Document Pack (Bookmarked) CPWD 20 02 25
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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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 Please attend a meeting of the Community Planning West Dunbartonshire Management Board as detailed above. The business is shown on the attached agenda. Yours faithfully PETER HESSETT Chief Executive Page 1
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Distribution:- Councillor Martin Rooney (Chair) Councillor David McBride Councillor Clare Steel Peter Hessett, Chief Executive, West Dunbartonshire Council Beth Culshaw, Chief Officer, West Dunbartonshire Health and Social Care Partnership (WD HSCP) Laura Mason, Chief Education Officer, West Dunbartonshire Council 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 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: 7 February 2025 Page 2
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COMMUNITY PLANNING WEST DUNBARTONSHIRE MANAGEMENT BOARD THURSDAY, 20 FEBRUARY 2025 AGENDA 1 APOLOGIES 2 DECLARATIONS OF INTEREST Members are invited to declare if they have an interest in any of the items of business on the agenda and the reasons for such declarations. 3 MINUTES OF PREVIOUS MEETING 7 – 10 Submit for approval as a correct record, the Minutes of Meeting of the Community Planning West Dunbartonshire Management Board held on 21 November 2024. 4 ACTION LOG 11 Submit for information the Rolling Action List for the Community Planning West Dunbartonshire Management Board. 5 COMMUNITY PLANNING EXECUTIVE GROUP 13 – 17 Submit report by Peter Hessett, Chief Executive providing an update of discussion at the most recent Community Planning Executive Group (CPEG) meeting held on 20 January 2025. 6 INTRODUCTION FROM PLACE DIRECTOR FOR CPWD AND HEAD OF STRATEGY, SCOTTISH GOVERNMENT Verbal introduction from Brian Dornan regarding the above. 7/ Page 3
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7 WHOLE FAMILY WELLBEING FUND UPDATE 19 – 24 Submit report by Laura Mason, Chief Education Officer, informing members of the Whole Family Wellbeing Fund and an update on plans to deliver whole family supports. A presentation will be given by Claire Cusick, Senior Education Officer, in respect of this item. 8 25 – 79 TRAUMA INFORMED AND RESPONSIVE STRATEGY 2025-28 Submit report by Margaret-Jane Cardno, Head of Strategy and Transformation (HSCP), raising awareness of the West Dunbartonshire Trauma-Informed and Responsive Strategy 2025-28. 9 REVIEW OF DIG REPORTING Verbal update from Elaine Troup, Communities Manager, regarding the above. 10 PILOT PROJECT UPDATE Verbal update from Elaine Troup, Communities Manager, regarding the above. 11 PLANS FOR A SECOND COMMUNITY PLANNING PARTNERSHIP EVENT. Verbal update from Selina Ross, CVS, regarding the above. 12 COMMUNITY JUSTICE PARTNERSHIP UPDATE To Follow 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 FLOURISHING DELIVERY IMPROVEMENT GROUP To Follow (DIG) UPDATE Submit report by Elaine Troup, Communities Manager, providing an update on the work of the Flourishing Delivery and Improvement Group. 14/ Page 4
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14 INDEPENDENT DELIVERY IMPROVEMENT GROUP 81 – 82 (DIG) UPDATE Submit report by Fiona Taylor, Head of Health and Community Care, providing an update on the work of the Independent Delivery and Improvement Group. 15 NURTURED DELIVERY IMPROVEMENT GROUP To Follow (DIG) UPDATE Submit a 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. 16 EMPOWERED DELIVERY IMPROVEMENT GROUP 83 – 87 (DIG) UPDATE Submit report by Selina Ross, West Dunbartonshire CVS, providing an update on the work of the Empowered Delivery and Improvement Group. 17 SAFE DELIVERY IMPROVEMENT GROUP (DIG) UPDATE 89 – 92 Submit a report by Superintendent Patricia Robertson, Police Scotland, providing an update on the work of the Safe Delivery and Improvement Group. 18 DATE OF NEXT MEETING Members are asked to note that the next meeting of the CPWD Management Board will be on Thursday, 22 May at 2pm, at a venue TBC. Page 5
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COMMUNITY PLANNING WEST DUNBARTONSHIRE MANAGEMENT BOARD Thursday, 21 November 2024 Present: Councillor Martin Rooney (Chair) West Dunbartonshire Council Councillor Clare Steel West Dunbartonshire Council Peter Hessett West Dunbartonshire Council Peter Barry West Dunbartonshire Council Amanda Graham West Dunbartonshire Council Beth Culshaw West Dunbartonshire Council Lesley James West Dunbartonshire Council Laura Mason West Dunbartonshire Council Eliane Troup West Dunbartonshire Council Fiona Taylor West Dunbartonshire Health and Social Care Partnership Jennifer Gilliver Department for Work and Pensions Jimmy Hyslop NatureScot Roddy MacNeill Police Scotland David Moore Scottish Fire and Rescue Service Gerry Watt Scottish Prison Service John Binning Strathclyde Partnership for Transport Selina Ross West Dunbartonshire CVS Carole Anderson NHS Golden Jubilee Laurence Bayston Skills Development Scotland Stephanie Gunn West College Scotland Stephen Brooks W4U Manager Nicola Moorcroft West Dunbartonshire Council Apologies: Councillor David McBride West Dunbartonshire Council Liz Connolly West College Scotland Richard Millar Scottish Canals Trust Rebecca Campbell NHS Greater Glasgow and Clyde Jon Harris Police Scotland Chief Superintendent Gary I'Anson Police Scotland Councillor Martin Rooney in the Chair Councillor Rooney welcomed everyone to the meeting of the Community Planning west Dunbartonshire Management Board. ITEM 3 Page 7
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DECLARATIONS OF INTEREST It was noted that there were no declarations of interest in any of the items of business on the agenda. MINUTES OF PREVIOUS MEETING The Minutes of Meeting of the Community Planning West Dunbartonshire Management Board held on 15 August 2024 were submitted and approved as a correct record. ACTION LOG The Rolling Action list for the Community Planning West Dunbartonshire Management Board was submitted for information and relevant updates were noted and agreed. COMMUNITY PLANNING EXECUTIVE GROUP A report was submitted by Peter Hessett, Chief Executive providing an update of discussion at the most recent Community Planning Executive Group (CPEG) meeting held on 21 October 2024. After discussion and having heard the Chief Executive, the Chief Officer - Citizens, Culture, and Facilities and the Communities Manager in further explanation and in answer to Members’ questions, the Board agreed to note the content of Appendix One: Community Planning Executive Group Meeting Note and Actions 21 October 2024. PROPOSED COMMUNITY PLANNING PILOT APPROACH 2024/25 A report was submitted by Chief Officer - Citizen, Culture and Facilities providing an update on decisions of Planning West Dunbartonshire (CPWD) Management Board on 22 February 2024 and to receive a presentation from Elaine Troup, Communities Manager with regards to adopting a community-based pilot project as part of the themed approach for work in 2024/25. After discussion and having heard the Communities Manager in further explanation and in answer to Members’ questions, the Board agreed:- (1) to note and support the recommended Locality and community priority to be addressed as part of the pilot, set out in paragraph 4.2 of the report; (2) to note and support the defined location for the pilot in paragraph 4.3 of the report; and (3) partners were asked to commit to supporting the pilot project as set out in paragraph 4.4. of the report; and (4) to establish a Working Group to scope the pilot project and report regularly to CPWD Management Board Page 8
