Supplementary Document Pack - CPWD - 20 February 2025
West Dunbartonshire Council · 20 February 2025
Back to Community Planning West Dunbartonshire Management Board — 20 February 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Supplementary Agenda Community Planning West Dunbartonshire Management Board Date: Thursday, 20 February 2025 ___________________________________________________________________ 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 ITEMS TO FOLLOW I refer to the agenda for the above meeting that was issued on 7 February 2025 and now enclose copies of the reports relating to Items 12, 13 and 15 which were not available for issue at that time. Yours faithfully PETER HESSETT Chief Executive Note referred to:-/ Page 93
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Note referred to:- 12 COMMUNITY JUSTICE PARTNERSHIP UPDATE 97 – 161 Submit report by Lesley James, Head of Children’s Health, Care and Criminal Justice (Chief Social Worker – HSCP), providing an update regarding the above. 13 163 - 171 FLOURISHING DELIVERY AND IMPROVEMENT GROUP (DIG) UPDATE Submit report by Elaine Troup, Communities Manager, providing an update on the work of the Flourishing Delivery and Improvement Group. 15 173 - 177 NURTURED DELIVERY AND IMPROVEMENT GROUP (DIG) UPDATE Submit report by Lesley James, Head of Children’s Health, Care and Criminal Justice (Chief Social Work Officer – HSCP), providing an update on the work of the Nurtured Delivery and Improvement Group. 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 Gail MacFarlane, Chief Officer, Roads and Neighbourhood Fiona Taylor, Health and Social Care Partnership (WD HSCP) Amanda Graham, Chief Officer, Citizens, Culture, & Facilities Elaine Troup, Communities Manager John Anderson, Manager, West Dunbartonshire Leisure Trust Liz Connolly, Principal, West College Scotland Brian Dornan, West Dunbartonshire’s Place Director Jan Haining, Department of Works and Pensions Lorna Gibson, Superintendent, Police Scotland Laurence Bayston, Head of West Region, Skills Development Scotland Bruce Kiloh, Principal Transport Policy Officer, Strathclyde Partnership for Transport Joe McKay, Local Senior Officer – West Dunbartonshire, Scottish Fire & 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 Page 94
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Catherine Topley, Chief Executive, Scottish Canals Gordon Watson, Loch Lomond & 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 Patricia Robertson, Police Scotland Jennifer Gilliver, Department for Work and Pensions Councillor John Millar [substitute] Councillor Lawrence O’Neill [substitute] Councillor Gurpreet Singh Johal [substitute] Date of issue: 10 February 2025 Page 95
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1 Management Board Meeting Community Planning Partnership Highlights and Issues Report FOR INFORMATION ONLY X FOR DECISION Name of Partnership Community Justice Partnership Date of report 27/01/2025 Name and email of lead contact Lesley.James@west-dunbarton.gov.uk 1 Highlights of activity and progress since last meeting Working/Steering Group Updates: ➢ Arrest Referral Scheme The group has met to consider the preferred model of service delivery and the roll out of the ARS locally. The group is awaiting a national steer from Police Scotland and development remains ongoing. The group has also scoped the use of DBI in custody and also the potential for the Penumbra Mental Health resource to be used as part of ARS. The group is also considering alcohol in custody and the new framework from SHAPP. National Police Healthcare in Custody have developed a new ToM (Targeted Operating Model) that the group will consider at a local level. ➢ Custody to Community There has been lots of activity in the group due to changes in sentencing guidelines for long term prisoners and also early release of prisoners at the end of 2024. The group is working on a Standard Operating Protocol (SOP) for sharing information with services to ensure that any risk is managed appropriately and that victims are safeguarded. The DSA (Data Sharing Agreement) is with WD legal department for consideration and agreement. The preferred contractor for Voluntary Throughcare has been confirmed (a public embargo is in place until the Scottish Government make an official announcement). The lead agency for WD is Action for Children and a host of connection opportunities will be available in the forthcoming weeks. The group requires to consider information sharing with services that are available to those on short term sentencing to ensure that everyone who is eligible, is offered a service to support successful reintegration back into the community. Item 12 Page 97
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2 ➢ Prevention and Early and Effective Intervention Partners are still considering data and data mapping across and between services. It is intended that this exercise will support the Strategic Needs and Strengths Assessment by identifying gaps in early ad effective intervention supports for young people. It will further help the group to partnership work and ensure that services are aware of intervention and provision that they can sign post onto. Scottish Families Affected by Alcohol and Drugs (SFAD) ‘Routes’ project and WD Working 4U have partnered up to provide a targeted approach to employability for young people on the fringes of justice. The service agreement is being developed and young people will be provided with a specialist employability services to support them to positive destinations. The group is considering a life skills programme in partnership with SQA and West College Scotland. The group is considering what is on offer and how we bring it all together into one cohesive work strand that will benefit young people in terms of national qualifications. The group is also considering this activity as part of diversionary activity in the local authority. There has been a Strategic Needs & Strengths Assessment (SNSA) undertaken for embedding the Care and Risk Management (CARM) framework. This assessment outlines the strategic undertakings required to fully embed the CARM process in the local authority with all partners fully informed and, where necessary trained in the model. The assessment is with senior managers for scrutiny. ➢ Women and Justice The group has been considering the health needs of women who are part of the justice system and how to reach disaffected women who are difficult to engage with. The group are considering a ‘whole systems’, ‘whole woman’ approach to engagement and intervention. The group is seeking to map the journey of women at every potential point of their justice journey and seek to improve safety, confidence in services and mitigate service generated risk. The WSSS, Community Justice Co-ordinator and SafeLives have collaborated to undertake a piece of Authentic Voices research exploring the experiences of women supported by justice services. 8 women participated in the qualitative research – contributing via semi structured interviews. The Discovery Report is due to be completed and ready for dissemination by March 2025. ➢ Authentic Voices The group is working on the development of discovery research to better understand experiences of justice and partner services. There has been consideration to a draft survey that was inherited from an external agency – the group has decided that this is not the best option and we are now looking at mirroring the Women in Justice discovery activity format – following a semi structured interview with 8 questions. The group will consider the proposed new format at the next meeting. Page 98
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3 Currently, there is no standard minimum consent pack for those who contribute their lived experience to support the shaping and development of services in WD. The CJP AV group is working in partnership with the Strategy & Transformation team to create a pack and ensure that this is provided to all potential authentic voice contributors to safeguard informed consent and an ethical framework for engagement. ➢ Caledonian Systems Steering Group The group is functioning well and a SOP is underway to ensure that services are working together to safeguard effective risk management of perpetrators on the Caledonian men’s programme and effective safety planning for adult and children victims supported by the WSSS. The group is working on performance and audit activity and have created a draft ‘Sampling Tool’ for quality assurance and outcome improvement activity. The tool seeks to analyse the quality of Caledonian assessments as well as judiciary decision making in regard to social work assessments and reports. The tool is still under development and is intended to steer audit activity and enhance assessment performance. ➢ Employability The Lennox Partnership (TLP) are the contracted employability specialist assigned to justice services in WD. TLP are co-located with Justice Social Work one day per week to encourage referrals to the service. TLP are also part of integrated case management pre-release from prison, to ensure that employability needs are considered before release. TLP and Community Justice hosted information and awareness raising sessions for housing/homelessness staff to promote and raise visibility of the services. TLP will contribute to multiagency information sessions throughout 2025. Early Release (ER) of Prisoners Scheme/ Legislative Changes to Planned Releases (PR) Since autumn 2024 SPS have engaged with the emergency release of prisoners to ease pressures on SPS. Recently new legislation has been ratified to change sentencing guidelines and prisoners will now serve up to 40% of their sentences as oppose to 50% - with the rest of their sentences supervised in the community. WD Custody to Community working group has responded to and supported these changes by taking a co-ordinated agency/services approach to risk and risk management – ensuring robust communication and process pathways across and between stakeholder partners. Training; Information & Awareness Raising Sessions; & Trauma Informed Practice DAAMH – Intersectionality Training (Domestic Abuse, Addictions & Mental Health) was piloted as part of 16 days of activism in Nov- Dec 2024. The training was received well and will be delivered twice across 2025. Trauma Skilled practice training is being delivered to justice admin and housing staff on the 12th/13th February 2025. This will contribute to developing the skills of a trauma responsive workforce. Justice Services & partners will be hosting Information and Awareness Raising sessions throughout 2025; delivery is planned in February (fully booked), May (fully booked), August and November. Partners include: Community Justice; Page 99
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4 Caledonian Systems; The Lennox Partnership; DACA; Alternatives; Recovery Community; and Sfad. Justice Conference 2025 Conference planning is well underway with keynote speakers and spotlight events confirmed. The conference will take place in the Civic space in Church Street on the 6th June 2025. The spotlight events will take place in Church street ground and 1st floor meeting rooms. Hospitality will be provided by WD recovery communities. Logistics are being considered in terms of movement of people in the building. WD Community Justice Outcome Improvement Plan 2024-2027(CJOIP) & End of Year Report (EYR) September 2024 CJOIP: The strategic outcome improvement plan has been ratified by the Community Justice Partnership, and partners are united in the delivery plan arrangements. The Outcome improvement plans aligned to National Aims is attached at Appendix 1 EYR: This return was sent to the Scottish Government in September 2024. The report was well received and is attached for noting at Appendix 2 2 Outline of any issues/risks and how these are being managed Budgets and capacity are an ongoing issue for community justice – this is a national issue and hopefully we will see a bigger investment in community justice with the presumption towards liberty and away from custodial sentences. Issues or risk will be identified and assessed in the Strategic Needs and Strengths Assessments and identified at working/steering groups. These will be reported to the CJP for escalation where necessary. 3 Outline of the main outputs expected before next meeting Progress reporting update from all working groups and wider activity. 4 What are your requirements of partners in the Community Planning Management Board to achieve the outcomes of the DIG? ➢ To support the CJP to deliver locally on the ‘National Strategy for Community Justice’ at a local level. ➢ To support the CJP with the uncertainty (nationally) regarding funding and budgets to support the local delivery of the strategy. ➢ The CJP will be required to identify funding to deliver the local CJOIP and associated activities. Page 100
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5 5 Please outline any good news story you wish to share WD Justice services have worked closely with a local 3rd sector partner offering gym and wellbeing services. A partnership approach to applying for funding was adopted and D-Unit Community Hub was awarded funding to support Justice service Users on their recovery, rehabilitation and wellness journey. Early planning is underway to ensure safety for the community hub and justice service users. This is a significant positive outcome for justice services – there has been much stigma attached to service users being supported in wellness activity – the arrangement with the local community hub will reduce stigma, reduce barriers, and offer needs led support to optimise successful recovery and rehabilitation into the community. Quotes from DAAMH –Training: 100% of delegates reported that: ➢ the training met their expectations ➢ the training materials were relevant and engaging ➢ the trainers were knowledgeable and able to answer questions ➢ the practical skills development activities were helpful and relevant ➢ the training was relevant to their role ➢ the training will have a positive impact on their day to day practice ➢ they would recommend the training to a colleague “There is still such a long way to go but the work both have carried out today was so well thought out and the amount of knowledge being passed on by both of you is great to learn” “Great training session” “Great course, feel better equipped to identify DV and confidently address or seek help for victims” Appendix 1 Appendix 1 CJOIP.docx Appendix 2 Appendix 2 EYR 2024.docx Page 101
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1 West Dunbartonshire HSCP Community Justice Local Outcome Improvement Plan (CJOIP) & Delivery Plan April 2024 – April 2026 Item 12 Appendix 1 Page 103
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2 Chair and WD HSCP Chief Executive Foreword WD HSCP Community Justice Partnership Commitment West Dunbartonshire Community Justice Partnership (WD CJP) is pleased to introduce its vision for Community Justice across the locality for 2024 - 2026. WD CJP will update the strategy bi-annually to build on success, seek to reduce barriers and challenges to successful outcomes, and meet our duties in this dynamic legislative and policy landscapes. Participation Statement WD CJP is committed to continue to engage with WD residents, listen to them and empower them to influence, contribute, and shape, strategic outcome priorities and enablers across and between all facets of WD Justice Service’s portfolio. To inform our Community Justice Outcomes Improvement Plan (CJOIP), WD CJP created engagement and participation opportunities with justice service users (previous and current), justice staff and mangers, partner members of WD CJP, and the wider workforce and community. These included: • WD CJOIP has been a rolling agenda item that has been discussed at each CJP meeting. Partners have been provided with a ‘7 minute briefing’ to help them better understand the aims and objective of the ‘Vision for Justice in Scotland’; the ‘National Strategy for Community Justice’; and the ‘Community Justice Strategy: Delivery Plan’. https://www.gov.scot/publications/vision-justice-scotland/ https://www.gov.scot/publications/national-strategy-community-justice-2/ https://www.gov.scot/publications/national-strategy-community-justice-delivery-plan/ • Focused sessions were arranged for partners to come together as part of working groups to discuss themes and direction of particular work strands relevant to the group’s undertakings to direct and shape the outcomes and improvement activity to the National Aims and identify local priority areas. • Multi-agency partner stakeholders Information and Awareness raising sessions have been hosted (including opportunity for local Elected Members) to provide an overview of Community Justice as a whole; the work, purpose, and function of WD CJP and ‘The Caledonian System’ • WD CJP are in the process of capturing the authentic voices of people who are involved with or (have been involved with) Justice Services ensuring they are represented in the development, shaping and commissioning of service provision. This survey is the first phase - a draft version has been developed in partnership with multiagency stakeholder partners; this draft has been peer reviewed by the partnership and team mangers across justice services and team mangers across WD ADP (Alcohol and Drug Partnership). The next phase will be a redrafted version that will be peer reviewed before the activity is commenced fully across the locality. This activity will ensure that the voices of those with experience of justice systems help to build an improved, more meaningful system, that truly support individuals in their rehabilitation in a trauma informed needs-led way. This activity will be ongoing and future service provision will be borne from a co-production framework with service user influence at its core. • Discussion on local priority aims and deliverables took place across wider working groups and in meetings with other partnerships including WD ADP, WD HSP (Housing Solutions Partnership), WD VAWGP (Violence Against Women and Girls Partnership); WD LEP (Local Employability Partnership); and WD Safe DIG (Development & Implementation Group). Page 104
