIG Safe DIG Date of report 28/10/2024 Name and email of lead contact Supt Jon Harris Jonathan.harris@scotland.police.uk 1 Highlights of activity and progress since last meeting On 17/10/2024 the SafeDIG met under the chair of Supt Jon Harris. The action plan was reviewed, updated and amended as appropriate. Actions continue to be progressed and updated through the group. All actions are now on Pentana and will be updated as required. Operation Ballaton, the policing of the general Balloch area and south end of Loch Lomond during the summer months, has now concluded after being a very successful and worthwhile partnership operation. The increased and directed patrols were very well received by the vast majority of visitors and the approach allowed locals and tourists to enjoy a generally ASB free summer in the area. It has ensured all partner resources were deployed in the most efficient and productive manner. The VAWG secondary schools’ competition is concluding with the winners being selected in the coming week. The theme of this competition was ‘what would West Dunbartonshire look like without violence against women or girls.’ The intention was to encourage young adults to think about what was happening and to raise awareness of what is, and what is not, acceptable behavior while asking questions of what may have become normalized behaviors. Police Scotland and partners are contributing to the planning of the 16 Days awareness of VAWG which takes place through November. Work is well under way for fireworks events and Police Scotland and SFRS have been in the schools delivering inputs to maximize the safety of any youths involved with fireworks. A multi-agency Road Smart educational event at Church Street on 25/08/2024 with WDC, SFRS Police Scotland and The Institute of Advanced Motorists (IAM). The event was very well attended with record pre-bookings. Drivers sat through a general road-craft and road safety brief presented by IAM staff. Younger and less experienced drivers were given the opportunity to be the virtual passenger in a vehicle via a VR ITEM 14 Page 201
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OFFICIAL OFFICIAL Headset when the vehicle is involved in a road crash due to driver distraction, other people in the vehicle, some without seatbelts etc. The participant is sat in the vehicle while emergency services deal with casualties and extractions from the vehicle. All participating drivers on the day are allocated an IAM advanced assessor who sits as a passenger over a pre-arranged route in the driver’s own vehicle. Upon completion of the drive the driver is offered advice and guidance of their driving style and habits. There is no charge for any of the inputs or assessment drives and drivers have the opportunity to sign up for advanced driving courses. All designed to improve driving standards and lower the number of accidents on our roads. Excellent feedback from those involved on the day. Police Scotland and WD Education have facilitated Lived Experience inputs within The Vale of Leven Academy, James Docherty, from the Scottish Violence Reduction Unit has been speaking to youths about life choices, the pressure on youths to get involved in criminality on occasion and how to have a personal exit strategy from situations to keep safe. He touches on gang culture and where being involved in such activity led him to be involved with the criminal justice system for several years. This will be rolled out to other secondary schools. Officers in Police Scotland’s Preventions Team continue to warn of the dangers of fraud in its many guises. They are utilizing social media, the newspapers and also presenting inputs in person to groups including West Dun Carers and Women’s Aid. 2 Outline of any issues/risks and how these are being managed Criminal Justice Social Work have highlighted that more early release of some short- term prisoners are scheduled over the coming months. Partners will be notified when this date is known. In terms of management of these early releases the partners will work together to mitigate risk posed to the public. We are working while being fully aware of the challenging financial situation all partners are facing. This coupled with the ever-increasing demand on sometimes limited resources has galvanized partners somewhat ensuring what we plan to do is worthwhile, achievable and cost-effective. All Safe DIG actions are kept realistic and are adjusted as appropriate to ensure progression. The last Safe DIG meeting fell within the school holiday period and as such reduced the volume of attendees and updates at the latest SafeDIG, limiting the detail in response. 3 Outline of the main outputs expected before next meeting Multi- Agency operation, Operation Moonbeam, will run over the build up to Bonfire Night and for a period thereafter. VAWG – 16 days of action. Numerous events planned, inputs, social media advice, Page 202
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OFFICIAL OFFICIAL lighting up of council buildings, pledge cards etc. Increased focus on ASB, partnership work increasing to further reduce ASB incidents which are declining. Joint visits to problematic addresses, ASB coordinating officer to attend the WD ASB Team to offer advice and impact on situations at the earliest opportunity. Re-Launch of the Arrest Referral Scheme at Clydebank Police Station, work sits as part of the Community Justice Partnership. Looking to establish and progress a referral service open to every person in police custody. Initially referrals will concentrate on individuals with alcohol or drug dependency issues. Referrals will go to Alternatives and / or DACA to provide support and counselling with the hope being we can divert people to these support groups and in doing so reduce re-offending and dependency on both alcohol and drugs. Suicide Prevention Working Group continue to work to reduce suicide numbers, a new information sharing document has been agreed and employed to best provide the data to relevant partners. The work of the Drug death review group continues, this group reviews the history of those individuals who have died due to a drugs overdose. The aim of the group is to learn where we can intervene to prevent further deaths, involves Police, NHS, HSCP & ADP. SFRS continue to work with young people and the hope is the Fire Skills course will be re-introduced into the West Dumbarton area soon. Page 203
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OFFICIAL OFFICIAL 4 What are your requirements of partners in the Community Planning Management Board? Continued engagement re ASB, West Dunbartonshire have applied for, and been granted, 4 ASBOs in 2024. Support through Education to further roll out the Lived Experience work from the Scottish Violence Reduction Unit to secondary pupils. 5 Please outline any good news story you wish to share See activity section. Page 204