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LOCAL CHILD POVERTY ANNUAL REPORT A report was submitted by Stephen Brooks, W4U Manager with regards to the above. After discussion and having heard the Working4U Manager in further explanation and in answer to Members’ questions, the Board agreed:- (1) to note and support the actions set within the local child poverty report; and (2) that Partners are asked to commit support, and representation where appropriate, to the Family Prosperity Network and its aims. COMMUNITY LEARNING AND DEVELOPMENT THREE YEAR PLAN 2024-2027 A report was submitted by Stephen Brooks, W4U Manager with regards to the above. After discussion and having heard the Working4U Manager in further explanation and in answer to Members’ questions, the Board agreed:- (1) to note and support the actions set within the plan; and (2) partners were asked to commit support, and representation where appropriate, to the CLD partnership its associated themed groups and its aims. COMMUNITY JUSTICE PARTNERSHIP UPDATE Lesley James, Head of Children’s Health, Care and Criminal Justice and Chief Social Worker – HSCP provided a verbal update on the activities of the Criminal Justice Partnership. Ms James highlighted that the Annual Report for 23/24, which highlighted the activities of the Criminal Justice Partnership, had been submitted and that the Community Justice Outcome Improvement Plan (COJIP) is complete. Both Reports will be submitted to the February meeting of the CPWD Management Board. After discussion and having heard the Lesley James in further explanation and in answer to Members’ questions, the Board agreed to note the detailed update provided. FLOURISHING DELIVERY IMPROVEMENT GROUP (DIG) UPDATE A report was submitted by Peter Barry, Chief Officer - Housing and Employability providing an update on the work of the Flourishing Delivery and Improvement Group (DIG). After discussion and having heard Peter Barry in further explanation and in answer to Members’ questions, the Board agreed to note the detailed update provided. Chair thanked Mr Barry for all his work on the Flourishing DIG as he hands over the DIG Lead to Gail Macfarlane. Page 9
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INDEPENDENT DELIVERY IMPROVEMENT GROUP (DIG) UPDATE A report was submitted by Fiona Taylor, Head of Health and Community Care providing an update on the work of the Independent Delivery and Improvement Group. After discussion and having heard Fiona Taylor in further explanation and in answer to Members’ questions, the Board agreed to note the detailed update provided. NURTURED DELIVERY IMPROVEMENT GROUP (DIG) UPDATE Lesley James, Head of Children’s Health, Care and Criminal Justice and Chief Social Worker – HSCP provided a verbal update on work of the Nurtured Delivery and Improvement Group. After discussion and having heard the Lesley James in further explanation and in answer to Members’ questions, the Board agreed to note the detailed update provided. EMPOWERED DELIVERY IMPROVEMENT GROUP (DIG) UPDATE A report was submitted by Selina Ross, West Dunbartonshire CVS providing an update on the work of the Empowered Delivery and Improvement Group. After discussion and having heard Selina Ross in further explanation and in answer to Members’ questions, the Board agreed to note the detailed update provided. SAFE DELIVERY IMPROVEMENT GROUP (DIG) UPDATE A report was submitted by Inspector Roddy MacNeill, Police Scotland, providing an update on the work of the Safe Delivery and Improvement Group. After discussion and having heard Roddy McNeill in further explanation and in answer to Members’ questions, the Board agreed to note the detailed update provided. DATE OF NEXT MEETING It was noted that the next meeting of the CPWD Management Board would be on Thursday, 20 February 2025 at 2.00 p.m. on MS Teams. The meeting closed at 3.54 p.m. Page 10
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Date Set Action Who Required by Date Status 16.05.24 Second CP event to be arranged. Overarching theme for CP events: ‘Mobilising Partners and Communities’: Potential theme for next event Mobilising Partners and Communities around employability, skills and training. Amanda Graham/Elaine Troup + Community Planning partners As soon as possible. In progress – see Agenda item 11 21.11.24 Establish a Working Group to scope the pilot project and report regularly to CPWD Management Board. Elaine Troup As soon as possible. In progress - see Agenda item 10 21.11.24 Criminal Justice Partnership – Annual Report Community Justice Outcome Improvement Plan (CJOIP) Both to be presented to February meeting of CPWD Management Board. Lesley James 20.02.25 In progress - see Agenda item 12 Complete In Progress Outstanding ITEM 4 Page 11
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Report by the Chief Executive Officer of West Dunbartonshire Council, Chair of the Community Planning Executive Group Management Group: 20 January 2025 ___________________________________________________________________ Subject: Community Planning Executive Group 1. Purpose 1.1 The purpose of this report is to inform CPWD Board members of the discussion at the most recent Community Planning Executive Group (CPEG) meeting held on 20 January 2025. 2. Recommendations 2.1 CPWD is asked to note the content of Appendix One: Community Planning Executive Group Meeting Note and Actions 20 January 2025. 3. Background 3.1 The Community Planning Executive Group met on 20 January 2025. The group is chaired by the Council’s Chief Executive, and membership includes the five DIG leads and Communities Manager. The purpose of the group is to support CPWD and oversee improvement activity across the partnership. 4. Main Issues 4.1 The key discussion points and actions are noted in Appendix One: Community Planning Executive Group Meeting Note and Actions 20 January 2025. 5. People Implications 5.1 There are no people implications. 6. Financial Implications 6.1 There are no financial implications. 7. Risk Analysis ITEM 5 Page 13
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7.1 Failure to respond to challenges would risk delivery against policy priorities. 8. Equalities Impact Assessment (EIA) 8.1 No actions are required as this is an update report. 9. Consultation 9.1 This report provides an update on ongoing activity. 10. Strategic Assessment 10.1 Progressing work as outlined in this report ensures CPWD can deliver on the outcomes set in the Local Outcome Improvement Plan. Peter Hessett - Chair, Community Planning Executive Group 27.01.25 ________________________ Person to Contact: Elaine Troup, Economic Development Manager, Elaine.troup@west-dunbarton.gov.uk Appendices: Appendix One: Community Planning Executive Group Meeting Note and Actions 20 January 2025. Background Papers: Previous reports to Community Planning West Dunbartonshire Management Board on Executive Group activity. Wards Affected: All Page 14
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Community Planning West Dunbartonshire Executive Group – Meeting Note and Actions Date: Monday 20 January 2025 ___________________________________________________________________ Time: 11:00 ___________________________________________________________________ Item 1. Welcome, introductions and apologies. In Attendance: Peter Hessett (Chair) (PH), Selina Ross (SR), Gail MacFarlane (GM), Fiona Taylor (FT), Jonathan Harris (JH), Patricia Robertson (PR), Amanda Graham (AG), Elaine Troup (ET), Megyn Tyrell (MT), Elaine Boyle (EB). PH welcomed Tricia Robertson to the meeting. PR will replace JH as Partnership Superintendent following a short handover period. Both will attend the next CPWD meeting. Apologies: Lesley James (LJ). 2. Note and action log of previous meeting PB/ET to discuss DIG reporting as part of handover to GM – Complete. ET to request info from Scottish Community Planning Network on reporting structures for consideration – Complete, up-date provided. ET to contact all DIG leads to arrange time to meet – Complete, meeting held in January and further meetings will be arranged. ET to draft and circulate a report on the Pilot Approach prior to CPWD pre-agenda - Complete. ET to share Strategic Needs Assessment with CPEG members - Complete. All to discuss second CP event – Complete and discussed as part of the agenda. Further discussion to be arranged with AG, LJ, ET on domestic abuse and violence against women and role of CP – Complete, and further discussion on-going with DIG leads. ITEM 5 - APPENDIX 1 Page 15