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3 • Following ratification of the draft CJOIP the document was sent to wider staff groups for comment and consideration, all inclusions and amendments contributed to the final published draft. • Community consultation for ‘The Caledonian System’ was undertaken ensuring the voices of women victims, children victims and the wider community were captured in regard to understanding the System’s function; the need for such provision; and support for such an intervention within the local community. Information and Awareness raising sessions have been held to help staff groups to better understand the system and the need for such a joined up approach to tackling Domestic Abuse in West Dunbartonshire. Peer review from multi-agency managers, staff and WD VAWGP was sought for the ‘Caledonian System’ strategic Risk Assessment and Safety Protocol’ along with the ‘Standard Operating Protocol’. • WD CJP consulted with all local community justice partner’s organisations strategic plans, safeguarding potential conflict between WD CJP strategic direction and those of our partners ensuring that important areas or themes were not omitted when devising our CJOIP. • WD CJP worked closely with Community Justice Scotland (CJS) in particular the ‘Community Justice Improvement Tool’ and new Community Justice ‘Targeted Resource to Support National Outcome Improvement Planning in Local Authority Areas Tool’. The new targeted resources were reviewed by relevant service areas for scrutiny an applicability. Comments and considerations were shared with CJS. https://communityjustice.scot/wp-content/uploads/2023/03/Community-Justice-Improvement-Tool.pdf • ‘The Community Service Support Tool’ (CSST) developed by CJS was peer reviewed with WD VAWGP and WD ADP to ensure due diligence and allow partner comment, consideration and discussion regarding potential service generated risk across and between service areas. Comment and consideration were shared with CJS Equalities Statement In developing the Community Justice Outcome improvement Plan (CJOIP), WD CJP carried out an Equalities Impact Assessment (EIA). The purpose of an EIA is to work out how a policy or function will affect the wellbeing of different groups of people with particular needs or who are disadvantaged in some way. An EIA is an opportunity to drive fairness and good practice. As part of the EIA, and in line with the Fairer Scotland Duty, WD CJP also considers the socioeconomic impacts of its policies, process and strategies. WD CJOIP EIA and ‘The Caledonian System’ EIA can be located on the HSCP website. WD CJP is committed to better understanding equalities duties and undertakings, to ensure that service provision is accessible and inclusive. https://www.west-dunbarton.gov.uk/council/key-council-documents/plans-and-strategies/equality-diversity-and-fairness/eia/?step=eia- results-2021 West Dunbartonshire Community Profile West Dunbartonshire is a diverse area with a rich industrial heritage still evident in our local communities today. Across the three main settlements of Clydebank, Dumbarton and the Vale of Leven we see diversity from the densely populated urban centre of Clydebank to the more rural setting of the Loch Lomond and Trossachs National Park sitting in and beyond the northern edge of the Authority. In the most recent review of multiple deprivation in Scotland, published in 2016, West Dunbartonshire’s share of the most deprived communities increased; the largest rate of increase in relative deprivation since the previous measurement in 2012. One of the most persistent and important challenges faced in West Dunbartonshire are inequalities between the health of people living in the most and least disadvantaged circumstance. People experiencing disadvantaged life circumstances are more likely to develop a long term health conditions at an earlier age, experience more health problems during their lives and have shorter Page 105
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4 lives, in particular West Dunbartonshire is worse than the national average across a range of mental health issues. Of most concern, where West Dunbartonshire is significantly worse than Scotland, are issues around problem drug use and risk taking behaviours. West Dunbartonshire Council Community Planning (CPWD) Priority Outcome Areas CPWD Strategic Priority CPWD Outcomes A 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 An Independent West Dunbartonshire • Adults and older people are able to live independently in the community • Quality of life is improved for our older residents • Housing options are responsive to changing needs over time A 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 An Empowered West Dunbartonshire • We live in engaged and cohesive communities • Citizens are confident, resilient and responsible • Carers are supported to address their needs A 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 https://www.west-dunbarton.gov.uk/media/4313518/west-dunbartonshire-plan-for-place.pdf West Dunbartonshire Health & Social Care Partnership (HSCP) Strategic Outcomes, Priorities and Enablers Caring communities Outcome: Enhanced satisfaction among people who use our services, an increase in perceived quality of care and equitable access to services ensured. Safe and thriving communities Outcome: People are able to look after and improve their own health and wellbeing, and live in good health for longer, while ensuring that our citizens are safe from harm. Equal communities Outcome: A reduction in the impact of the wider determinants of health. Healthy communities Outcomes: Improved health, an increase in independence and resilience, lower rates of hospital admissions, lower rates of re-admission and a reduction in reliance on health and social care services. WD HSCP’s approach to providing services follows the national integration planning and delivery principles ensuring that: ➢ Our services are joined up and easy to understand from the point of view of the people who use them. ➢ We respect the rights and dignity of people who use our services and take account of the particular characteristics and circumstances of each of them. ➢ Our services are planned and led locally in a way that involves the community and take account of the particular needs of the people who use our services in different parts of the area in which the service is being provided. Page 106
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5 ➢ We protect and improve the safety of the people who use our services. ➢ We provide trauma-informed care ➢ We work to improve the quality of our services. ➢ We best anticipate needs and prevent them arising. ➢ We make the best use of the available facilities, people and other resources. ➢ We support community mobilisation http://www.wdhscp.org.uk/media/2666/wdhscp-strategic-plan.pdf This Community Justice Outcome Improvement Plan will support and contribute to the realisation of West Dunbartonshire Council’s and West Dunbartonshire HSCP’s priority outcome areas for community improvement and growth. Community Justice Explained A legal definition of ‘Community Justice’ is provided in section 1 of the Community Justice (Scotland) Act 2016 (the Act). Research offered in the “Vision for Justice in Scotland (2022)” publication helps us to better understand the trajectories of those who enter into justice systems. The evidence appraises the intersectionality of offending behaviours with poverty; homelessness; substance misuse; physical and mental health inequalities; adverse childhood experiences (ACEs); sex; and the impact of trauma – providing greater understanding into what drives and shapes offending behaviour and perpetuates recidivism. By tackling the root causes of offending to reduce recidivism victims are fewer and communities are safer. Evidence shows that sentences served in the community have better outcomes for those involved in justice systems creating real and meaningful opportunity for behaviour change, personal growth, along with space and time for recovery from their own experiences of trauma that are directly linked to patterns of offending. A community based approach to justice offers a balanced, proportionate and thoughtful response to people who pose little or no risk to others in their communities. Seven overarching outcomes are outlined in the ‘National Strategy for Community Justice’ Structural Outcomes 1. Communities improve their understanding and participation in community justice 2. Partners plan and deliver services in a more strategic and collaborative way 3. People have better access to the services they require, including welfare, health and well-being, housing and employability 4. Effective interventions are delivered to prevent and reduce the risk of further offending Personal Outcomes 5. Life chances are improved through needs, including health, financial inclusion, housing and safety being addressed 6. People develop positive relationships and more opportunities to participate and contribute through education, employment and leisure activities 7. Individuals’ resilience and capacity for change and self-management are enhanced “Community sentences are often more effective at reducing reoffending and less costly than prison sentences, particularly when it comes to sentences of under a year. Of those released from prison in 2017/18 who had served a sentence of a year or less, 49% were reconvicted within a year. The average prisoner place costs £37,334 per year, compared to £1,894 for a Community Payback Order.”(Source: Scottish Government, cost of the criminal justice system in Scotland dataset (2016/17)). https://www.legislation.gov.uk/asp/2016/10/contents/enacted “Scotland’s communities have benefitted from around 10 million hours of unpaid work carried out by people serving community sentences since 2011.” (Source: Justice Social Work Statistics in Scotland: up to end of year 2021-22). Page 107
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6 Community Justice Scotland Community Justice Scotland (CJS) is a Non-Departmental Public Body (NDPB) founded in 2016 following the passing of the Community Justice (Scotland) Act 2016. CJS’s focus is on seeking solutions that work and deliver the right balance of redress and rehabilitation for our society. Prevention of offending is at the heart of the justice system, addressing the causes of offending will reduce the numbers of people entering the system and deliver a safer Scotland. CJS work closely with national and local partners to further develop and improve community justice services across Scotland, addressing the needs of individuals with offending behaviour or are at risk of entering the criminal justice system. CJS lead on developing better means of identifying and assessing needs and are at the centre of producing and making available new research, accurate data and information so that improvement activity is always evidence-led. Collaboratively, with a wide range of partners including those in the third sector, victims groups and business, CJS identify best practice and opportunities for innovation and the reintegration of people from prison to local communities. CJS provide opportunities for those with lived experience of the justice system to inform and influence the development of community justice services, policy and legislation. West Dunbartonshire Health and Social Care Partnership Community Justice Partnership (WD HSCP CJP) The remit of West Dunbartonshire’s Community Justice Partnership is to prevent and reduce further offending by addressing its underlying causes. The multi-agency partnership is the strategic mechanism where partners collaborate to safely and effectively manage and support those who have come into conflict with the law, helping them to fully integrate into their community and realise their potential for the benefit of all citizens. The partnership priorities the safeguarding of victims ensuring they are afforded protection and supported in their recovery from the impact of crimes committed against them. This collective, trauma informed approach to Justice, minimises the harm caused by drugs, homelessness and poverty (and its related consequences to the person, family and the wider community) and has the potential to transform lives and reduce offending which in turn transforms communities. This collaborative response to local Justice is underpinned by priorities identified in “The Community Justice (Scotland) Act 2016; “Vision for Justice in Scotland (2022)”; “The National Strategy for Community Justice (revised 2022)”; the ‘Community Justice Strategy: Delivery Plan (revised 2024’;West Dunbartonshire Community Planning Local Outcome Improvement Plan 2017 – 2027; and West Dunbartonshire’s HSCP Strategic Plan 2023-2026. WD CJP Partners ➢ WD HSCP Chief Officer (Chair) ➢ Chief Social Work Officer/Head of Service Children’s Health and Justice ➢ Head of Service: Addictions, Mental Health and Learning Disability ➢ Head of Service for Strategy and Transformation ➢ Justice Social Work Manager ➢ Community Justice Coordinator ➢ Health Improvement Lead - Community Justice ➢ Chief Officer Housing, Employability and Communities ➢ Police Scotland ➢ Scottish Courts & Tribunal Service ➢ Scottish Fire & Rescue Service ➢ Scottish Prison Service ➢ Third Sector: Chief Executive, WD Community & Volunteering Services ➢ Violence Reduction Unit ➢ WD Working 4U Service manager ➢ Chief Officer Education ➢ Skills Development Scotland ➢ West College Scotland Page 108
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7 National Community Justice Strategic Planning & Improvement Arrangements National Vision for Justice in Scotland National Strategy for Community Justice National Community Justice Delivery Plan The national delivery plan is designed to complement the Scottish Government’s Vision for Justice in Scotland. The delivery plan will consequently drive improvement nationally towards the aims in the strategy and ultimately what is detailed in the Vision for Justice in Scotland. Community Justice Performance Framework The national performance framework sets out nationally determined outcomes which are to be achieved in each local authority area, along with national indicators which are to be used in measuring performance against these. Community Justice Scotland Improvement Tool In order to be evaluative, local evidence should be collected and considered by community justice partners throughout the reporting year to support a more robust assessment of performance across the outcomes. Care Inspectorate Self- Evaluation Tool This guide was developed to support a partnership approach to undertaking self- evaluation. Partners will ensure that, individually and collectively, they consider how they contribute to the efficient and effective delivery of community justice West Dunbartonshire Community Justice Outcome Improvement Plan (CJOIP) WD HSCP Community Justice Governance Arrangements commitments to the national strategy by means of multi-agency (stakeholder partner) operational working groups with clear high level objectives, terms of reference, and data collection and analysis stipulations; a commitment to undertaking Strategic Needs and Strengths Assessments; and enhancing process/protocol and communication pathways with stakeholder partners. Page 109
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8 Justice Service Users Demographic Information 2017 – 2023 0 200 400 600 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Reports by sex Male Female Unde r 16 16-17 18-20 21-25 26-30 31-35 36-40 41-45 46-50 51-55 56-60 61-65 0ver 65 Total 2022 - 2023 0 8 55 87 126 82 78 52 46 20 8 4 5 491 2021-2022 0 8 33 64 68 86 75 49 37 18 13 4 5 460 2020-2021 0 7 21 40 65 67 44 36 25 13 14 5 2 339 2019-2020 2 9 47 73 81 108 54 43 43 20 7 4 5 496 2018-2019 0 15 34 81 80 83 53 43 34 24 7 1 4 459 2017-2018 0 12 33 76 99 78 79 51 30 15 13 3 3 492 0 500 1000 1500 2000 2500 3000 Social Work Report by Age (males) Unde r 16 16-17 18-20 21-25 26-30 31-35 36-40 41-45 46-50 51-55 56-60 61-65 0ver 65 Total 2022 -2023 0 0 7 11 16 17 21 11 18 2 4 1 0 108 2021-2022 0 0 2 9 6 12 12 9 11 2 1 1 0 65 2020-2021 0 1 1 4 6 14 10 1 4 1 1 2 0 45 2019-2020 0 5 4 11 16 15 10 5 4 7 1 1 1 80 2018-2019 0 1 8 15 14 19 8 6 5 2 2 1 0 81 2017-2018 0 2 5 7 12 16 8 9 1 6 3 1 5 75 0 50 100 150 200 250 300 350 400 450 500 Social Work Report by Age (female) Page 110
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9 Those involved with justice services in WD are overwhelmingly White Scottish. There are more males than females referred to justice services. For women involved with services the age group concentrate ranges from 21-50 years of age and for males 21-60 years of age. 2017-2018 2020-2021 0 100 200 300 400 500 White Scottish Other British African other Other ethnic background Gypsey Traveller White Other Asian other Caribbean Black, black… Not Known Polish Pakistani, Pakistani… Black, Black Scottish,… Irish Mixed or Multiple Ethnic… Indian, Indian Scottish,… African, African Scottish,… Black Other Ethnic Group (Males) 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 020406080100120 Ethnic Group (Females) 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Page 111
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10 West Dunbartonshire Local Outcome Improvement Planning Priorities & Delivery Plan 2024 - 2026 WD CJP is committed to improving and enhancing the justice landscape across the locality to enhance and improve service provision, aligning with the 4 National Aims and 13 Priority Action duties spotlighted in the National Strategy for Community Justice. WD CJP will deliver local National Aim 1: Optimise the use of diversion and intervention at the earliest opportunity. Priority Action 1: Enhance intervention at the earliest opportunity by ensuring greater consistency, confidence in and awareness of services which support the use of direct measures and diversion from prosecution. Priority Action 2. Improve the identification of underlying needs and the delivery of support following arrest by ensuring the provision of person-centred care within police custody and building upon referral opportunities to services including substance use and mental health services. West Dunbartonshire Police Statistics 2017-2023 In common with most areas across Scotland, West Dunbartonshire has benefitted from a reduction in overall crimes over the last 10 years, however last year saw a slight rise in Total Offences. West Dunbartonshire has remained stubbornly and persistently above the Scottish figure for both Total Crimes and Total Offences. Total Crimes in West Dunbartonshire reduced in 2022-2023 while the Scottish figure rose slightly by 5 (from 523 to 528) per 10,000 of the population. In 2022-2023, West Dunbartonshire recorded a reduction of 15 (from 605 to 590) per 10,000 of the population in Total Crimes, two Crime Groups saw slight increases (Crimes of dishonesty and Damage and reckless behaviour). In 2022-2023, West Dunbartonshire recorded an increase of 50 (from 460 to 510) per 10,000 of the population in Total Offences, one Offence Type saw significant increase (Road Traffic Offences). Crime group West Dunbartonshire 2013- 14 2014- 15 2015- 16 2016- 17 2017-18 2018- 19 2019- 20 2020- 21 2021- 22 2022- 23 Total Crimes 692 659 645 607 572 623 636 736 605 590 Non-sexual crimes of violence 128 116 125 120 119 112 125 122 141 139 Sexual crimes 13 19 13 17 22 19 24 24 26 24 Crimes of dishonesty 235 205 201 205 188 207 186 162 164 169 Damage and reckless behaviour 131 129 120 119 108 109 104 97 95 100 Crimes against society 185 191 187 146 135 175 196 207 158 158 Coronavirus restrictions . . . . . . 1 124 21 0 Total Offences 948 681 666 567 439 447 480 496 460 510 Antisocial offences 309 271 245 233 176 189 175 177 155 135 Miscellaneous offences 32 29 38 26 25 21 27 32 30 25 Road traffic offences 608 381 384 308 238 237 278 287 275 350 West Dunbartonshire continues to have one of the highest levels of reported Domestic Abuse in Scotland. The prevalence rates of Domestic Abuse in WD are particularly concerning in regard to the impact on the adult victim and children/young people. Domestic Abuse is recognised as a Gender Based Violence (GBV) and is tackled in Scotland by adopting the gendered analysis in our understanding of this crime. In WD Domestic Abuse overwhelmingly and disproportionately affects Page 112
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11 women, children and young people, with the majority of perpetrators male, and the majority of primary victims are women. This is reflective of the National and Global picture in the Violence Against Women and Girls (VAWG) Landscape. The rate of domestic abuse related crime per 10,000 of the population in West Dunbartonshire was 140, compared to 114 for Scotland. Area 2012- 13 2013- 14 2014- 15 2015- 16 2016- 17 2017- 18 2018- 19 2019- 20 2020- 21 2021- 22 2022- 2023 West Dunbartonshire 168 163 136 152 155 153 148 150 168 161 140 Scotland 113 110 112 108 109 110 112 115 119 118 114 West Dunbartonshire currently has the fourth highest prevalence rates for domestic abuse per 10,000 of the population across Scotland. This is a very concerning statistic given the size of the local authority and that WD have consistently been ranked 1st-3rd for the past 15 years. This would suggest that historically, the response to Domestic Abuse has been inadequate and hasn’t went far enough to protect adult and children victims. WD Social Work Report Requests 618 575 636 455 576 599 537 488 547 331 455 486 0 100 200 300 400 500 600 700 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Individuals 537 488 547 331 455 486 Reports/Orders/Licences/Cases 618 575 636 455 576 599 Social Work Reports Individuals Reports/Orders/Licences/Cases Page 113