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Future CPEG meeting dates to be agreed - Complete. 3.1 DIG updates on Action Plans Flourishing DIG – Handover to GM now complete and meeting planned for mid-February where they aim will be to refresh the action plan and identify key priorities. Empowered – SR provided an up-date on progress incorporating the Community Development Alliance within the Empowered DIG which has resulted in improved membership and focus. Members are working on a refreshed plan with a focus on added value. Independent – met last week and is on course with the action plan. Membership and attendance remains a challenge for this DIG. Review of DIGs - ET provided a summary of the meeting last week with all DIG leads. The purpose was to review DIG reporting. All members appreciated the opportunity to come together for the review and to benefit from increased awareness of what other DIGs deliver. Significant positive discussion about the partnership working across West Dunbartonshire however some concern around attendance/membership of at DIG meetings. The meeting resulted in the following agreed next steps: Undertake a mapping exercise of all partnership working across WD to inform future reporting and DIG structure. Liaise with other local authorities (NAC) on their approach to reporting Follow-up meeting with all DIG leads to develop a proposal to streamline future reporting. Future report to CPWD on recommended approach. Action ET – to progress a review of DIGs. 3.2 Exception reporting: Nothing raised. 4. Proposed Approach for CPWD in 24/25. Proposal for a second community planning event - SR has agreed that CVS will lead on the second community planning event due to take place in March 25. The event will be a workshop session focussing on the development of a local climate hub. The event will present an opportunity for the wider partnership to contribute to the discussions and ensure robust engagement with the local community on climate change. Action: SR will progress and provide a verbal up-date to the next CPWD Management Board. Pilot project and establishment of a partnership working group. Following approval of CPWD Management Board in November there has been discussions with several partners and an initial meeting will take place towards the end of January to define the scope of the project and a timeframe for delivery. Page 16
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Action: ET to provide a verbal up-date to the next CPWD Management Board. 5. CPWD Management Board Meeting feedback Positive feedback from the group the last CPWD board meeting. In general it was felt that participation at the meetings was increasing. The following Agenda items were confirmed: a). Introduction from Brian Dornan, Head of Strategy, Scottish Government and Place Director for CPWD. b).Whole Family Wellbeing Update (Presentation by Claire Cusick) c). Trauma Informed Practice Strategy for approval (Margaret-Jane Cardno, HSCP) d). Review of DIG reporting – Verbal up-date from ET e) Pilot Project Up-date – Verbal up-date from ET f) Community Planning Event – Verbal up-date from SR 6. AOCB and Date of Next Meeting PH provided an up-date on the introductory meeting held with CPWD’s new Place Director, Brian Dornan. BD is also Head of Strategy for the First Minister. BD has agreed to provide a brief introduction at the next CPWD Management Board meeting. Meeting dates: CPWD Board – Thursday, 20 February (MS Teams) CPEG – Monday 21 April (MS Teams) CPWD Board – Thursday 22 May (in-person event, venue needed) No. Action Progress 3. Action ET – to progress a review of DIGs. In progress 4. Action: SR will progress and provide a verbal up-date on the planned second event to the next CPWD Management Board. Action: ET to provide a verbal up-date to the next CPWD Management Board on the review of the DIG structure. In progress In progress Page 17
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Report by the Chief Education Officer Management Group: 20th February 2025 ___________________________________________________________________ Subject: 1. Purpose 1.1 The purpose of this report is to: Inform members of the Whole Family Wellbeing Fund and; Update on plans to deliver whole family supports. 2. Recommendations 2.1 Community Planning Partnership (CPP) West Dunbartonshire is asked to: note progress and strategic direction of plans. 3. Background 3.1 Scottish Government (SG) have established the Whole Family Wellbeing Fund (WFWF) over the lifetime of this parliament (2022-2026) (App1. National Principles of Holistic Whole Family Support). They have committed £500 million to support Community Planning Partnerships to: support the whole system transformational change required to reduce the need for crisis intervention and; shift investment towards prevention and early intervention. 3.2 In 2024, further correspondence from SG highlighted funding extensions to 2027. Their ambition is still that by 2030 at least 5% of all community-based health and social care spend will be on preventative whole family support measures. 3.3 Funding in financial year 2024-2025 is focused on: supporting capacity building at local and national level; supporting the scaling up of existing transformational practice in line with holistic whole family support principles and demonstrating positive impact for families. ITEM 7 Page 19
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3.4 It is expected that when WFWF ceases, local investment will have realigned to support the new systems and services it has enabled. (App.2 Whole Family Wellbeing Funding) 4. Main Issues 4.1 WDC has established a multi-agency steering group to develop a strategic approach to delivering Whole Family Wellbeing changes and improvements. Key staff have been identified who will progress workstreams. Plans and updates are and will continue to be reflected in the Integrated Children’s Services Plan. This Strategic Group has skills and values centred on the principles of holistic whole family support and a commitment to working in new and different ways to join up resources and approaches. The establishment of a cyclical series of meetings ensures joined up decision making and action planning which is timely, effective and impactful. 4.2 Our vision of family support is one which is clearly accessible and readily available to all and any family who needs it. We aim to ensure families are able to access the help they need, where and when they need it for as long as it is needed. In this way, we will shift towards a West Dunbartonshire where more of our children know and experience care, compassion and love, as opposed to a ‘care system’. This will enable us to fulfil the right of children to be raised safely in their own families; where those family’s skills and capacities have been developed and strengthened, leaving them better equipped to support their children. 4.3 Our strategy guides partners in jointly developing systems to provide holistic support which addresses the needs of children and adults in a family at the time of need rather than at times of crisis. In turn, it is anticipated this will help families to flourish, reduce the chances of family breakdown, and of children entering the care system. It takes account of The Promise Scotland and clearly highlights the importance of un-stigmatised access to effective universal and intensive family support with early intervention and prevention at its core. 4.4 The Strategic plan identifies three distinct phases of implementation from 2021 – 2026. This will ensure we build capacity, conduct tests of change, develop new and improved methodology and evaluation processes and embed what we and our service users know is working. 4.5 The range and reach of the plans for whole family wellbeing development were all undertaken given due diligence to the criteria shared and the 4 key areas of Family wellbeing development identified by SG: Children and Families at the Centre, Availability and Access, Whole System Approach/joined up Support and Workforce and Culture. This has enabled us to ensure our change processes consider the range of implications and equally ensure clear alignment with reporting and evaluation processes we need to evidence change and improvement to inform reporting. The action plan itself consists of approaches to: Page 20
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CLPL recognising our staff as our most valuable resource and allowing us to build capacity and provide opportunities to mainstream this into daily practice Early and non -stigmatising universal offers of help and support via the range of opt in family support sessions on offer in our Hubs This approach is supported by outreach workers from education and HSCP Commissioning of specialist services to support families who require a more targeted and specialist support and help Planning of family wellbeing activities supporting those who find it difficult to participate otherwise by overcoming barriers with them The use of an Involvement and Engagement Officer to support and promote children’s rights and ensure their voice is heard and reflected in CPP plans and that they are aware of and know how to access their rights. 4.6 The three Family Hubs across the Council; Clydebank Central, Dumbarton Central and Bonhill have provided families with access to a range of workers and supports on the premises in any given day, providing a suite of family help supports, coordinated and delivered in the premises and elsewhere as appropriate. These include: Neurodevelopmental workers, Includem Specialist Family Support, Outreach workers, specialists in Functional Family Therapy, Speech and Language Therapists, Occupational Therapists and Family Nursing staff. They offer planned group and 1-1 sessions focussing on family help. This partnership working also offers opportunities for professional learning for the wider multi-agency workforce, with a series of ND specific CPD sessions for staff from all agencies being delivered in each hub. Referral figures for session 2024-2025 are: Referral Types: Numbers : Outreach Referrals since Aug 2024 55 referrals since August 24 Current Active Caseload across 5 Outreach Workers 75 Families Active Caseload Supported and Discharged since August 36 Families / 189 Children Unallocated 0 Clydebank / 9 Lomond (All offered group work whilst waiting allocation for 1-2-1) Dropped In to Hub & Triaged 22 people Engaged in Group Work & Festive Film (Aug to Dec) 73 parent/carers 153 children Over the summer approximately 300 families accessed the Hubs via drop-in sessions. The content of these has been informed by needs identified by parents and staff, such as supporting neurodiversity, sleep, parenting and mental health concerns. 4.6 The ND team Cuppa and Connect sessions planned for Hubs did not prove to be as well attended as anticipated. The agile nature of evaluation informing improvement, has enabled the team to revise the approach and instead promote and deliver these sessions in schools. This change has proven very successful and as a result significantly more families have been supported. Page 21
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The average number of families attending these sessions is fifteen. This cyclical model of support will continue across all schools over the next few years. Some sessions are now being continued and facilitated by parents themselves once the series of sessions has finished. 4.7 A calendar of Quality Improvement and Self-Evaluation has been produced and is being implemented, which leads all partners in evaluating our joint approaches to How Good Is Our Family Support. This process supports partners over a three year cycle, to consider the four themes of family support and outcomes of this will inform developments and improvements to service delivery. Evaluations focus on the four key areas of delivery of WFW and evidence of improvement across all of these: Availability & Access : Families are aware of support available to them and are empowered to access that support. Support is easily accessible and located in places that work for children and families within their local communities. How good are we? Children and Families at the Centre of Service Design Holistic Whole Family support must be designed and delivered with children and families at the centre. Engagement with children and families must be meaningful and inclusive with families being involved in the decisions that affect them. Planning for services should take a rights-based approach ensuring support is stigma-free and takes account of the voice of children and families. How good are we? Year 1 Term 1 Availability & Access (Dec’22) Better collective awareness of available support - families should have an awareness of how to access support with support being promoted free from stigma and judgement. 2 Weak Year 1 Term 2 Children and Families at the Centre of Service Design (Dec’22) Meaningful and inclusive engagement with children and families with families being involved in the decisions that affect them. 2 Weak Year 2 Term 1 Availability & Access (Sept’23) Universally accessible early help and support - there should be no barriers to accessing support, regardless of a family's background, the reason for, or how they reach into family support services. 4 Good Year 2 Term 2 Children and Families at the Centre of Service Design (Nov’23) Support is stigma free at all levels 3.5 Satisfactory/ Good Year 3 Term 1 Availability & Access (Oct - 2024) Support delivery where and when to suit families. 4 Solid Good Year 3 Term 2 Children and Families at the Centre of Service Design (2024-2025) Rights-based planning & participation (19th Dec 24) 4 Good Whole System Approach Creating a Family Support system that is accountable to service users and takes a whole system approach to ensure support can be offered across a wide spectrum of need from the least intensive to the most intensive requirements. There is a non- siloed and proportionate approach to funding with clear budgets that meet the scale of need. Partners involved in the delivery and design of family support share a collective responsibility for the whole system, supported by an innovative, collaborative and fair approach to the procurement of services. How good are we? Workforce & Culture Creating a workforce with a clear and shared understanding of families across the whole system is imperative towards effective delivery of shared outcomes across localities. There should be a clear workforce strategy with skills and values centred on the principles of holistic whole family support. Best practice should be shared locally and nationally. Workers should have support for skills development to a level that they need to fulfil their ambition and feel empowered to be innovative. How good are we? Year 1 Term 3 Whole System Approach (March ‘23) Non-siloed aligned and proportionate family support funding that matches scale of need 2 Weak with Areas of 3 Satisfactor y Year 1 Term 4 Workforce & Culture (June ‘23) : The workforce and management has a clear and shared understanding of Children and Family demographics and culture in their localities. 3 Satisfactory @ Individual Service Level 2 Weak - as an overall in joined up approach Page 22