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12 0 20 40 60 80 100 120 140 160 180 200 2017-2018 2018 -2019 2019 -2020 2020 -2021 2021 - 2022 2022-2023 2023-2024 JSW Report Main Outcomes (Male) Custody with Extended Sentence Custody with SRO Custody RLO DTTO CPO (No unpaid work) CPO (unpaid work) Other penalty Monetary Penalty Deferred (3mths) Warrant for Apprehension/recall Admonition Absolute discharge other 0 10 20 30 40 2017-2018 2018 -2019 2019 -2020 2020 -2021 2021 - 2022 2022-2023 2023-2024 JSW Main Outcomes (Female) Custody with Extended Sentence Custody with SRO Custody RLO DTTO CPO (No unpaid work) CPO (unpaid work) Other penalty Monetary Penalty Deferred (3mths) Warrant for Apprehension/recall Admonition Absolute discharge other Page 114
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13 West Dunbartonshire Justice Social Work undertook an audit of Diversion from Prosecution statistics to better understand ‘The Use of Diversion’ Trends from the 2017-2023. 17 8 3 3 3 0 0 0 21 21 4 4 3 1 2 0 14 14 13 13 11 0 1 3 24 19 10 10 8 2 0 3 25 22 15 15 11 0 3 1 33 24 14 13 8 0 1 3 0 5 10 15 20 25 30 35 Diversion from Prosecution (Female) 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 17 14 2 2 2 0 0 0 32 32 10 10 5 2 4 2 37 37 17 17 14 5 2 0 40 28 11 11 5 3 0 1 64 58 22 22 2 22 1 0 72 47 14 13 8 2 1 0 0 10 20 30 40 50 60 70 80 Diversion from prosecution (male) 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022 - 2023 Page 115
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14 Unde r 16 16-17 18-20 21-25 26-30 31-35 36-40 41-45 46-50 51-55 56-60 61-65 0ver 65 Total 2022-2023 2 1 3 1 3 1 2 1 14 2021-2022 2 2 4 2 2 2 5 1 1 0 1 22 2020-2021 1 5 3 1 1 11 2019-2020 3 1 1 4 1 3 3 0 1 0 0 17 2018-2019 1 1 3 2 1 1 1 10 2017-2018 1 1 2 0 10 20 30 40 50 60 70 80 Diversion from Prosecution (Male) 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Unde r 16 16-17 18-20 21-25 26-30 31-35 36-40 41-45 46-50 51-55 56-60 61-65 0ver 65 Total 2022-2023 2 3 3 2 2 1 1 14 2021-2022 1 2 2 1 3 2 1 1 1 1 15 2020-2021 1 3 2 1 2 1 10 2019-2020 2 1 2 2 2 1 1 1 1 13 2018-2019 1 1 1 1 4 2017-2018 1 1 1 2 0 10 20 30 40 50 60 70 Diversion from Prosecution (Female) 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Page 116
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15 Number of assessmen ts undertake n by L/A Accepted by L/A Deemed unsuitable by L/A No. orders commence d No. of individuals for whom orders commence d No. orders completed /terminate d No. cases successfull y completed No. cases terminated without being successfull y completed 2017-2018 31 27 4 8 8 6 6 0 2018-2019 10 5 5 5 5 5 5 0 2019-2020 5 2 3 2 2 1 1 0 2020-2021 3 1 2 1 1 1 1 0 2021-2022 2 1 1 1 1 1 1 0 2022-2023 0 5 10 15 20 25 30 35 Fiscal Work Orders (male) Number of assessmen ts undertake n by L/A Accepted by L/A Deemed unsuitable by L/A No. orders commence d No. of individuals for whom orders commence d No. orders completed /terminate d No. cases successfull y completed No. cases terminated without being successfull y completed 2017-2018 7 6 1 2 2 2 2 0 2018-2019 10 8 2 6 6 6 6 0 2019-2020 2 2 0 2 2 2 2 0 2020-2021 3 1 2 1 1 1 1 0 2021-2022 2022-2023 3 1 2 1 1 1 1 0 0 2 4 6 8 10 12 Fiscal Work Orders (female) Page 117
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16 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 10 hours Over 10 and under 20 hours 20 hours Over 20 and under 30 hours 30 hours Over 30 and under 40 hours 40 hours Over 40and under 50 hours 50 hours Length (male) 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 0 0.5 1 1.5 2 2.5 3 3.5 10 hours Over 10 and under 20 hours 20 hours Over 20 and under 30 hours 30 hours Over 30 and under 40 hours 40 hours Over 40and under 50 hours 50 hours Length (female) 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Page 118
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17 c Structured Deferred Sentences *There is no data for 2017-2018. There were no structured deferred sentences given from 2019-2022. Under 16 16-17 18-20 21-25 26-30 31-35 36-40 41-45 46-50 51-55 56-60 61-65 0ver 65 Total 2023 -2024 2021-2022 1 1 2020-2021 1 1 2019-2020 1 1 2 2018-2019 0 2 2 1 5 2017-2018 4 4 8 024681012141618 Fiscal work orders by age (male) Under 16 16-17 18-20 21-25 26-30 31-35 36-40 41-45 46-50 51-55 56-60 61-65 0ver 65 Total 2022-2023 1 2021-2022 1 1 2020-2021 1 1 2019-2020 1 1 2 2018-2019 2 2 1 1 6 2017-2018 1 1 2 02468101214 Fiscal work order by age (female) 0 1 2 3 4 5 6 7 Number of structured deffered sentences imposed number of individuals with structured deferred sentences imposed Structured Deferred Sentences 2022-2023 Male Female Page 119
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18 Arrest Referral Scheme West Dunbartonshire Alcohol and Drugs Partnership (ADP) made an application to the Scottish Government Drug Deaths Task Force in 2020, for funding to deliver a project that would address the Task Force’s Priority 6: ‘Ensuring Equivalence of Support for People in the Criminal Justice System’. The application proposed the implementation of an Arrest Referral Service, which would provide on- call response to need for people in custody at Clydebank Custody Suite. The Arrest Referral service operated in West Dunbartonshire from July 2021 and concluded in August 2023. Over the duration of the pilot, 61 referrals were made and of those referred 40 people engaged with West Dunbartonshire addiction services. The learning from the pilot indicated that the: ➢ There was a lack of suitable people requiring a referral in custody. ➢ Consent wasn’t always given for referrals from potentially suitable people in custody. ➢ Custody suite staff lacked awareness of the Arrest Referral Service and therefore referrals weren’t offered at the point of arrest. ➢ ARS referrals couldn’t always be prioritised on shift due to competing policing demands. ➢ Many people detained in custody were not West Dunbartonshire Residents and therefore did not meet the criteria for referrals to services offered in WD. The National Strategy for Community Justice Delivery Plan has made a commitment to relaunch the ARS Scheme nationally with Police Scotland taking the lead. This refresh will address issues identified across all pilot areas inclusive of the issues particular to West Dunbartonshire. National Aim 1: Outcome Improvement Plan • WD CJP will undertake a SNSA (Strategic Needs and Strengths Assessment) to better understand the use of diversion across the locality. This will include an analysis of the use of diversion in a youth justice context. • WD CJP will commit to optimising the use of diversion in favour of custodial sentences. • WD CJP will support the use of the Community Support Services Tool (CSST) for Sheriffs to improve confidence in community disposals. Page 120
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19 • WD CJP will work in partnership with WD ADP to ensure commitments to embedding the MAT Standards within custody settings are met from the point of arrest, through prosecution and community sentence pathways. • WD will engage with the National Relaunch of the Arrest Referral Scheme – lead by Police Scotland, this will include all relevant stakeholder partners. • WD CJP will commit to the roll out of the Penumbra Mental Health resources specific to justice settings. • WD CJP will establish multi-agency working groups that support the deliverables attached to National Aim 1: • Arrest Referral Scheme Working group • Prevention & Early & Effective Intervention Working Group • CARM steering group National Aim 2: Ensure that robust and high quality community interventions and public protection arrangements are consistently available across Scotland Priority Action 3. Support the use of robust alternatives to remand by ensuring high quality bail services are consistently available and delivered effectively. Priority Action 4. Strengthen options for safe and supported management in the community by increasing and widening the use of electronic monitoring technologies. Priority Action 5. Ensure that those given community sentences are supervised and supported appropriately to protect the public, promote desistence from offending and enable rehabilitation by delivering high quality, consistently available, trauma-informed services and programmes. Bail Assessment & Supervision Six year trend data reflects that WD Justice Services could not previously accommodate Bail and bail supervision undertakings in the locality. Justice staff have now been trained and Bail Undertaking is now offered as part of the justice portfolio in WD. WD CJP are committed to better understanding the use and applicability of high quality community interventions including the use of bail, electronic monitoring, restorative justice and trauma informed programmes. WD has recently trained staff on Bail Supervision; process, protocols and undertakings. Recent legislative changes have changed the way Bail Supervision is recorded in aggregate returns since 2022. Bail & Supervision Assessments 2022-23 Page 121
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20 Hate Crime **Statistics provided above are provisional and should be treated as management information. All data have been extracted from Police Scotland internal systems and are correct as at 03/04/2023 • As shown, hate crimes have seen an overall upward trend in the 5 years up to 2022/23. • In 2022/23 a total of 101 crimes were recorded which is higher than the previous 5 year average (76.6). • It is pertinent to note however that the 5 year average figure may have been influenced by the Covid-19 pandemic. • In 2022/23 the detection rate was 70.3%, marginally higher than the 5 year average figure of 67.9%. • In 2022/23 racist and homophobic crimes continued to be the most commonly recorded. • 45% of all crimes were committed against police officers. • In crimes not involving police, 75% of victims were male and 25% were female, the majority were aged 25-45 years. • Approx. 55% of victims were White Scottish. Asian Scottish were the next most commonly targeted. • Similarly, 71% of offenders were male and 29% were female. Most were aged 20 – 45 years. 0 5 10 15 20 25 30 No. assessments submitted to court Bail with EM Bail & Supervision Bail Supervision & EM No Suitable for bail Chart Title Male Female Total 0 5 10 15 20 Commenced Cases Bail with Supervision Bail with Supervision & EM Bail Supervision Breeches Bail Supervision Completed Chart Title Male Female Total Page 122
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21 West Dunbartonshire MARAC Statistics April 2022 – March 2023 There were 223 referrals made to WD MARAC for the highest risk cases of domestic abuse from April 2022 - March 2023. 219 of these cases have been female victims. This has shown a slight decrease from the previous year’s referral’s at 238. The average age of victims is 32 years within a range of 17-62 years. In terms of age distribution for victims, with the highest concentration in the 35-39 years age bracket. The average age of perpetrators is 35 years within a range of 18 to 73 years. In terms of age distribution for perpetrators, with the highest concentration in the 35-39 years age bracket. Although MARAC referrals are made in respect of the adult victim, there were 450 children and young people discussed at the meetings that were linked to these referrals. The Caledonian System Due to consistently high Domestic Abuse prevalence rates, in 2023, WD HSCP procured the Caledonian System as part of a ‘Whole Systems’ response to tackling domestic abuse in the local authority. The Caledonian System is an integrated approach to addressing domestic abuse. It combines a court-ordered programme for men, aimed at changing their behaviour, with support services for women and children. Key principles underpinning the Caledonian System The development of the Caledonian System was informed by research and best practice evidence on what works in preventing domestic violence. Among the key theoretical and practical guiding principles underpinning the system are: ➢ A 'systems approach' - the combination of services for men, women and children. Working together with the whole family is central to the Caledonian System's ultimate aim of reducing the risk of harm to women and children. Research is clear that working with men in isolation is potentially dangerous in terms of raising the risk of harm to women partner - Page 123
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22 the systems approach also encompasses being embedded in a wider system of multi-agency working as a pre-requisite for successful intervention. ➢ Working towards 'good lives' - in working with men, ‘the system’ does not focus only on their deficits, but also on their personal goals for a 'good life' and how they could achieve these as a means of motivating them towards positive change. ➢ An 'ecological model' of behaviour - 'ecological models' of behaviour, including abusive behaviour, argue that behaviour is influenced at various levels, from the individual, to the familial, to broader social and cultural contexts. This model influences how the programme works with men - for example, examining social stereotypes about gender roles as well as exploring the specific factors in individual men's lives that may have contributed to their propensity to abuse, such as their own exposure to violence and their use of alcohol and drugs. WD Justice Social Work has trained 12 qualified staff on the Caledonian System and men’s programme. The team have Caledonian 2 day introductory training which was delivered by the Community Justice Scotland, National Caledonian Delivery Team. This training covered both an overview of the integrated Caledonian System as well as the key aspects of screening men for the Caledonian Systems programme. In December 2023, the National Team returned and delivered the 4 day Case managers Training to the majority of qualified social workers within the team. This was vital in equipping the team with the necessary overview and skills in delivering the 14 dedicated sessions to men, in preparation for their inclusion in the Caledonian group work programme. In April 2024, 4 staff from the team (including a manager, 2 social workers and a CJO) attended the 5 day Caledonian Group Worker training in Glasgow which again was delivered by the National Team and equipped the team to deliver the 26 week Caledonian Men's programme and subsequent maintenance sessions that is required, prior to the conclusion of their order. Since this time both QSW's and CJO's have been attending various training sessions from the above noted suite of training and this will continue into 2025. This will offer the existing staff team the opportunity to undertake this training and provide resilience within the team both in relation to case managers and group workers as well as within the various roles included within the Caledonian system. WD Women’s Safety and Support Service 2021-2024 The Women’s Safety and Support Service work within Justice Services to bring a range of assistance for women who need support as a result of currently experiencing or having experienced Domestic Abuse or any other form of gender based violence. Women are automatically offered support at the point of justice court report for Domestic Abuse. The WSSS work in partnership to assess, manage and reduce the risks posed to women and children. The WSSS is a partner in the ‘Caledonian System’ providing services for women victims and children & young people. The service: ➢ Works with women and children to plan person-centred safety using a trauma informed, strengths based, and empowerment approach. ➢ Works in partnership with women, children and other services to support understandings of the impact of Domestic Abuse and support with recovery plans offering 1:1 and group support. Page 124
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23 ➢ Works with strategic partnerships to plan and meet locality needs and national outcomes for all forms of gender based violence against women ➢ Provides information events and training based on locality needs WSSS Service Outcomes: Outcome 1 Work with established referral pathways proactively contact women to offer advice and support and promote engagement Work in partnership with referrers to promote engagement of women and identify women offenders who have additional vulnerabilities as a result of VAWG. Outcome 2 Work with national risk assessments to identify and plan with women person centred interventions in partnership with other agencies and multi-agency forums e.g. MARAC, MATAC DSDAS. Promote sensitive routine enquiry. Work intensively to support women offenders through complex trauma informed intervention. Outcome 3 Develop and support recovery plans addressing wider impact of VAWG Individual and group support with women to establish emotional recovery and community reintegration and engagement Support women to understand impact on children and provide strengths based approach for parent and children's recovery. Outcome 4 Develop and deliver awareness raising events . Work in partnership with specialist services and VAWG partnership Deliver SARA 3 training . Develop and deliver online and in person education opportunities Develop and disseminate good practice guide for commercial sexual exploitation awareness. WSSS Referral Data 2021-2024 WSSS Service Support: In total 72 women received direct, ongoing supports throughout the recovery model across 2023- 2024. This was the same as previous year however, overall engagement increased by 23%. In addition, 20 women offenders became actively engaged which was 98% of progressed women offender referrals. 71 cases were recorded by age from available information. 87% of women were aged between 21 and 40 years of age. The Service undertakes Safe Lives assessments as well as contributes to SARA V3 risk assessment focused on perpetrator risk, victim vulnerabilities as a structured professional judgement tool to assess the level and immanency of risk and priorities relevant factors associated with risk. The service works intensively to support women offenders through complex trauma informed intervention. Referrals Re-Referrals Women Offenders 2021-2022 113 13 9 2022-2023 151 22 24 2023-2024 136 25 26 113 13 9 151 22 24 136 25 26 0 20 40 60 80 100 120 140 160 Referral Data 2021-2022 2022-2023 Page 125
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24 Group work has demonstrated significant success. Eight women have engaged regularly and have shown improvements in all 11 indicators of well-being when assessed in week 1 and week 7. Service user involvement directs the focus of intervention and women’ s feedback has demonstrated an increase in empowerment, confidence, domestic abuse awareness and a reduction in isolation enabling women to make decisions for their and their children’s safety and well-being. National Aim 2: Outcome Improvement Plan • WD CJP will complete an SNSA for all community based sentences to better understand the local landscape and support the development of improvement planning activity - ensuring victim safety as paramount. • WD CJP will work closely with WD ADP to ensure that the MAT Standards are considered and adhered to through all community interventions in particular to this priority action through prosecution and at court. • WD CJP will work closely with the VAWGP and MARAC to ensure commitment to the “Equally Safe” Strategy - in particular the undertakings of Quality Standard No.4: “Men desist from all forms of violence against women and girls and perpetrators of such violence receive a robust and effective response. • WD CJP will partnership work with SACRO “Stop” restorative justice resource – providing restorative justice as diversion, and a programme response to Hate Crime. • WD CJP will establish multi-agency working groups that supports the deliverables attached to National Aim 2: • The Caledonian System Steering Group • Women & Justice Working Group • MARAC Steering Group National Aim 3. Ensure that services are accessible and available to address the needs of individuals accused or convicted of an offence. Priority Action 7. Enhance individuals’ access to health and social care and continuity of care following release from prison by improving the sharing of information and partnership-working between relevant partners. Priority Action 8. Ensure that the housing needs of individuals in prison are addressed consistently and at an early stage by fully implementing and embedding the Sustainable Housing on Release for Everyone (SHORE) standards across all local authority areas. Priority Action 9. Enhance individual’s life skills and readiness for employment by ensuring increased access to employability support through effective education, learning, training, career services and relevant benefit services Priority Action 10. Enhance community integration and support by increasing and promoting greater use of Voluntary Throughcare and third sector services. Since the Covid-19 pandemic there has been a changing landscape across the Scottish Prison Service (SPS). The re-establishment and development of process and protocol has created an opportunity for WD CJP to be an integral part of development and design. Communication with SPS have endorses a joint commitment to ensure that each WD resident within any custodial setting will receive a continuity of health and social care that is inclusive of the MAT Standards. WD CJP will seek to engage wider partners i.e. G4S to better understand the complexities in the local landscape and respond to these ensuring the principles of trauma responsive justice systems. Page 126