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Year 2 Term 3 Workforce & Culture (Jan’24) Shared accountability for whole system/joined up approach 3 Satisfactor y with areas of Good Year 2 Term 4 Workforce & Culture (March’24): Address power dynamics by empowering the workforce to be innovative in how they support children and families (including in the design and delivery of services). 3 Satisfactory Year 3 Term 3 Whole System Approach (2024-2025) Commissioning and Procurement (Feb ‘25) 4 Good Year 3 Term 4 Workforce & Culture (2024- 2025) : Support for skill development and mechanisms for sharing best practice and learning nationally Development of Holistic Workforce with improved capacity to deliver. (April’25) 5. People Implications 5.1 There are no people implications because of this report. However, it is essential that partners collaborate to re-align resource allocation and priorities to meet the needs of children, young people and families with Early Help as we progress towards 2027. 6. Financial and Procurement Implications 6.1 There are no direct financial implications for Community Planning West Dunbartonshire resulting from this report. All activities related to the implementation of these interventions are contained within allocated SG funding. 7. Risk Analysis 7.1 If the Council is unable to ensure positive outcomes for children, we will not be meeting their needs (Children and Young People Act 2014) (Equalities Act 2010). 7.2 If the Council is unable to meet the needs of children, young people and families this could result in reputational damage. 8. Equalities Impact Assessment (EIA) 8.1 The plans enhance the quality of the service provided to all children, young people and families, therefore it can be seen to have a positive impact in terms of the equalities 9. Consultation 9.1 Legal Services and the Section 95 Officer have been consulted in relation to the content of this report. 10. Strategic Assessment 10.1 This report reflects the Council’s aspiration to reduce inequalities for the people of West Dunbartonshire. Page 23
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Person to Contact: Claire Cusick Senior Education Officer Appendices: Appendix 1 – National Principles of Holistic Whole Family Support. http://www.gov.scot/ISBN/9781804351208 Appendix 2 - Whole Family Wellbeing Funding https://www.gov.scot/publications/family-support-advisory- group-whole-family-wellbeing-funding-2/ Wards Affected: All Page 24
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WEST DUNBARTONSHIRE COUNCIL COMMUNITY PLANNING EXECUTIVE GROUP 20 January 2025 Report by Margaret-Jane Cardno, Head of Strategy and Transformation Subject: Trauma Informed and Responsive Strategy 2025-28 1. Purpose 1.1. The purpose of this report is to raise awareness of the West Dunbartonshire Trauma-Informed and Responsive Strategy 2025-28. 2. Recommendations 2.1. Note the West Dunbartonshire Trauma-Informed and Responsive Strategy 2025-28 (Appendix 1). 2.2. Note the Delivery and Improvement Plan 2025-28 (Appendix 2). 2.3. Note the completed Equality Impact Assessment (Appendix 3). 3. Background 3.1. The Scottish Government and COSLA have a shared ambition to make services and workforces across Scotland Trauma-Informed and Responsive. £50,000 has been allocated to each Local Authority or HSCP to support this work since 2021/22. 3.2. Psychological trauma refers to a wide range of events, both singular and reoccurring, that are experienced as negatively impact our wellbeing, physically harmful or life threatening. Experiencing Trauma is associated with a range of negative outcomes, including negative health outcomes, increased contact with the justice system and reduced employment opportunities. 3.3. A Trauma-Informed and Responsive organisation can respond to these outcomes by reducing barriers for those seeking support. 3.4. Taking a Trauma-Informed Approach within West Dunbartonshire includes working in ways that: Realising the prevalence of trauma and adversities on our communities Recognising the impact of trauma across the life course Resist re-traumatisation and further harm Realising resilience of individuals Reduce and address inequalities to improve lives Recognises the importance of relationships ITEM 8 Page 25
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3.5. This strategy outlines the key activities required for West Dunbartonshire Council and HSCP to become Trauma-Informed and Responsive and aligns with the wider National Trauma Transformation Vision. 3.6. The strategy focuses on 4 key strategic areas of: Staff Wellbeing, Trauma- Informed Systems and Processes, Community Involvement and Leadership and Culture. 4. Main Issues 4.1. The West Dunbartonshire Trauma-Informed and Responsive Strategy aims to ensure all services are working towards being Trauma-Informed to support our community and workforce. What this looks like for every service will be unique and the approval of this strategy will support a co-ordinated approach to implementation. 4.2. Across West Dunbartonshire, there exists a high level of support for this work which is evidenced by pockets of good practice relating to Trauma- Informed Practice. Evidence suggests a visible commitment to embedding Trauma-Informed Practice is required to ensure sustainable change across the organisation. 4.3. To support the coordinated effort to embed this work, the West Dunbartonshire Trauma-Informed and Responsive Steering Group was established which includes operational and strategic representation. The input from this group has ensured that this strategy is relevant to services across the organisation and aligns with relevant existing priorities. 4.4. The work to become Trauma-Informed and Responsive supports and is aligned to the wider West Dunbartonshire Community Planning Goal of making West Dunbartonshire a: ‘A great place to live, work and visit'. 5. People Implications 5.1. The strategy highlights the importance of increasing staff wellbeing and having access to appropriate Trauma Training. The outcomes from this strategy will have a positive impact on staff but may also have challenges relating to capacity for training for example. 5.2. Staff across our services have experienced an increase in demand for services. This can impact staff wellbeing by increasing the occurrence of moral injury and feelings of guilt. The strategy includes a focus on increasing staff wellbeing. 5.3. As part of the National Trauma Transformation Programme, many training resources exist for staff to access. However, services may struggle to allocate protected time to this due to the pressures on services. 6. Financial and Procurement Implications Page 26
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6.1. There are no associated costs or procurement implications because of the strategy. The work for this programme has been funded by the government with £50,000 per year. This has funded a Programme Lead for Trauma Informed Practice to work across West Dunbartonshire hosted within the HSCP on a fixed-term basis. 7. Risk Analysis 7.1. Delays to the approval of this strategy lack of co-ordination of and support to the current work in this area and absence of strategic oversight and accountability. 8. Equalities Impact Assessment (EIA) 8.1. An Equality Impact Assessment has been completed and can be found in Appendix 3 for noting. 9. Consultation 9.1. To support the development of the strategy, a Trauma-Informed and Responsive Steering Group was established with members from across West Dunbartonshire Council, Health and Social Care Partnership (HSCP) and NHS Greater Glasgow and Clyde. 9.2. The Programme Lead for Trauma-Informed Practice also took learning from other Trauma Lead Officer colleagues in other local authorities and feedback from staff sessions to develop this strategy. Through these sessions, the need for visible Trauma-Informed Leadership is important and clearer access to staff wellbeing resources are key starting points for this work. 10. Strategic Assessment 10.1. Many of our existing strategies will be empowered or supported with the work to become Trauma-Informed, including: Local Outcome Improvement Plan 2017-27 (LOIP 2017-27) West Dunbartonshire Council Strategic Plan 2022-27 West Dunbartonshire Health and Social Care Partnership Strategic Plan 2023-26 Improving Lives Together 10.2. The strategies above either have a specific mention of the commitment to becoming Trauma-Informed and Responsive or share the vision of West Dunbartonshire being a place that supports the needs of our community and enhances resilience. Name: Margaret-Jane Cardno Page 27