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25 Statutory & Voluntary Throughcare In 2018-2019/2019-2020 there was the highest total number of individuals subject to statutory throughcare. Both through care in the community and in custody saw higher numbers than any other year. 0 50 100 150 200 250 300 Through Care in the community Throughcare in custody Total Individuals subject to stautory throughcare Through Care in the community Throughcare in custody Total Individuals subject to stautory throughcare 2022-2023 F 0 2 2 2022-2023 M 84 92 176 2021-2022 F 0 1 1 2021-2022 M 83 94 177 2020-2021 F 2 1 3 2020 - 2021 M 65 99 164 2019-2020 F 0 2 2 2019-2020 M 91 103 194 2018-2019 F 3 0 3 2018-2019 M 115 130 245 20217-2018 F 0 1 1 2017-20178 M 83 94 177 Statutory Throughcare 2022-2023 F 2022-2023 M 2021-2022 F 2021-2022 M 2020-2021 F 2020 - 2021 M 2019-2020 F 2019-2020 M 2018-2019 F 2018-2019 M 20217-2018 F 2017-20178 M Page 127
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26 Voluntary Throughcare Due to ongoing changes with the Scottish Prison Service - in particular, custody sentencing guidelines, use of remand, and voluntary throughcare - WD CJP requires to better understand the complexities of the local landscape with particular consideration to stakeholder partner’s strategic undertakings and commitments. There are significant projected changes to Voluntary Throughcare (VT) provision with remand populations being offered VT for the first time – WD CJP will support the national agenda regarding VT in the context of the Custody to Community Working Group with a view to significantly improve the uptake of VT offered to residents serving short term sentences. To ensure that WD resident’s health and social care needs are met legally and lawfully, Information Sharing Protocols (ISPs) are under consideration and WD will ensure that they are embedded as part of local process. Male Females 0 2 4 6 8 10 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 0 0 4 10 3 6 0 1 0 0 0 0 Voluntary Assistance Male Females Page 128
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27 Home Detention Curfew (HDC) 6 Year trend data 2017-2023 HDC will be considered as a Strategic Needs & Strengths Assessment to better understand the data trends over the past 6 years and inform outcome improvement planning priorities. This will be considered in the context of ongoing policy and legislative changes to early and planned release from prison. There is an ongoing national review and implementation of SHORE Standards. WD CJP is committed to understanding the learning from this pilot, and will ensure that the learnings are embedded at a local level where appropriate with consideration to the National and Local housing crisis. Unde r 16 16-17 18-20 21-25 26-30 31-35 36-40 41-45 46-50 51-55 56-60 61-65 65+ Total 2017-2018 1 9 10 27 3 10 1 3 64 2018-2019 1 1 6 2 14 3 3 2 0 32 2019-2020 1 3 6 2 2 2 1 1 18 2020-2021 1 4 5 1 2 2 2 27 2021-2022 2 1 4 3 4 1 2 17 2022-2023 2 5 3 3 2 2 1 18 0 10 20 30 40 50 60 70 Home Detention Curfew (Male) Under 16 16-17 18-20 21-25 26-30 31-35 36-40 41-45 46-50 51-55 56-60 61-65 0ver 65 Total 2022-2023 2021-2022 2 1 4 4 4 1 2 0 0 0 18 2020-2021 0 2019-2020 1 1 2018-2019 2 1 1 4 2017-2018 1 7 1 9 0 5 10 15 20 25 30 35 Home Detention Curfew (Female) Page 129
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28 Employability The data shows that the number of males and females engaged with justice services were overwhelmingly unemployed across each year from 2017-2022. There is a distinct lack of those engaged with a training scheme or engaged with full time education. WD Local Employability Partnership (LEP) has commissioned The Lennox Partnership to deliver specialist support to justice service users. The service is trauma informed, needs – led and supports service users at every stage of their employability journey. WD CJP and The Lennox Partnership have agreed on required data sets and a commitment to impact reporting. 0 50 100 150 200 250 300 350 400 450 Full time education Employed/Self Employed Unemployed Training Scheme Not Seeking Employment Other Employment staus (Males) 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 0 10 20 30 40 50 60 70 80 Full time education Employed/Self Employed Unemployed Training Scheme Not Seeking Employment Other Employment Status (Females) 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Page 130
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29 National Aim 3: Outcome Improvement Plan • WD CJP will undertake an SNSA with key partners create a Standard Operating Protocol to support the continuity of resident’s health and social care needs when moving from a custody to community setting. WD CJP will assume a “whole person – whole system” approach to ensure that all needs are met. • WD CJP will work in partnership with housing partners to ensure safe and secure housing from custody to community in line with the SHORE standards. An SNSA will be undertaken to better understand the use of HDC in the locality. WD Housing will share data contributing to justice outcome improvement planning activity. • WD CJP engage in discovery activity regarding the needs of those on remand. This will be informed by NHS GGC ‘Community Justice & Remand population Health Needs Assessment’ • WD CJP will work closely with WD ADP and WD HSP to better understand the Custody to Rehabilitation landscape and ensure that the needs are met for this particular cohort of justice service users. • WD CJP will work in partnership with The Lennox Partnership to ensure that the needs of justice services users are met regarding employability/training. • WD CJP will establish multi-agency working groups that supports the deliverables attached to National Aim 3: • Custody to Community Working Group • Women & Justice Working Group • Authentic Voices working Group National Aim 4. Strengthen the leadership, engagement, and partnership working of local and national community justice partners. Priority Action 11. Deliver improved community justice outcomes by ensuring that effective leadership and governance arrangements are in place and working well, collaborating with partners and planning strategically. Priority Action 12. Enhance partnership planning and implementation by ensuring the voices of victims of crime, survivors, those with lived experience and their families are effectively incorporated and embedded. Priority Action 13. Support integration and reduce stigma by ensuring the community and workforce have an improved understanding of and confidence in community justice. National Aim 4: Outcome Improvement Plan: • WD CJP will ensure governance over the activity of the working/steering groups. Each working/steering will develop a clear terms of reference, data collection and analysis requirements and report directly to WD CJP. • WD CJP will work collaboratively with local strategic partnerships, planning groups, and those with lived experience. • WD CJP will undertake self-assessment to contribute to quality improvement and service development activity. • WD CJP will commit to hosting regular Information and Awareness raising events; develop communications pathways; and engage in other profile raising activity, to help stakeholder partners better understand the benefits to a trauma informed approach to justice . Page 131
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30 • WD CJP will commit to training all justice staff to a trauma skilled level. • WD CJP will establish a multi-agency working group that supports the deliverables attached to National Aim 4: • Authentic Voices Working Group Page 132
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Community Justice Outcome Activity Across Scotland - Local Area Annual Return Template April 2024 Community Justice Scotland Ceartas Coimhearsnachd Alba Community Justice Outcome Activity Across Scotland Local Area Annual Return Template Reporting year April 2023 – March 2024 Item 12 Appendix 2 Page 133
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Community Justice Outcome Activity Across Scotland - Local Area Annual Return Template 1. Background ........................................................................................................................ 2 2. Statement of Assurance and Data Usage .......................................................................... 2 3. General principles of the template .................................................................................... 3 4. How to fill in the template ................................................................................................. 4 5. Community Justice Partnership / Group Details ............................................................... 5 6. Template Sign-off from Community Justice Partnership / Group Chair............................ 5 7. Governance Arrangements ................................................. Error! Bookmark not defined. 8. The year overall.................................................................................................................. 7 Priority Action One ..................................................................................................................... 9 Priority Action Two .................................................................................................................. 10 Priority Action Three ................................................................................................................ 12 Priority Action Four .................................................................................................................. 13 Priority Action Five ................................................................................................................... 14 Priority Action Six ..................................................................................................................... 17 Priority Action Seven ................................................................................................................ 18 Priority Action Eight ................................................................................................................. 19 Priority Action Nine .................................................................................................................. 21 Priority Action Ten ................................................................................................................... 23 Priority Action Eleven............................................................................................................... 25 Priority Action Twelve .............................................................................................................. 27 Priority Action Thirteen ........................................................................................................... 29 9. Look ahead for your local area. ....................................................................................... 30 1. Background This reporting template has been developed in discussion with community justice representatives from local areas. This template is designed to enable local areas to report on progress towards the community justice outcomes. 2. Statement of Assurance and Data Usage The information submitted to CJS using this template will be used by CJS in its role to monitor, promote and support improvement in, and keep the Scottish Ministers informed about, performance in the provision of community justice. In line with provisions in the Data Protection Act 2018 and the General Data Protection Regulation (GDPR), CJS will use appropriate data to ensure that there is continuous reporting, development and progress towards the national outcomes. By providing data to CJS you are consenting to its use by CJS as indicated. Community Justice Partnerships Page 134
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3 should be aware that any information held by CJS is subject to statutory Freedom of Information obligations. Completion of the template can help local partnerships to fulfil their requirements under s23 (1b) of the Act by using the developed content to inform the production of the publicly facing summary statement of annual progress. 3. General principles of the template The template and guidance have been developed using the following principles: • Support CJS in developing the evidence base for local community justice activity and progress across Scotland within the reporting year • Support CJS to comply with their duties set out in the Act, Sections 26-30 • Support local partners to comply with their local reporting requirements set out in section 23 of the Act. Page 135
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4 4. How to fill in the template The return should be completed and consulted on with partners involved in community justice in your local area. In line with the Act this includes statutory partners, third sector bodies involved in community justice in relation to the area, and such community bodies other persons as partners consider appropriate. CJS expects that completion of this template will be a collaborative effort. This template incorporates guidance to support completion, with the text (in blue) providing reflective prompts to consider when developing your answer, which can be deleted and replaced with your response. These should be considered together through the development of your answer rather than addressed individually. There is no expectation that areas will return substantial numerical data. It is likely that local areas will not have the national data indicators set out by the Community Justice Performance Framework at the time they are completing this template. It is not anticipated that CJS will routinely use or refer to local level national indicator data in the context of the national outcome activity annual report. If in developing the national report it becomes apparent that local-level data may support further analysis of particular outcomes, for example in identifying potential recommendations, exploring data outliers, or areas for further development, we expect this to be taken forward in discussion with the relevant local areas and partners. Instead, we want partners to focus on the qualitative evidence drawn from their activity and insights about impact. Relevant local supporting evidence from the CJS improvement tool that will supplement the national indicator data has been specified under each national outcome in this template. We would encourage partners to develop the response to this template in conversation with each other and view it as an opportunity to reflect on your strengths and needs in partnership. Where the template asks for evidence, a written response will suffice and there is no expectation that you send additional supporting documentation – if there are any aspects CJS is unclear on, it will be our responsibility to request clarification where necessary. If any response or evidence requires details about people with lived experience (e.g. evidence in respect of someone’s life story) please DO NOT include any identifiable personal or sensitive information (as outlined in Schedules 2 & 3 of the Data Protection Act 1998) as CJS does not require such information. If this is unavoidable then please ensure that the data is fully anonymised. If you have any queries about completing the template, then please email CJSImprovement@communityjustice.scot. Page 136
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5 5. Community Justice Partnership / Group Details Name of local authority area/s West Dunbartonshire Council Name and contact details of the partnership Chair Name: Beth Culshaw Email: beth.culshaw@ggc.scot.nhs.uk Telephone: 01389 738282 Contact for queries about this report Name: Dominique Haggerty Email: Dominique.haggerty@west-dunbarton.gov.uk Telephone: 07904 996649 6. Template Sign-off from Community Justice Partnership / Group Chair I, Beth Culshaw, confirm that the local community justice partnership representatives have agreed this return as an accurate record, returned to CJS by 27 September 2024. Date:……27th September 2024 Name:…Beth Culshaw, Chief Officer, West Dunbartonshire HSCP Foreword: I am delighted to present this year’s annual report reflecting the progress and positive developments across the Community Justice partnership in West Dunbartonshire. The investment in a full time co-ordinator whose energy and commitment has enthused others, enabling The Partnership to develop the necessary focus aligned to national reporting and priorities and aims whilst being informed by our local data. All Partners have worked with enthusiasm and effectively together to develop both the foundational sub -group arrangements which drive the work of the partnership and start to realise the contribution that relevant partners can make in ensuring community provision and prevention is at the heart of all that we do. I want to thank all those involved in the significant progress made in the last reporting year which we will continue to build on, and recognise the contribution from the Violence Reduction Unit with a representative member becoming part of our Community Justice Partnership, which is helping us to expand and strengthen the voices of those with lived experience to shape and design local delivery. I am confident we have made significant strides in progressing our Community Justice ambitions in West Dunbartonshire and will continue to build on our success as a partnership going forward. Page 137
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6 Last year, we asked partnerships to describe their governance structure for community justice arrangements and include links to wider community planning. Please describe any substantive changes since your previous answer. West Dunbartonshire’s (WD) Community Justice Partnership (CJP) governance arrangements have varied slightly since the last annual returns The CJP reports Into the Community Planning Management Group as a distinct and identified partnership as part of West Dunbartonshire’s planning arrangements, As part of our delivery plan for outcome improvement activity – the CJP has established working sub-groups with their own Terms of Reference (ToRs) for individual work strands. These sub groups are operational groups with no decision making authority. The working groups feed into the CJP strategic group where recommendations and required decision making are reported and considered by Community Justice Partnership. The following integrated partnership subgroups have been established. • Authentic Voices • Prevention and Early and Effective Intervention (Including, Care and Risk Management for Young People) • Women and Justice (Joint working group with the VAWGP) • Custody to Community • Arrest Referral Scheme (Joint working group with the ADP) • Caledonian System (Integrated working group with Children & Families Social Work) Page 138
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7 WD CJP membership WD HSCP Chief Officer (Chair) Chief Social Work Officer/Head of Service Children’s Health and Justice Head of Service: Addictions, Mental Health and Learning Disability Head of Service for Strategy and Transformation Justice Social Work Manager Community Justice Coordinator Health Improvement Lead - Community Justice NHS GGC Chief Officer Housing, Employability and Communities Police Scotland Scottish Courts & Tribunal Service Scottish Fire & Rescue Service Scottish Prison Service Third Sector: Chief Executive, WD Community & Volunteering Services WD Working 4U Service Manager Mentors in Violence Reduction Chief Officer Education Skills Development Scotland West College Scotland 7. The year overall This section should be used to reflect some of the a) challenges/negative implications and b) opportunities/positive implications from the reporting year on the community justice partnership. This can include impact on the improvement activity, partner collaboration, and delivery of services. Challenges / Negatives From April 2022 – October 2023 WD CJP didn’t have a full-time community Justice Co- ordinator. The new co-ordinator came into post in October 2023 and full strategic consideration and planning for community justice statutory duties was actioned. Activity from April – October related to supporting partners to understand their statutory duties, contributing to the Arrest Referral Scheme Pilot, and trend data analysis to better understand the landscape in WD. Following the arrest referral pilot, activity in this regard has ceased whilst the partnership waits on direction from Police Scotland who are the leading agency responsible for the co- ordination and delivery of the scheme nationally. Future work will be a collaborative approach inclusive of all relevant services and will seek to expand on the limitations of the pilot. Funding is an ongoing issue. With the move to reduce prison populations and strategically a presumption in favour of community-based sentences, Justice Services are required to provide a wider portfolio of services but with no enhancement to current budget. This clearly presents challenges in terms of service provision and delivery, with core service delivery in justice being augmented by Health and Social Care Partnership (HSCP) reserves for the last 3 financial years which have now been exhausted. Page 139
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8 Positives / Opportunities Notwithstanding the budgetary pressures, since October 2023 there has been much positive progress in the Community Justice landscape across WD. Stakeholder partners have been committed to understanding their statutory duties and undertakings and the partnership has now established integrated process and procedures along with a unified approach to outcome improvement activity. The enthusiasm and commitment form a range of partners in developing the sub- group structures to drive out priorities and aims forward has been exceptional and given clear and discrete focus to areas of development and improvement. The recruitment and investment in a full time co-ordinator post to enable and support the partnership to work effectively and develop the necessary structures to deliver on the priority aims and actions has been key to taking the partnership to the next level in delivering on its ambitions. The appointment through the national violence reduction unit of our lived experience advisor as part of the partnership has been a significant development in helping the partnership to put lived experience at the heart of local development and ensuring those voices shape service for the future Community Justice Outcome Improvement Plan (CJOIP) WD CJP have developed and created their CJOIP for 2024-2026, informed by a six year data analysis to develop and inform the priority areas – a thorough data analysis is provided in the CJOIP document. WD Delivery activity will be driven by the identified subgroup activity. The Community Justice Outcome Improvement Plan is in the process of being formatted and will be ready for publication in October 2024. As part of the CJOIP activity WD CJP will deliver on outcome improvement planning via thematic working groups that each have their individual ToRs and clear data gathering and analysis arrangements. All stakeholder partners have been heavily invested in their contribution to the CJOIP. Partners have contributed to the creation and development of thematic working groups and associated ToRs. Stakeholder partners are chairing the working groups relevant to their expertise and are leading on their contribution to the CJOIP. • Authentic Voices (Chair: Authentic Voices Lead Advisor) • Prevention and Early and Effective Intervention including CARM (Chair: CJ Co- ordinator/VAWG Lead Officer) • Women and Justice (Chair: Women Safety & Support Service: WD Justice Team Manager) • Custody to Community (Chair: WD Justice Social Work Manager) • Arrest Referral Scheme (Chair: Police Scotland) • Caledonian System (Chair: WD Justice Caledonian Systems Team manager) • Performance & Audit (Chair: Justice Social Worker Team Manager) Page 140
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9 Priority Action One Enhance intervention at the earliest opportunity by ensuring greater consistency, confidence in and awareness of services which support the use of direct measures and diversion from prosecution Nationally determined outcome: More people successfully complete diversion from prosecution1 Local Evidence • Mechanisms are in place to understand the views of people undertaking diversion from prosecution and are used to support improvement. • Mechanisms are in place to understand the views of people supporting the delivery of diversion from prosecution and are used to support improvement. What activity has taken place to increase successful completion of diversion? What impact has there been as a result? To increase the successful completion of Diversion within West Dunbartonshire, we have taken the following actions: • Increased our staffing to support the increase in volume of individuals being referred through diversion from prosecution by COPFS • Raised awareness within social work services to support individuals subject to diversions to meet their identified needs. i.e. referrals to Learning Disability/Mental Health • Joint work with staff from Justice Social Work and other disciplines to support service users successfully complete a period of diversion. • Established links and referral pathways to third sector support services • Use of outcome star to assess need and identify progress throughout the period of diversion. • Staff are linked to national forums to enable them to develop their knowledge and share practice experience with national colleagues. • Trained staff in the use of the Outcome Star needs assessment tool. • Linked with partnership areas including ADP, Housing Partnerships to enable them to support the individual address needs related to the behaviours linked to their behaviours. • Links to SFRS to appropriate awareness courses for individuals Service users have been supported to address needs linked to their behaviour that has brought them into conflict with the law and successfully remove themselves from becoming further entrenched in the justice system. 1 National Indicator: Number of diversion from prosecution: • assessments undertaken • cases commenced • cases successfully completed Page 141
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10 Priority Action Two Improve the identification of underlying needs and the delivery of support following arrest by ensuring the provision of person-centred care within police custody and building upon referral opportunities to services including substance use and mental health services Nationally determined outcome: More people in police custody receive support to address their needs2 Local Evidence: What activity has taken place to support people in police custody to access support? What impact has there been as a result? Police Scotland are leading with the Arrest Referral Scheme (ARS) as part of a national relaunch of the scheme based on learnings from its previous inception. WD ARS Pilot ended in august 2023 and there were recommendations for future activity. The original pilot included addictions services only and the report reflects on this activity. Recommendations from the pilot: 1. From the Contractors’ perspective, this work stream felt impactful and valued by the people who were supported in custody, who, almost without exception, responded as grateful and relieved to have made a connection with support services. It afforded the specialist addiction workers a chance to engage with people in need, at a time when they were very receptive to being modelled a vision of a better, healthier and safer future. It was an effective way to reach and connect with some people who were otherwise unknown to services and unlikely to have found their own way into support. 2. As such, it is the assessment of the Contractors that the withdrawal of this service after the two-year pilot is likely to have a detrimental effect on the wellbeing and support of people who find themselves in a custody setting – and our recommendation is that steps should be taken to secure ongoing funding as a means of mainstreaming this provision. 3. The Contractors also recommend a modified service specification which sites Arrest Referral Mentors within the Custody Suite setting as outlined in the previously submitted service development plan. This will undoubtedly support better collaboration and partnership between Police Scotland/Custody Suite personnel and Arrest Referral Mentors, and has the potential to improve referral rates and alcohol brief intervention rates. Based on learning from the pilot, a newly created ARS scheme working group has been established inclusive of all relevant stakeholder partners. This sub- group will support the strategic priorities of the CJP and the ADP and will work collaboratively to enhance outcomes for WD residents experiencing primarily mental health difficulties and or substance misuse issues. 2 National Indicator: • Number of referrals from custody centres Page 142
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11 Group: Arrest Referral Scheme Group Purpose: The high level objective for the group is to support the roll out of the ‘Arrest Referral Scheme’ across the locality. The group will explore opportunity to create, develop and direct enhanced support that is underpinned by a trauma responsive, needs- led framework that effects desistance, diversion, and effectively reduces recidivism. The group will ensure each agency/service contributes towards the achievement of the outcome improvement plan by adopting a ‘whole - person’, ‘whole - family’, ‘whole - systems’ response to service intervention. The group will operate in a targeted manner for those high risk groups to mitigate the impact of being in conflict with the law by recognising the relationship between offending behaviour and complex needs. The group will seek to ensure that WD residents are afforded as much support as possible, provided the right support at the right time, ensuring enhanced outcomes and positive destinations for West Dunbartonshire residents. This model of intervention will seek to provide real opportunity for change for WD resident with complex needs and in turn contribute to making West Dunbartonshire’s communities safer. This multi-agency group will drive forward the ARS and use the CJS Targeted Resources Tool to guide meaningful data collection and analysis. Impact measure for the group will be available next reporting term as it is too early to report on outcomes this reporting period. Page 143
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12 Priority Action Three Support the use of robust alternatives to remand by ensuring high quality bail services are consistently available and delivered effectively Nationally determined outcome: More people are assessed for and successfully complete bail supervision3 Local Evidence • Mechanisms are in place to support a high quality bail assessment. • Referral pathways are in place that support identified needs of people on bail supervision. What activity has taken place to increase the use of bail, and support people to access services to address needs while on bail? What impact has there been as a result? To increase the use of Bail within West Dunbartonshire, we have taken the following actions: • Met with local sentencers to raise awareness of the option of Bail supervision and electronic monitoring as an alternative to remand. • Held awareness sessions for faculty colleagues. • Increased our staffing at the local Court to engage with service users, fiscals and lawyers in the support of Bail Supervision. • Trained staff in the use of the Outcome Star needs assessment tool. • Linked with partnership areas including ADP, Housing Partnerships to enable them to support the greater use of Bail within the local authority; • Developed relationships between legal representatives and court staff typically involved in court business to ensure bail assessments are requested timeously and available to sentencers. Service users have been supported to main family connections, maintain employment and address needs related to their offending as part of their engagement with bail supervision. 3 National Indicator: Number of: • assessment reports for bail suitability • bail supervision cases commenced • bail supervision cases completed Page 144
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13 Priority Action Four Strengthen options for safe and supported management in the community by increasing and widening the use of electronic monitoring technologies (EMT) No nationally determined outcome. Progress in delivering this priority action should be evidenced with reference to any relevant local activity. What activity has taken place in your area to increase the use electronic monitoring technologies? What impact has there been as a result? As part of ongoing discovery activity WD CJP is undertaking a Strategic Needs and Strengths Assessment (SNSA) to better understand the use of EMT in the locality. The SNA will be a collaborative activity inclusive of WD HSP, ADP, VAWGP and WD CPC strategic groups. There is minimum data available at this time and WD are seeking to work with relevant partners to obtain data to engage in analysis and exploration. The SNSA will be reported on in the forthcoming year and as part of self – assessment activity projected to take place May- September 2025. Recommendations will be shared with the CJP for strategic consideration, oversight and direction. Page 145
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14 Priority Action Five Ensure that those given community sentences are supervised and supported appropriately to protect the public, promote desistance from offending and enable rehabilitation by delivering high quality, consistently available, trauma-informed services and programmes Nationally determined outcome: More people access services to support desistance and successfully complete community sentences4 Local Evidence • Availability of local programmes to support desistance from domestic abuse and sexual offending. • Availability of referral pathways to support the needs of local population on community disposals. • Mechanisms are in place to understand the views of people with experience of community disposals to support improvement. • Mechanisms are in place to understand the views of the community justice workforce with regard to supporting the needs of people subject to community disposals to support improvement. WD HSCP funded ‘The Caledonian System’ in WD due to the consistently high domestic abuse prevalence rates in the locality. Staff training has been completed and assessments are now being undertaken in preparation for the group work programme. In partnership with CJS Caledonian Systems, WD CJP hosted a Stakeholder Event to allow partners to better understand the system and where it integrates with wider services, for example, the children’s recovery programme with wider children’s services planning arrangements. The event was very successful and well attended – elected members also attended the event. Since the stakeholder event there have been a further two information and awareness raising events held for partners with another two planned into 2025. These events have been held in partnership with WD Specialist Services and have well received in terms of the wider workforce understanding the response and intervention for men who engage with harmful behaviours. “Very informative session. Also great to hear from community justice agencies who are involved in the local authority and build knowledge of their services” (Comment from a delegate who attended the information and awareness raising event, the evaluations were overwhelmingly positive and the event will be part of ongoing CJP activity in 2024/25.) The Caledonian System activity will be driven by the Caledonian System Steering Group who will report into the CJP. 4 National Indicator: Percentage of: • community payback orders successfully completed • drug treatment and testing orders successfully completed Page 146
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15 Caledonian Steering Group Purpose: The high level objective for the group is to support embedding of ‘The Caledonian System’ across West Dunbartonshire. The group is responsible for directing enhanced and targeted activity and actions, which will ensure the fidelity of the system and associated men’s programme. Activity will be underpinned by a trauma responsive, needs-led framework that will contribute to wider activity effecting desistance, diversion, and effectively reduces recidivism with respect to Domestic Abuse and Violence. The group will seek to promote and evidence opportunity for meaningful behaviour change, increased safety, enhanced life opportunities and improved health, by developing a co-ordinated community response model that will, in turn, create safer communities. The group will work toward contributing to the local delivery plan committed to supporting: National Outcomes 2 Ensure that robust and high quality community interventions and public protection arrangements are consistently available across Scotland. Priority Aim 5 Ensure that those given community sentences are supervised and supported appropriately to protect the public, promote desistence from offending and enable rehabilitation by delivering high quality, consistently available, trauma-informed services and programmes. National Outcomes 4 Strengthen the leadership, engagement, and partnership working of local and national community justice partners. Priority Aim 11 Deliver improved community justice outcomes by ensuring that effective leadership and governance arrangements are in place and working well, collaborating with partners and planning strategically. The activity of the group will also contribute to commitments of The Equally Safe Strategy. Quality Standard No.4 Men desist from all forms of violence against women and girls and perpetrators of such violence receive a robust and effective response. The group has created Standard Operating Protocols and Risk Assessment and Safety Protocols between and across service areas to ensure that systems risk is mitigated ensuring the safety of women and children at all times. The group has clear links and pathways with the MARAC steering group to support victim safety activity. The group will seek to understand the views of the community justice workforce with regard to supporting the needs of people subject to community disposals to support improvement as part of ongoing development work. This will be reported on in the forthcoming year. Drug Testing & Treatment Orders The DTTO service is provided by an integrated care team working across West Dunbartonshire to support individuals whose offending is primarily due to their established addiction issues. The staff provide both medical intervention and social work support, encouraging recovery, reduced offending behaviour and promoting stability. Regular attendance at Court reviews from DTTO staff promote service user engagement and sentencers confidence in the use of this disposal. Page 147