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Designation: Head of Strategy and Transformation Date: 04 February 2025 Person to Contact: Margaret- Jane Cardno Head of Strategy and Transformation West Dunbartonshire HSCP Margaret-jane.cardno@west-dunbarton.gov.uk Appendices: Appendix 1 - West Dunbartonshire Trauma-Informed and Responsive Strategy 2025-28 Appendix 2 – West Dunbartonshire Trauma-Informed and Responsive Delivery and Improvement Plan 2025- 28 Appendix 3 – Equality Impact Assessment Page 28
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West Dunbartonshire Trauma Informed and Responsive Approach – Strategy Document 2025-2028 Policy Number Owner Date Effective Review Date ITEM 8 - APPENDIX 1 Page 29
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Document Management Details Document Management Category Details Policy Title West Dunbartonshire Trauma-Informed and Responsive Strategy 2025-28 Writer of Policy *** Approved By Date Approved Date Effective Review Date Version Number Version 1 Rationale for Introduction/driver for Change Detailed in introduction Lead Officer Consultation and Approval Process Trauma Informed and Responsive Steering Group Date when the Equalities Impact Assessment was approved Page 30
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Contents Executive Summary __________________________________________________________ 4 Introduction________________________________________________________________ 5 What is Trauma? ______________________________________________________ 5 What is the Impact of Trauma? __________________________________________ 6 What can reduce the Impact of Trauma? ___________________________________ 9 What is Trauma Informed Practice? ______________________________________ 10 How do we become Trauma Informed and Responsive? ______________________ 12 Why Should Trauma Informed Practice Matter to Me? _______________________ 13 Vision for West Dunbartonshire _______________________________________________ 15 National Context ___________________________________________________________ 16 Local Context ______________________________________________________________ 18 A West Dunbartonshire Trauma Informed Approach ________________________ 18 How Many People Locally Have Experienced Trauma? _______________________ 18 How will our services become Trauma Informed and Responsive? ______________ 20 Outcome 1 – Staff Support and Wellbeing _______________________________________ 20 Outcome 2 – Trauma-Informed Systems, Policies and Processes _____________________ 21 Outcome 3 – Community Involvement __________________________________________ 22 Outcome 4 – Leadership and Culture ___________________________________________ 24 Governance and Reporting ___________________________________________________ 24 Glossary __________________________________________________________________ 25 Further Reading ____________________________________________________________ 26 Further Support ____________________________________________________________ 27 Page 31
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References ________________________________________________________________ 28 Executive Summary The West Dunbartonshire Trauma-Informed and Responsive Strategy 2025-2028 begins the journey to embed Trauma-Informed Principles across our services and community. Strategy Key Messages: 1. Understanding Trauma and Its Local Impact: Trauma results from harmful or life-threatening events and affects physical, mental, and social health. An estimated 13,000 residents experiencing four or more Adverse Childhood Experiences (ACEs), highlighting the urgency for Trauma-Informed Practice. 2. Vision and Strategic Outcomes: Four outcomes guide the strategy: o Staff Support and Wellbeing: Equip staff with tools to understand and address trauma while supporting employees who may have their own experiences. o Trauma-Informed Systems and Policies: Embed trauma-informed principles to enhance safety, trust, and inclusivity. o Community Involvement: Empower our community in co-producing trauma- informed services. o Leadership and Culture: Promote organisational culture change through trauma- informed leadership. 3. The Case for a Trauma-Informed Approach: Trauma-informed principles enhance trust, safety, and empowerment, reducing re- traumatisation and improving service outcomes. This approach supports existing priorities in the West Dunbartonshire Strategic Plan (2023-26) and aligns with national frameworks like the National Trauma Transformation Programme (NTTP). Page 32
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This strategy reflects West Dunbartonshire’s commitment to creating a supportive, safe, and inclusive environment for residents and employees by aligning local priorities with national frameworks and evidence-based practices. Introduction What is Trauma? Trauma is a response to a wide range of events that can be harmful or life threatening to an individual. Trauma can be experienced from one off events, a series of events or long-term circumstances of an individual. How trauma and traumatic events are experienced will be unique to everyone, but the impact of trauma is long lasting. Some individuals may experience potentially traumatic events in childhood, known as Adverse Childhood Experiences (ACEs). These events can disrupt development and emotional regulation. Many people will experience an ACE in childhood and have no prolonged impact. However, exposure to 4 or more ACEs have been linked to poorer health and wellbeing outcomes in adulthood1. The below diagram shows some examples of different traumatic events and some adverse childhood experiences. Figure 1: Diagram of Adverse Childhood Experiences and Trauma2 1 Felitti, V. J., Anda, R. F., Nordenberg, D., Williamson, D. F., Spitz, A. M., Edwards, V., Koss, M. P., & Marks, J. S. (1998). Relationship of childhood abuse and household dysfunction to many of the leading causes of death in adults. The Adverse Childhood Experiences (ACE) Study. American journal of preventive medicine, 14(4), 245–258. https://doi.org/10.1016/s0749-3797(98)00017-8 2 https://www.traumatransformation.scot/app/uploads/2023/10/NESD1770-Caregiver-Venn-Diagram-v2.pdf Page 33
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What is the Impact of Trauma? The full impact of trauma can vary considerably between individuals. The impact of trauma will depend on the event(s), access to services, and life circumstances. However, the impact of trauma can be long lasting. Although the level of impact trauma can cause can vary, it is common for trauma to affect social wellbeing, physical health and mental health. Figure 2: National Trauma Transformation Programme Trauma Tree3 3 https://www.traumatransformation.scot/app/uploads/2023/09/NESD1770-NTTP_Trauma-Tree.pdf Page 34
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Justice Services that support victims and witnesses of crimes also must be aware of the ways environments, circumstances and systems can be traumatic to individuals. It is also important to recognise that people who perpetrate crimes will often be victims of crime so the prevalence rates for those affected by trauma, who are part of justice services - whether victim or perpetrator, is much higher than the general population. Figure 3: National Trauma Transformation Trauma Tree for Victims and Witnesses4: 4 tree-unhealthy-thmb-230523.jpeg (1290×886) (traumatransformation.scot) Page 35