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16 DTTO staff have established relationships with Addiction Recovery Services supporting services users in their choice of substitute prescribing and supporting links to recovery communities within the local area. What activity has taken place that will support people serving sentences in the community to desist from offending, address their needs, and help them successfully complete their sentence? What impact has there been as a result? We have commissioned services to provide digital support and learning to our service users in order to mitigate against digital poverty and develop access to Justice Services on a virtual platform. Staff continue to provide specialist Justice Supervision to those on community orders or licences, utilising their skills in risk assessment, individualised intervention programmes to enable service users address the cause and effect of their offending behaviours on themselves, families and communities. Ongoing collaborative work with the Council’s Greenspace project and colleagues from the third sector contribute to the local authority’s green space initiatives. Third sector partner, continue to deliver creative workshops using online platforms, designed around lived experiences. Our ongoing collaboration with The Wise Group provides additional support opportunities and the Libertie Project ensures service users are not disadvantaged in terms of digital poverty. New staff are being trained and existing staff annually updated on the suite of assessment tools used within Justice Social Work. A rolling programme of staff training being completed in Trauma Informed Practice to ensure service users are supported appropriately in all their interactions with the Justice Service. Strong partnership working evident in the planning of support for individuals being released from prison. Our justice and housing services are working closely together to ensure short stay accommodation is identified for individuals prior to release and support then provided to access a permanent tenancy During this year we have enhanced our unpaid work service by ensuring that tasks are meaningful to communities and provide learning opportunities for service users, including improving the environment and supporting charitable and voluntary organisations. Page 148
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17 Priority Action Six Ensure restorative justice is available across Scotland to all those who wish to access it by promoting and supporting the appropriate and safe provision of available services No nationally determined outcome. Progress in delivering this priority action should be evidenced with reference to any relevant local activity. What activity has taken place to make restorative justice available to people and support them to access it, and what impact has there been as a result? WD CJP is working in partnership with SACRO STOP Restorative Justice Service. The STOP Service is a Restorative Justice initiative that aims to target Hate Crime: ➢ Race ➢ Religion or belief ➢ Sexual Orientation ➢ Transgender Identity ➢ Disability ➢ Misogyny The individual referred to the service will participate in a bespoke programme of work which will aim to change the attitudes and behaviours associated with discrimination and prejudice, to understand the damage caused and to reduce the likelihood of future Hate Crime offences – STOP uses CBT (cognitive behaviour therapy) to challenge the way offenders think and act. STOP also provide information and education to communities and individuals affected by Hate Crime behaviours. STOP is a Scottish Government-funded service. This resource is available from anyone from age 12+ - the CJP will be looking at this resource as part of diversion for young people in conflict with the law – it will be linked with CARM/FRAME activity within the context of youth justice. This activity is a recent collaborative approach between WD CJP and SACRO reporting and impact evidence will be available in the forthcoming year. Evidence and impact reporting will support and inform considerations for wider use of RJ in the locality. Page 149
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18 Priority Action Seven Enhance individuals' access to health and social care and continuity of care following release from prison by improving the sharing of information and partnership-working between relevant partners Nationally determined outcome: More people have access to, and continuity of, health and social care following release from a prison sentence5 Local Evidence • Health and social care circumstances/care plans are reflected in collaborative plans for release. • Referral pathways and information sharing arrangements are in place to support timely access to health and social care supports upon release. What activity has taken place to support people to access health and social care support after release from prison, and what impact had there been as a result? To support the health and care need of people on release from prison WD CJP has created a Custody to Community Working Group to support delivery of this outcome. Group Purpose: The high level objective for the group is to support WD residents with all health and social care needs when returning to the community following a custodial sentence. The group will identify process, procedure, protocol, and opportunity for integrated partnership working across services including a co-ordinated and unified approach with the Scottish Prison Service. The group will ensure each agency/service contributes towards the achievement of the outcome improvement plan by adopting a ‘whole - person’, ‘whole - family’, ‘whole - systems’ response to service intervention. The group will operate in a targeted manner for those high risk groups by recognising the relationship between offending behaviour and complex needs. The group will seek to ensure that WD residents are afforded as much support as possible, provided the right support at the right time, ensuring enhanced outcomes and positive destinations for West Dunbartonshire residents. This model of intervention will seek to provide real opportunity for change for WD resident and in turn contribute to making West Dunbartonshire’s communities safer. 5 National Indicator: Number of transfers in drug/alcohol treatments from: • custody to community Page 150
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19 Priority Action Eight Ensure that the housing needs of individuals in prison are addressed consistently and at an early stage by fully implementing and embedding the Sustainable Housing on Release for Everyone (SHORE) standards across all local authority areas Nationally determined outcome: More people have access to suitable accommodation following release from a prison sentence6 Local Evidence • SPS admissions and liberations information is shared with relevant partners to support suitable accommodation planning. • Proportion of admissions where housing advice was provided. • Percentage of people leaving prison who have been housed by the local authority and have maintained tenancy for more than 1 year What activity has taken place to support people to access suitable accommodation following release from prison, and what impact had there been as a result? • In line with SHORE standards data obtained from the ISP is shared with housing services on a weekly basis. This identifies points of contact and required actions for people in custody who have been sentenced or remanded. • Initial contact is made to the relevant prison either by phone or in person and arrangements made to link in with prisoner. These appointments are carried out by the resettlement team either in the Link Centre, agent visits or phone calls to further afield prisons. • Housing Options interview takes place with prisoner, and from information gained, an assessment is carried out. Relevant agencies are contacted if involved with the person, (this list is not exhaustive however could involve CJSW, Health, Police, Housing). • Tenancy sustainment would always play a vital role in the assessment which could result in rent abatements for up to 12 months (currently under review), or the property could be sub-let in order to maintain the tenancy for the prisoner on release. This would be supported by engagement with housing services and other agencies involved with the prisoner in case there are mitigating circumstances meaning they cannot return to the original tenancy, e.g. victim location, ASBO involvement. 6 National Indicator: Number of: • homelessness applications where prison was the property the main applicant became homeless from Page 151
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20 • WDC have a Resettlement team who have their own temporary accommodation flats which are used for prisoner release if requiring homeless accommodation. The resettlement team work closely with the Justice services and have close working relationships with statutory cases. Within the Resettlement is the SOLO who has the responsibility of the MAPPA cases and stable/ suitable accommodation on release. • The resettlement team also benefits from a supported accommodation worker who provides housing support services to those in temporary accommodation. • Close links and referrals are also made with third sector organisations e.g. WISE group and SHINE. • Case studies in the past have shown WDC have housed people straight from custody to permanent accommodation. This can be a complex process and involves engagement and buy-in from all agencies involved. • Conversion of temporary accommodation to permanent accommodation is also made available depending on occupant needs/wishes and availability of accommodation. • Close working and referrals to Housing First for those with multiple and complex needs also takes place. Page 152
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21 Priority Action Nine Enhance individual's life skills and readiness for employment by ensuring increased access to employability support through effective education, learning, training, career services and relevant benefit services Nationally determined outcome: More people with convictions access support to enhance their readiness for employment7 Local Evidence Effective links between the Local Employability Partnership (LEP) and Community Justice Partnership supports: • local employment, education and training providers to respond to the needs of those with convictions • local employment, education and training providers are confident and competent in providing effective conviction disclosure support • local employers to develop more inclusive recruitment processes and employ people with convictions. • Referral pathways are in place to connect people to appropriate services and support: ▪ at commencement of, during and at the end of a CPO ▪ following release from custody. What activity has taken place to support people to access employability support, and what impact had there been as a result? WD CJP have engaged with the West Dunbartonshire Local Employability Partnership to establish those with convictions and those with experience in community in the community justice process/system as a key target group. The employability strategic partners consist of those organisations that invest resources to support local people to overcome barriers to employment opportunities and identify, secure and keep work improvement. The West Dunbartonshire Strategic Employability Group membership consists of representatives from both statutory and voluntary partners within the employment and training arena. The strategic group is supported by a ‘Creative Design’ Group consisting of service providers working together to overcome barriers to partnership working. It is also supported by a ‘Community of practice’. The community of practice consists of frontline staff working together to identify barriers that prevent the key target groups from accessing services. All three groups, strategic partnership, creative design group and community of practice are aware of the importance of providing support and the steps being taken. WD LEP’s approach centres on customised services that are responsive to those with multiple barriers to opportunity. We have a commitment to ensuring clients are treated 7 National Indicator: Percentage of: • those in employability services with convictions Page 153
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22 with dignity and respect at all times and there is a clear focus on fair work and sustainable outcomes. The partnership members not only deliver services directly to identified target groups but also commission specialist services to meet the needs of people within the community justice system. As a result of the activity West Dunbartonshire Employability partnership members have: Raised Visibility and Awareness • Engaged with, and have representation on, the community justice partnership group and appropriate subgroups. • Provided the opportunity for the community justice co-ordinator to promote CJ priorities at partnership meetings. Established Pathways and Progression • Identified those with experience of criminal justice as a key target group for support. • Established contacts with local prison (Low Moss) and initiated dialogue for establishing connections with Greenock prison. • Established referral routes to mainstream employability support and associated benefits advice and learning opportunities. • Commissioned specific, specialist support from a local service provider for those with CJ experience. Supported Employability and Learning Skills • Located an employability support worker within community justice service offices. • Established a single point of contact for access to specialist support. • Provided employability and learning support to CJ experienced clients. Developed Progress Monitoring and Reporting Processes • Established a monitoring framework to record the levels and type of support and outcomes. • Established a process for reporting outcomes and progress. • Established ad hoc and periodical reports highlighting quantitative outcomes (numbers supported, numbers achieving a positive outcome). • Provided the CJ partnership with information and data about progress. Page 154
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23 Priority Action Ten Enhance community integration and support by increasing and promoting greater use of voluntary throughcare and third sector services Nationally determined outcome: More people access voluntary throughcare following a short term prison sentence8 Local Evidence • Mechanisms are in place for partners to support people serving short term sentences. • Proportion of people liberated from short term custody: i. made aware of support ii. accepting support offer iii. with a co-ordinated pre-release plan in place. • Mechanisms are in place to understand the views of people accessing voluntary throughcare to support improvement. • Mechanisms are in place to understand the views of community justice partners in delivering voluntary throughcare to support the needs of people leaving short term custody. What activity has taken place to support people to access voluntary throughcare? What impact had there been as a result? Due to the changing National landscape in regard to the national Voluntary Throughcare Service WD CJP is undertaking an SNSA to support this activity. WD CJP is in the process of establishing a working group to engage with discovery activity that combines both voluntary and statutory throughcare. Group Purpose: The high level objective for the group is 2 fold: 1. To support WD adults with all health and social care needs when returning to the community following a custodial sentence regardless of sentence length. 2. To support WD young people who have been looked after & accommodated with all health and social care needs as part of throughcare duties and undertakings. The group will identify process, procedure, protocol, and opportunity for integrated partnership working across services including a co-ordinated and unified approach with the Scottish Prison Service and Secure & Residential Estates. The group will ensure each agency/service contributes towards the achievement of the outcome improvement plan by adopting a ‘whole - person’, ‘whole - family’, ‘whole - systems’ response to service intervention. The group will operate in a targeted manner for those high risk groups by 8 National Indicator: Number of: • voluntary throughcare cases commenced Page 155
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24 recognising the relationship between behaviour that is in conflict with the law, complex needs and recidivism. The group will explore opportunity to create, develop and direct enhanced support that is underpinned by a trauma responsive needs-led framework that effects desistance, diversion, and effectively reduce recidivism. The group will seek to ensure that WD residents are afforded as much support as possible, provided the right support at the right time, ensuring enhanced outcomes and positive destinations for West Dunbartonshire residents. This model of intervention will seek to provide real opportunity for change for WD resident and in turn contribute to making West Dunbartonshire’s communities safer. This group is in the early developmental phase and is awaiting a national steer in terms of provision and delivery of voluntary Throughcare. Discovery and delivery activity will be reported on in the forthcoming year. This group will have clear links to the other thematic working groups namely: Custody to Community, Women in Justice and Authentic Voices. Page 156
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25 Priority Action Eleven Deliver improved community justice outcomes by ensuring that effective leadership and governance arrangements are in place and working well, collaborating with partners and planning strategically No nationally determined outcome. Progress in delivering this priority action should be evidenced with reference to any relevant local activity. Local evidence: • Mechanisms are in place to support engagement in each local authority, specifically: o a community justice outcomes improvement plan (CJOIP) o a participation statement o an annual report on progress towards nationally and locally determined outcomes. • Mechanisms are in place to support an effective interface between national partner organisations and their local representatives within Community Justice Partnerships. • Evidence of mechanisms to engage non-statutory partners in strategic planning • Use of the Care Inspectorate 'self-evaluation guide to support quality improvement for community justice in Scotland', with focus on Leadership and Direction How has your partnership worked to develop local leadership and enhance strategic planning and collaboration? What impact had there been as a result? WD CJP has created and developed the first Community Justice outcome Improvement Plan for the Authority – the report will be ready for publication in September 2024. The CJOIP was created and developed in partnership with all stakeholder partners who collectively agreed the strategic outcomes priorities and their commitment to the thematic working groups. Each thematic Group is chaired by a stakeholder partner who will lead on the activity, data collection and analysis and co-ordinate the group’s outcome improvement activity. The CJOIP has a clear participation statement: Participation Statement WD CJP is committed to continue to engage with WD residents, listen to them, and empower them to influence, contribute, and shape, strategic outcome priorities and enablers across and between all facets of WD Justice Service’s portfolio. To inform our Community Justice Outcomes Improvement Plan (CJOIP), WD CJP created engagement and participation opportunities with justice service users (previous and current), justice staff and mangers, partner members of the CJP, and the wider workforce and community. Participation activity is detailed in the CJOIP. All stakeholder partners and partners without a statutory duty have contributed to outcome improvement planning activity and subsequent working group activity. The input from partners has been excellent and has allowed for varying work streams to be progressed. Of note the partner who contribute to WD CJP without any statutory obligation are: Page 157