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The links between trauma and health and wellbeing outcomes are complex. Some of the risks to health, social and emotional wellbeing are to do with risk-taking behaviours, while other risks come from biology and the impact of stress hormones. Experiencing trauma can impact everyone in different ways depending on their own unique circumstances. However, some common outcomes of different age groups include: Age Range Trauma Impact Pre-Natal Trauma experience linked with maternal anxiety and low birth weights5 5 Blackmore, E. R., Putnam, F. W., Pressman, E. K., Rubinow, D. R., Putnam, K. T., Matthieu, M. M., Gilchrist, M. A., Jones, I., & O'Connor, T. G. (2016). The Effects of Trauma History and Prenatal Affective Symptoms on Obstetric Outcomes. Journal of traumatic stress, 29(3), 245–252. https://doi.org/10.1002/jts.22095 Page 36
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Babies and Infants Experiencing trauma linked with developmental and cognitive delays before turning 66 Children and Young People Experience high fear response, even in safe environments7 Adults Increased cancer risk through health behaviours and chronic stress8 Older Adults Trauma experience and low resilience linked to higher mortality in older adults9 What can reduce the Impact of Trauma? Our own personal resilience and our access to protective factors can play a role. Protective factors, such as having social support and high self-esteem, can reduce the negative impact of trauma. We will all have our own level of resilience which will impact how we cope and adapt with stressful events in our day-to-day lives. Having low resilience and fewer protective factors can mean we experience traumatic events worse than others. However, it is important that our services and organisation embed Trauma Informed Practice to ensure people can get the support they need, regardless of their own personal circumstances. 6 Vanderzee, K. L., Sigel, B. A., Pemberton, J. R., & John, S. G. (2018). Treatments for Early Childhood Trauma: Decision Considerations for Clinicians. Journal of child & adolescent trauma, 12(4), 515–528. https://doi.org/10.1007/s40653-018-0244-6 7 McLaughlin, K. A., & Lambert, H. K. (2017). Child Trauma Exposure and Psychopathology: Mechanisms of Risk and Resilience. Current opinion in psychology, 14, 29–34. https://doi.org/10.1016/j.copsyc.2016.10.004 8 Marshall, D. C., Carney, L. M., Hsieh, K., Dickstein, D, R., Downes, M., Chaudhari, A., McVorran, S., Montgomery, G, H., Schnur, J, B., (2023), Effects of trauma history on cancer-related screening, diagnosis, and treatment, The Lancet Oncology, 24(11), 426-437, https://doi.org/10.1016/S1470-2045(23)00438-2x 9 Nishimi, K., Bürgin, D., O'Donovan, A., (2023), Psychological resilience to lifetime trauma and risk for cardiometabolic disease and mortality in older adults: A longitudinal cohort study, Journal of Psychosomatic Research, 175, https://doi.org/10.1016/j.jpsychores.2023.111539 Page 37
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Being a Trauma Informed Organisation will ensure that we work in ways that understand the impact of trauma and work in ways that prevent further harm. What is Trauma Informed Practice? Trauma Informed Practice is a way of working that is rooted in the understanding of how exposure to trauma can impact an individual’s functioning and development. This can impact how they interact with people and services. Adopting Trauma Informed Practice into service delivery allows those who have experienced trauma to experience services that foster safety and positive relationships which can support recovery. Some people who interact with our services may have experienced a traumatic event however may not realise the impact this has had on them. By adopting a Trauma Informed approach to our services, we can work in ways that reduce exposure to potential trauma triggers. Trauma triggers cover a wider range of external factors that can remind an individual of their traumatic experience. Staff can also benefit from Trauma Informed Practice within the workplace. Having a supportive, understanding and empowering workplace culture can ensure staff feel valued and respected at work. Trauma Informed Practice is working in ways that: Realising the prevalence of trauma and adversities on our communities Recognising the impact of trauma across the life course Resist re-traumatisation and further harm Realising resilience of individuals Reduce and address inequalities to improve lives Recognises importance relationships Page 38
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To make this happen, it is important to apply the principles of Trauma Informed Practice into the work we do: Safety Trust Choice Collaboration Empowerment Page 39
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Another important aspect is cultural considerations. By being considerate of individuals needs by removing barriers and addressing stereotypes. Some examples of working in ways that consider culture include: Using and valuing connections to cultures and healing that connecting with culture can bring Using processes that are person-centred Understanding the need for gender responsive services Trauma Informed Practice is a journey that involves reviewing how we currently work and making the necessary changes. How do we become Trauma Informed and Responsive? Becoming a Trauma Informed and Responsive organisation is a journey that takes time. Some changes can be made immediately in the way we work to be more Trauma Informed and some changes will take longer to embed sustainably. A Trauma Informed and Responsive organisation involves being proactive in the journey to embedding Trauma Informed Practice and Principles within the organisation. This means reviewing systems, processes and policies with a Trauma Lens to ensure sustainable change. From the learning that has happened across Scotland, the development of the Trauma Informed and Responsive Roadmap was created. This highlights the different stages every service and organisation will go through to adopt and strengthen their Trauma Informed approach. National Trauma Transformation: Roadmap for Creating Trauma Informed and Responsive Change10 10 https://www.traumatransformation.scot/app/uploads/2023/11/Roadmap-for-Trauma-Informed-Change-Executive- Summary.pdf Page 40
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Every service will be at different stages of the Trauma Informed journey but collectively the change will result in a Trauma Informed and Responsive Organisation. Why Should Trauma Informed Practice Matter to Me? Trauma is everyone’s business. As a member of the community, we will regularly access services. As an employee, we will regularly contact and deliver services. Page 41
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We need to ensure that our services are designed with trauma in mind to ensure they are inviting and offer the correct support at the appropriate time. Services that are designed in Trauma Informed ways have a wide range of benefits for both the people accessing services and staff. Some examples of the benefits of working in Trauma Informed ways include: Age Range Trauma Informed Practice in Action Pre-Natal Individualised care that focuses on Trust, Safety and relationships help childbearing people feel empowered following a traumatic birth.11 Babies and Infants Children accessing Trauma Informed programmes Early Education Centres showed developmental, social and emotional improvements compared with classes not actively Trauma Informed programmes12 Children and Young People Changing the language used in case notes with young people can help young people to feel safety and trust between themselves and professionals.13 Adults Using a trauma-informed tool for understanding patient history can support making plans unique to the individuals – including knowing potential triggers and personal distress management preferences. 14 11 Annabel Tafe, Allison Cummins, Christine Catling, Exploring women’s experiences in a midwifery continuity of care model following a traumatic birth, Women and Birth, Volume 36, Issue 4,2023, Pages e421-e427, ISSN 1871- 5192, https://doi.org/10.1016/j.wombi.2023.01.006. 1. Tan, P. Z., Aralis, H., Ijadi-Maghsoodi, R., Wang, E., Kataoka, H. S., Miller, K., Sinclair, M., Gorospe, M. C., R. Delja, R. J., Barrera, W., Lee, J. S., Mogil, C., Milburn, N., Paley, B., (2024), Advancing equitable access to high quality early childhood education through a trauma- and resilience-informed community schools approach, Early Childhood Research Quarterly, 69, 111-121, https://doi.org/10.1016/j.ecresq.2024.06.004 13 Firmin, C., Langhoff, K., Eyal-Lubling, R., Maglajlic, A. R., Lefevre, M., (2024), ‘Known to services’ or ‘Known by professionals’: Relationality at the core of trauma-informed responses to extra-familial harm, Children and Youth Services Review, 160, https://doi.org/10.1016/j.childyouth.2024.107595 14 Marshall, D., Green, S., Jones, M. B., Starrs, C., Montgomery, H. G., Minassian, K., Wunder, B., Force, J., Schnur, B. J., Trauma-Informed Radiation Therapy: Implementation and Evaluation of a Sensitive Practice Tool for Female Patients Undergoing Radiotherapy for Breast Cancer, Journal of the American College of Radiology,19(11),1236- 1243, https://doi.org/10.1016/j.jacr.2022.07.011. Page 42