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26 • Council for Voluntary Services (CVS) CVS created the new Partnership logo so that WD CJP is identifiable and has its own unique identity as a community planning partner – raising the profile of Community Justice with wider partners and across the locality. CVS have further supported the formatting of the CJOIP and staff resource directory making them both user friendly. CVS invited community justice to provide an input at their annual conference allowing third sector partners to better understand what Community Justice is and why the third sector contribution to outcome planning is vital. The input was very well received and there have been many networking opportunities as a result. https://wdcvs.com/success-story/making-connections-conference-2024/ • West College Scotland (WCS) WCS have attended the CJP and are now partners in working groups exploring wider education opportunities for those on the fringes of justice of those who have just returned back to the community from a custody setting. All partners have contributed to this end of year report. Partners have been heavily invested in contributing to Community Justice Activity across the locality and this year’s successes are testament to the commitment of partners working towards unified outcomes. In terms of national partnership working the Community Justice Co-ordinator sits on the following National Groups: • MATSIN Justice Forum • National VAWG Partnership • Health Improvement in Police Custody (Police Scotland Targeted (ToM) Operating Model) • Community Justice and Health Improvement WD Justice Social Work Officer sits on the following National Groups: • Social Work Scotland; Justice Standing Committee • Prevention and Early Intervention Operational Forum (chair) • Prevention and Early & Effective Intervention Strategy group (vice chair) WD CSWO sits on the following National group: • National Chief Social Work Officers group Due to the partnership being in a development phase, the Use of the Care Inspectorate 'self- evaluation guide to support quality improvement for community justice in Scotland', will be implemented as part of impact reporting for the forthcoming year Page 158
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27 Priority Action Twelve Enhance partnership planning and implementation by ensuring the voices of victims of crime, survivors, those with lived experience and their families are effectively incorporated and embedded No nationally determined outcome. Progress in delivering this priority action should be evidenced with reference to any relevant local activity. How has your partnership worked to understand and incorporate the voices of victims of crime, survivors, those with lived experience and their families into partnership planning and implementation? What impact has there been as a result? WD CJP has created a working group that will seek to better understand the experiences of justice service users and address their needs within this context. The Authentic Voices working group is responsible to drive this activity: Purpose: The high level objective for the group is to ensure that WD Justice Services collate the view of service users, ex-service users, staff groups, families and other relevant stakeholders to ensure future service provision is borne out of co-production and creates real opportunity for meaningful behaviour change, enhanced life opportunities, improved health, and creates safer communities. The group will explore opportunity to create, develop and direct enhanced support that is underpinned by a trauma responsive needs-led framework that effect desistance, diversion, and effectively reduce recidivism. Membership: WD Authentic Voices Advisor WSSS Team Manager Community Justice Co-ordinator Recovery Co-ordinator Alternatives Manager DACA Manager Trauma Informed Practice Lead Working 4U Team Leader Engagement & Participation Officer Y-Sort-It The Promise Manager Routes Project Action for Children Champions Board MECOPP The group is currently undertaking an Authentic Voices Survey with justice service users and ex-service users. This will explore the varying experiences of different populations including: those with addiction issues, mental health issues, gypsy/traveller community; young people in conflict with the law and the experiences of women and justice. Women and Justice Working Group: Activity will be directed as part of a thematic working group. Group Purpose: There are 2 high level objectives for the group: 1. To engage in discovery activity to better understand the experience of women who come into conflict with the law. The group will seek to explore opportunities and resources for women that affect desistance, diversion, create meaningful opportunity for behaviour Page 159
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28 change and effectively reduce recidivism. The group will operate in a targeted manner to address the needs of women who come into contact with the justice system recognising the relationship between offending behaviour and intersectionality. 2. The group will further engage in discovery activity in regard to women as victims/women’s safety within in the justice setting; seeking to better understand service generated risk, process and protocol generated risk, and systemic risk that act as barriers to women’s safety and positive outcomes. Research is underway and will be undertaken in collaboration with SafeLives and the Improvement Service: Research Objectives: 1. To explore the relationship between women’s experience of GBV and what they found effective in supporting ability to engage in justice processes. 2. To explore barriers to engagement and views on what could improve that experience. 3. At contact points with justice processes/services where and how was trauma and impact of GBV responded to that improved outcomes for women and supported recovery. 4. Inform and support improvement of trauma responsive justice provision for women to enable desistence of offending and exit from justice services. This activity is in the developmental phase and further details will be reported in the forthcoming year. . Page 160
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29 Priority Action Thirteen Support integration and reduce stigma by ensuring the community and workforce have an improved understanding of and confidence in community justice Nationally determined outcome: More people across the workforce and in the community understand, and have confidence in, community justice9 Local Evidence Community justice partner contribution to joint activity across policy areas to tackle stigma. What partnership-driven activity has taken place to improve understanding of and confidence in community justice across the workforce and local community? ➢ WD CJOIP has been a rolling agenda item that has been discussed at each CJP meeting. Partners and the wider workforce have been provided with a ‘7 minute briefing’ to help them better understand the aims and objective of the ‘Vision for Justice in Scotland’; the ‘National Strategy for Community Justice’; and the ‘Community Justice Strategy: Delivery Plan’. ➢ Focused sessions were arranged for partners to come together as part of working groups to discuss themes and direction of particular work strands relevant to the group’s undertakings to direct and shape the outcomes and improvement activity to the National Aims and identify local priority areas. ➢ Multi-agency partner stakeholders Information and Awareness raising sessions have been hosted (including opportunity for local Elected Members) to provide an overview of Community Justice as a whole; the work, purpose, and function of the WD CJP and ‘The Caledonian System’. There have also been drop in sessions to support this activity. ➢ Discussion on local priority aims and deliverables took place across wider working groups and in meetings with other partnerships including WD ADP, WD HSP (Housing Solutions Partnership), WD VAWGP (Violence Against Women and Girls Partnership); WD LEP (Local Employability Partnership); and WD Safe DIG (Development & Implementation Group). ➢ Following ratification of the draft CJOIP the document was sent to wider staff groups for comment and consideration, all inclusions and amendments contributed to the final published draft. ➢ Community consultation for ‘The Caledonian System’ was undertaken ensuring the voices of women victims, children victims and the wider community were captured in regard to understanding the System’s function; the need for such provision; and support for such an intervention within the local community. Information and Awareness raising sessions have been held to help staff groups to better understand the system and the need for such a joined up approach to tackling Domestic Abuse in West Dunbartonshire. Peer review from multi-agency managers, staff and WD VAWGP was sought for the ‘Caledonian System’ strategic Risk Assessment and Safety Protocol’ along with the ‘Standard Operating Protocol’. 9 National Indicator: Percentage of people who agree that: • people should help their community as part of a community sentence rather than spend a few months in prison for a minor offence Page 161
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30 ➢ WD CJP consulted with all local community justice partner’s organisations strategic plans, safeguarding potential conflict between WD CJP strategic direction and those of our partners ensuring that important areas or themes were not omitted when devising our CJOIP. ➢ WD CJP worked closely with Community Justice Scotland (CJS) in particular the ‘Community Justice Improvement Tool’ and new Community Justice ‘Targeted Resource to Support National Outcome Improvement Planning in Local Authority Areas Tool’. The new targeted resources were reviewed by relevant service areas for scrutiny an applicability. Comments and considerations were shared with CJS. ➢ ‘The Community Service Support Tool’ (CSST) developed by CJS was peer reviewed with WD VAWGP and WD ADP to ensure due diligence and allow partner comment, consideration and discussion regarding potential service generated risk across and between service areas. Comment and consideration were shared with CJS ➢ In developing the Community Justice Outcome improvement Plan (CJOIP), WD CJP carried out an Equalities Impact Assessment (EIA). The purpose of an EIA is to work out how a policy or function will affect the wellbeing of different groups of people with particular needs or who are disadvantaged in some way. An EIA is an opportunity to drive fairness and good practice. As part of the EIA, and in line with the Fairer Scotland Duty, WD CJP also considers the socioeconomic impacts of its policies, process and strategies. WD CJOIP EIA and ‘The Caledonian System’ EIA can be located on the HSCP website. WD CJP is committed to better understanding equalities duties and undertakings, to ensure that service provision is accessible and inclusive. 8. Look ahead for your local area. Please tell us what the next steps are for your partnership. WD CJP will work to embed the activity of the thematic working groups. The groups and proposed SNSAs will guide future activity and priority actions. Page 162
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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 February 2025 Name and email of lead contact Gail MacFarlane Gail.macfarlane@west-dunbarton.gov.uk 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, process ongoing. • Planning application for Phase 1 works granted in November 2024. • Phase 1 works principal contractor appointed in December 2024, works are due to start on site in February 2025. • Demolition of units to rear completed. • Funding deadline has been extended to March 2026 Town Centre • Shared Prosperity Funded shopfront improvement grants scheme has now closed for new applications. 9 businesses in Dumbarton took advantage of the Shared Prosperity Funded shopfront improvement grants. Alexandria • Restoration of Smollett Fountain complete inclusive of the feature lighting. Item 13 Page 163
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• Ballot on Business Improvement District took place on 14th November and the result was in favour of establishing the BID. It will formally be in place from 1st April 2025. • 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 4 designs for Alexander Street have been completed, It is expected that the works will be tendered in February/march and will start on site in the Summer. • Design team to develop and deliver Mitchell Way public realm improvements have commenced; community engagement will take place in April 2025, with targeted stakeholder sessions happening throughout March. 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 2024. The opportunity to lease the centre was advertised by Asset Management. • UK Government have confirmed that the Town Fund will be maintained however capital funding has been delayed till 26/27 • Updated guidance for the Town Fund is awaited from the new UK government, a Clydebank Town Board meeting will be organised once the guidance has been received. Economic Development Manager and Town Board Chair are due to meet 26 February 25. • Shared Prosperity Funded shopfront improvement grants scheme has now closed for new applications. 7 businesses in Clydebank took advantage of the Shared Prosperity Funded shopfront improvement grants. Exxon • 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 infrastructure works began on site in January 2025. • Project Board is considering options on how to market the site. • Enabling works started on site in January and contractor, Balfour Beaty attended an elected members briefing to provide an up-date. Scottish Marine Technology Park • Scottish Enterprise are working on their own appraisal of the SMTP proposal following a positive meeting with Council in December. Page 164
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• The Malin Group await the decision of their recent Investment Zone bid. They expect to hear following a Glasgow City Region Cabinet meeting in February. • The Malin Group and the Council are progressing discussions on a future feasibility study to support decision making around the access to the site. Other City Region • There is approximately £120m of funding being made available across the Region due to the reprogramming of City Deal, and specifically the transferring of responsibilities of the Glasgow Airport Rail Link to Clyde Metro. Half of the funding is proposed to be spent on helping meet inflation costs for existing City Deal projects, including the Exxon Infrastructure Project. UK Government had previously requested that the remaining £60m be spent on a new project that must demonstrate a significant impact across the City Region, and should be led by one Member Authority. The City Region PMO is proposing that it should be spent on Region-wide delivery of commercial and industrial units. The Council has submitted 3 expressions of interest in developing and/or refurbishing industrial units in each of Alexandria, Clydebank and Dumbarton. The Council expected to hear a decision in this by the end of February 2025. Business Support • During the period April – December 2024, 153 clients have been provided with assistance through Business Gateway to start-up in business. (target 135) • Applications continue to be received for the business support interventions funded through the UK Shared Prosperity Fund. To date, the fund has supported ➢ Recovery & Growth grants; • 16 E:- ➢ 19 arly-Stage Growth grants; ➢ 4 Working Towards Net Zero grants; ➢ 3 Enhancing Tourism Events & Attractions grants and; ➢ 24 businesses have been provided with specialist expert help. • 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, 11 businesses have been referred for a carbon baseline assessment. (target 12) • IRED Committee approval was obtained in November 2024 to commence consultation to investigate the potential of implementing a visitor levy in West Dunbartonshire. The stage 1 Visitor Levy consultation survey is now live and Page 165
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will close on 28 February 2025. The survey will help to raise local awareness and provide initial feedback from residents, businesses and visitors which will assist with the development of stage 2 of the consultation process. • A Green Skills Business Training Grant has been developed to assist local businesses to improve their green skills. This grant provides 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 and External Wall Insulation. West College Scotland are assisting with the promotion of the grant which can help contribute to the costs of their green skills training courses. Employability/Learning/Income Maximisation Working4U continues to work in partnership with providers to offer a range of employability support across all stages of the employability pathway. Commissioned grant providers are working well across West Dunbartonshire to reach shared outcomes of supporting those with barriers to employment engage successfully with employability support services. This commissioned provision supplements the core key worker service within W4U who case manage service users across the employability pathway. Eighteen providers are working with specific target groups across West Dunbartonshire many offering specialist support. I was Gonnae is offering a 5 week employability course aimed at engaging and supporting parents through music and personal development workshops focussing on soft skills development, confidence building, CV writing using music and song writing as the engagement tool. Work continues with Community Justice with our funded partner The Lennox Partnership engaging with Lowmoss and Barlinnie prisons to support prisoners pre- lease with employability advice and guidance. Partnership working is enhancing the offer to those residents with community justice experience with services who specialise in this area. This specialist support complements and enhances core employability offered by Working4U. In the first three quarters of the financial year (24/25) our learning and employability services in partnership with external service providers have achieved the following outcomes: Name Q1/Q2/Q3 2024/25 Value Annual Target Total number of local people being supported through apprenticeships 354 303 Number of new employers supported by W4U 82 80 Page 166
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Number of local people entering employment through Working 4U 393 417 Number of local people entering education or training 871 821 Number of local people gaining a full qualification 757 674 The teams have surpassed their anticipated target for the quarter and are on track to achieve their annual targets in all our key performance areas. In addition to maximising access to opportunity and income from employment, the Working4U team and partners have supported residents to maximise income from benefits and reduce costs by managing debt. Name Q1/Q2/Q3 2024/25 Value Annual Target Total Value (£) of Income Generated £6.98m £5.2m Value (£) of debt managed £961,761 £1.2m The teams have surpassed their anticipated outcomes for the quarter and are on track to achieve the annual targets. 2 Outline of any issues/risks and how these are being managed Regeneration Some government grant schemes have been suspended or reduced which limits funding for future projects and for funding any projects that originate from the community. 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. Page 167
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Employability The risks for the employability service centres on the ability to secure reliable external training providers capable of delivering services in the local area. We are managing this by providing each grant recipient with a key contact and providing them with the opportunity to identify delivery challenges at an early stage. Additional risks centre on the continuation of funding for employability service provision. We will continue to review the operating environment to identify potential sources of grant income. We have been informed of the level of funding for the interim year of UK Shared Prosperity Funding. We will receive funding which is reduced from the third year levels, in effect a reduction of approximately £590,000 for UK shared prosperity activity. We will manage this by reducing levels of activity in all priority areas; nevertheless our aim will be to maintain employability and business support services. Our approach has been endorsed through the Council Committee process. 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 if a suitable tenant comes forward • Clydebank Town Centre – new guidance received and a plan for 25/26 agreed by the Town Board • 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 • On-going promotion of the business support interventions within the UK Shared Prosperity Fund to maximise year-end spend. • Continue to provide Business Gateway advisory service to start-up and growth businesses. • Obtain feedback from residents, businesses and visitors through stage 1 visitor levy on-line consultation survey. Employability Over the course of the final financial quarter, we will consolidate our support for vulnerable groups through the development of a range of programmes. Work Connect has been particularly successful throughout their delivery in 24/25 with 19 Page 168
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people being registered with this specialist employability support programme funded through UKSPF and NOLB funding. The project at Levengrove Training Suite integrates horticulture, catering, and client- led activities aimed at enhancing everyday work skills such as confidence, digital literacy, teamwork, and planning. Partnering with West Dunbartonshire Greenspace and Archaeology Scotland, the initiative includes Heritage Hero Awards to explore local history and community projects, fostering confidence and skills development. Service users have had structural barriers removed, developed interpersonal skills, accessed qualifications, work placements and volunteering opportunities and to date 3 people with disabilities have been supported to access employment with further in work support being provided to ensure they sustain their employment. 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 We will continue to deliver the NOLB, Parental Employability support programmes and UK Shared prosperity activity. We will continue to work in partnership through the Adult Learning Partnership and local employability partnership. We ask the partners to continue with their contribution to the local employability group by attending or sending representation where appropriate to the strategic group; the creative design group (service providers) and the frontline community of interest. These groups are making a positive contribution to identifying and addressing challenges in West Dunbartonshire. We also ask that, where appropriate, partners contribute to the development and delivery of our local child poverty report and out three years Community learning and development plans. 5 Please outline any good news story you wish to share Page 169
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Foundation Apprenticeship – The Scottish Apprenticeship Awards showcase apprentices, employers and learning providers from across the country and a range of sectors. The awards highlight the vital benefits apprenticeships bring to individuals, employers and the economy. Award categories celebrate the incredible work of Foundation, Modern and Graduate Apprentices. They also recognise the exceptional organisations who champion and support apprenticeships. Foundation Apprentice of the Year 2024- this award celebrates the dedication and achievements of school pupils who have completed a Foundation Apprenticeship. Working 4U have supported an application for Kaleb Mbise, who is currently undertaking a Foundation Apprenticeship in Social Services: Children and Young People with a placement within West Dunbartonshire Council Early education and Childcare centres. Winners will be revealed at the Scottish Apprenticeship Awards event, which will take place on Thursday 27 February, as the launch event for Scottish Apprenticeship Week. Kaleb successfully achieved his Foundation Apprenticeship in Social Services Children and Young People through Working4U while a student at Dumbarton Academy and undertaking placement within Bellsmyre ELCC. Kaleb stated, “my foundation apprenticeship helped me develop teamwork and communication skills, as well as being able to think on my feet and come up with solutions quickly.” Kaleb has successfully moved into a modern apprenticeship as a childcare practitioner within West Dunbartonshire Council. Kaleb believes the work experience and qualification gained during the foundation apprenticeship provided him with a greater depth of knowledge which he was able to draw upon during his interview for the modern apprenticeship role. The winner will be revealed at the Skills Development Scotland Apprenticeship Awards, which will take place on 27th February 2025 at Perth Concert Hall. Scottish Apprenticeship Awards Celebrating work-based learning. Community Of Practice On Tuesday, 28th January, the Strategic Employability Group’s Community of Practice workstream partnered with the Youth Alliance to host an event for frontline workers at Clydebank Town Hall. The event featured presentations from HSCP colleagues on trauma-informed practice and the support services available to residents, including the Distress Brief Intervention Support Service, Togetherall (an online mental health and wellbeing platform), and the West Dunbartonshire Wellbeing website. Trauma-informed practice is essential in both employability and youth work, as well as in supporting adults. It acknowledges the impact of trauma on behaviour, confidence, and decision-making, ensuring interventions are sensitive to individual needs. By prioritising emotional safety, trust, and empowerment, practitioners can help individuals develop resilience, build positive relationships, and enhance self- esteem—key factors in securing and maintaining employment. This approach Page 170
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reduces barriers to learning, improves engagement, and encourages long-term personal growth. Ultimately, trauma-informed practice equips individuals with the stability and skills needed to thrive in the workforce and beyond. Page 171
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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 Nurture Date of report 4th February 2025 Name and email of lead contact Lesley.James@West-Dunbarton.gov.uk 1 Highlights of activity and progress since last meeting The Nurture DIG Partnership implementation group focuses on the delivery and implementation of the Statutory Integrated Children’s Services Plan (ICSP) for West Dunbartonshire. An annual update to Scottish government is required on the plan that is currently being progressed. The sub group of the Nurture Dig are detailed as below • Children’s Mental Health and Wellbeing • GIRFEC • Children’s Rights/ UNCRC • Family Wellbeing. • The Promise Group • Child Poverty Each of the subgroup chairs undertake highlight reports which are considered at the DIG Mental Health and Wellbeing Transition Project Commissioning has commenced on a new transitions project delivered by Y sort it based on learning from Planet Youth Programme. The service will target young people aged 8years - 12 years Distress Brief Intervention Service • Expansion of 14 and 15 year pathway to GPs has been agreed. A briefing has been produced by Glasgow University which is currently with the Clinical Director for comment. Family For Families awaiting Neurodiversity Assessment Item 15 Page 173
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• The Community Mental Health Supports Grant will fund the second year of the Health Care Support Workers delivering family support to families awaiting a neurodiversity assessment. The funding unfortunately will be reduced and resulting in x2 posts coming to end which are supporting families on waiting lasts for mental ND assessments. Planet Youth • Linking with education establishments to support Planet Youth action plans outlining support/learning for parents and staff. • Planning underway to develop micro learning for staff and parents to increase confidence and convey key messages in relation to mental health, suicide prevention and self- harm awareness. Trauma Informed and responsive group being established to coordinate implementation of Roadmap for Creating Trauma-Informed and Responsive Change: Guidance for Organisations, Systems and Workforces in Scotland (2023) within West Dunbartonshire. A one-page summary of the Integrated Children’s Service Plan and Trauma related actions will be created. This will show the proposed developments and ongoing discussions with the subgroup leads. Trauma Informed related action to be include in all 5 nurtured dig subgroups re trauma. Actions will be developed with the Leads of each subgroup to ensure it fits the wider subgroup outcomes. Work underway to include 5 Trauma Skilled modules from turas onto WDC iLearn system to allow easier access to learning for WDC employees. The Promise Keeping the Promise 24-25 plan on a page.pdf Brothers and Sisters We have a brothers and sisters implementation group, which is overseeing progress in this area. We now have two quantitative data returns tracking this, and are about to do our second survey, which will provide more qualitative data on children who are separated from their siblings. We have a brothers and sisters action plan that we are currently working to. A Working group meeting on 23rd July to finalise survey questions and for plan finalised for supporting completion of this with children and young people. This work touches many other workstreams, for example – foster carer recruitment within the What would it take project, as well as Sibling assessments within the Better Hearings working group. Ailsa sits on these others groups and is able to ensure this work is connected up. Learning module content is now created Language We have a language working group that is looking at how we share and embed principles around language across services. This involves a test of chance within Review meetings, introducing a “Language matters check-in” to personalise language where children and young people want to. We will also be creating documents and learning modules/training around language principles, sharing care experienced people’s views and wishes around language. Page 174
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Children’s Voice and Data This project started on 1st July 2024, and will run for 18 months. We have a full time Participation Co-ordinator, a part-time Participation worker and a part-time data analyst all as part of this team. This work will span the spectrum of the Promise, from those involved in prevention, early help through to care experience and will seek to hear the views of as many children, young people, adults and families as possible, including them in a variety of flexible ways and being led by how they would like to see things change. The qualitative data that is gathered will then sit beside the quantitative data that our data analyst is able to support us with, looking across multi-agency data sources, considering the best use of data to measure our progress and thinking about what matters to families. Advocacy Services for Children and our Champions Board Advocacy provision provided by Who Cares Scotland? Has now been increased from 21 hours to 35 hours, and a new full-time post was recruited to week beginning the 4th February 2025 to reinstate our Champions Board . The Champions Board developments will support engagement and participation for care experienced children and young people, and provide a vehicle for change and feedback to the local authority and partners with the development of a mirror leadership champs group being developed. Continuing Care West Dunbartonshire Continuing Care Guidance has been developed and our support to kinship carers and young people on their 18th Birthday is being considered by the Integrated Joint Board in March 2025 Supporting our Workforce The work force Wellbeing group is established , and has come from consistent feedback from staff and families that the current local and National challenges around recruitment and retention of C&F social workers is impeding progress being made towards the Promise. A Practitioner Exploration Forum has now been launched in Children and Family Services create a safe, reflective space that is practitioner led and responsive to needs of the workforce and of the families they work with. Attendance at team meetings has taken place, and a further survey will be sent to the C&F workforce to explore further and increase representation. A Promise learning module is being created to support the wider workforce and eventually community wide learning around the Promise and care experience. The West Dunbartonshire Partnership has already created a version for Education that will be considered alongside this. GIRFEC ( Getting It Right For Every Child ) Report on parenting programmes Linking with the Whole Family Wellbeing parenting programmes are being offered via community hubs Progress on delivery and sustainability is reported to Scottish Government. Commission of intensive support service to children on the edge of care has been supported for a further 12 months with Includem delivering this service Locally which compliments the range of universal programme and Functional Family Therapy and Family Group Decision making. Page 175
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GIRFEC Implementation of an initial response Team within Children and families services is currently being recruited to, which will support all requests for assistance and notification of concern are referred and assessed in line with Refreshed GIRFEC guidance. This will ensure a single point of contact for partners agencies where protection and safeguarding concerns exist. National GIRFEC guidance is clear that agencies raising concerns require to share appropriate information when concerns that a child may be a risk of harm and social work services have a duty to vary out inquiries and investigate those concerns. This dedicated team will enable enhanced communication and consistency of thresholds across the children’s services partnership. A GIRFEC lead officer role funded by HSCP reserves has been agreed and requires to be recruited to support the work of integrated children’s services planning and GIRFEC continued implementation. Outcome of developmental assessments for pre five children using NHSGGC Dashboard platforms GGC wide performance data is available to help quality improve services for children e.g. During 23/24 81-96% of children received a 27 month developmental assessment Local interrogation is helpful to understand rationale for why some children did not receive an assessment at this stage Children’s Participation and Rights Education continue to lead the UNCRC work in Schools and this will continue to be reported through our Nurtured Delivery and Improvement Group to the Community Planning West Dunbartonshire Management Board. Nurtured Group membership consists of partners from Educational Services, HSCP, Housing and Employability, Police Scotland, third sector partners, our Youth Alliance, Champions Board, SDS, Our Communities team and The Scottish Children's Reporter. The plans to develop our Children’s Rights are embedded and reflect the Local Outcome Improvement Priorities. Whole Family Wellbeing The pilot test of change sites as well as our digital point of access aims to ensure families are aware of support available to them and are empowered to access that support. Support is easily accessible, stigma free and located in places that work for children and families within their local communities. We were informed by a range of very sobering statistics about our community, such as: 20% of our children and young people have experienced physical or sexual abuse 50% are bereaved by the age of 8 14% have experienced 3 or more ACES The impact of domestic abuse is the most common reason for CP registration, followed in second place by parental mental health. 5000 of our children and young people live in houses where there is recognised mental health needs and 5% of our children live in houses where there are recognised drug misuse issues. Page 176
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When we considered these statistics alongside the fact that 27.6% of our children live in poverty, higher than the Greater Glasgow and Clyde and National averages, then we recognised that help which wrapped around a family, from a range of partners was crucial in making any lasting improvement to their lives. 2 Outline of any issues/risks and how these are being managed The Integrated Children’s service requires to have meaningful reportable measures and these measure are currently in DRAFT and have been uploaded to Pentanna in order to support reporting of activity and impact. Further sessions with chairs of the sub groups are in place and the actions and proposed measure have been allocated to each of the defined work stream. There is no resource to support the work of the Integrated plan, both in relation to co- ordination of the plan and no admin to support setting up and minuting of meetings. As a result the NURTURE Dig has not been able to meet since the last update was provided. 3 Outline of the main outputs expected before next meeting Partnership reporting on activities being reviewed in the partnership needs to evidence impact and a review of associated measures. Ongoing work to develop and evaluate the impact of the family Hub offer is taking place as is sector leading work in relation to brothers and sisters reporting and auditing activity through the work of the Promise. Children and Families social work services have launched a 5 year strategy and associated financial planning to support shifting the balance of care with planned reduction in expenditure from external care providers to redirect to increased intensive support for families in line with the Promise Principles. 4 What are your requirements of partners in the Community Planning Management Board to achieve the outcomes of the DIG? Admin resource and coordination of the statutory planning requirements around Children service planning A commitment to prioritise the work of integrated children’s services planning To develop clear measure aligned to the Integrated children’s service plan will be progressed to ensure the impact of our collective activity is understood 5 Please outline any good news story you wish to share Page 177