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Older Adults Adopting Trauma Informed Approaches to care can support autonomy and promote staff and dementia patient safety15 We all have a part to play to make West Dunbartonshire a Trauma Informed place to live, work and thrive. Vision for West Dunbartonshire Embedding Trauma-Informed and Responsive Practice takes time. We need to work with our community planning partnership members to ensure sustainable change can happen across West Dunbartonshire. The work to develop a Trauma Informed and Responsive West Dunbartonshire contributes to the overall vision for the Community Planning West Dunbartonshire Partnership that West Dunbartonshire is a ‘A great place to live, work and visit'. Our vision is to embed Trauma-Informed ways of working in all that we do to ensure our community and staff are supported to reduce the negative impacts trauma can cause. Ensuring the Trauma-Informed Principles of Safety, Trust, Choice, Collaboration are understood and embedded in our services is key. Four local outcomes have been created based on best practice and learning from other areas to support embedding Trauma Informed and Responsive Changes in a systematic way. 15 Couzner, L., Spence, N., Fausto, K., Huo, Y., Vale, L., Elkins, S., Saltis, J., Cations, M., (2022), Delivering Trauma- Informed Care in a Hospital Ward for Older Adults With Dementia: An Illustrative Case Series, Frontiers in Rehabilitation Sciences, 3, DOI=10.3389/fresc.2022.934099 Page 43
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National Context Developing a Trauma Informed Workforce across Scotland is a shared vision of the Scottish Government and the Convention of Scottish Local Authorities (COSLA). Adopting Trauma Informed approaches strengthens already existing priorities. Trauma Informed Practice and Principles have been embedded and supports agendas in multiple National Strategies, Priorities, Guidance and Policy. Page 44
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National Trauma Transformation Programme Vision and links to other policy agendas16: Working in Trauma Informed ways is becoming the standard. Some areas we support must report their progress in working in Trauma-Informed ways, such as: - Medication Assisted Treatment (MAT) Standard 10 - Scottish Social Services Council (SSSC) Codes of Practice To support the delivery of Trauma Informed and Responsive Practice nationally, the Improvement Service, COSLA, Resilience Learning Partnership (RLP) and NHS Education for Scotland (NES) have worked together to develop National Trauma Transformation Programme (NTTP). This work started in 2017 with the creation of the Knowledge and Skills Framework and the development of the National Trauma Training Programme in 2018. The NTTP was created to highlight the need for a whole systems approach to a Trauma Informed culture and changes to policies and practice which are of a transformational nature. 16 Improvement Service, Improving outcomes for people and communities affected by poverty, inequality, trauma and adversity: joining the dots across key policy agendas: joining-dots-across-policy-agendas.pdf Page 45
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Local Context A West Dunbartonshire Trauma Informed Approach The trauma agenda is crossing-cutting both nationally and locally. The work to because Trauma- Informed supports existing priorities around staff support, involving communities and building resilience of our communities and services. Some examples of local strategies that include commitment to or will be supported by applying a Trauma-Informed Approach include. West Dunbartonshire Local Outcome Improvement Plan 2022-27 West Dunbartonshire Council Strategic Plan 2022-27 West Dunbartonshire Health and Social Care Partnership Strategic Plan 2023-26 Improving Lives Together Housing and Employability Delivery Plan 24-25 Education Delivery Plan 24-25 Citizens, Culture and Facilities Delivery Plan 24-25 People and Technology Delivery Plan 24-25 Regulatory and Regeneration Delivery Plan 24-25 Resources Delivery Plan 24-25 How Many People Locally Have Experienced Trauma? In Scotland, we do not regularly screen for trauma experiences when accessing services. Some experts have suggested this can lead to stigmatisation and create discomfort for those being asked about their experiences. However, we can estimate the levels of trauma experienced locally using various research and published reports. Page 46
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When a child is victim of physical, emotional and or sexual abuse, or grows up in a household where abuse takes place, that is recognised as an Adverse Childhood Experience (ACE). The 2019 Scottish Health Survey reports that 1in 7 adults have experienced 4 or more ACEs. 47% of adults reported verbal abuse and 28% reporting physical abuse. 10% of women and 4% of men had reported sexual abuse in childhood. If we applied these figures to West Dunbartonshire, we could estimate: Adversity Experienced Number of People 4+ ACEs 13,284 Verbal Abuse 42,509 Sexual Abuse 4,605 (Women) 1,700 (Men) It is important to highlight that there are links between ACEs and Violence Against Women and Girls (VAWG). For example, Domestic Abuse, which is a form of VAWG, was reported as an ACE by 24% of adults. Gender inequality is the cause and consequence of VAWG, and this needs to be understood within context of the different expectations and gender roles for men and women in society. Women and girls are disproportionately affected by VAWG, and they experience it because they are women and girls. Recorded Crimes in Scotland (2023-24) data shows 94% of the victims of Domestic abuse incidents where female, and evidence suggests that Childhood Sexual Abuse (CSA) has a higher prevalence in girls. This is also what was found in the 2019 Scottish Health Survey – 10% of women and 4% of men had experienced sexual abuse in childhood. The West Dunbartonshire GGC Health and Wellbeing Survey reports 1 in 6 residents felt isolated from friends and family. Around 33% of respondents had experienced some form of discrimination a few times in the last year. This shows a large section of our population may have limited social support. Page 47
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How will our services become Trauma Informed and Responsive? West Dunbartonshire Council and West Dunbartonshire HSCP are committed to becoming Trauma Informed and Responsive organisations. This involves embarking on our own journey to embedding Trauma Informed Practice in a meaningful way. As part of this, we have set a clear vision for West Dunbartonshire and outcomes that we aim to achieve over the course of this strategy. Outcome 1 – Staff Support and Wellbeing Staff are supported and empowered to understand the impact of trauma. Staff feeling able to work in Trauma Informed and Responsive ways is key to embedding this work. Staff within our organisation may have their own trauma and our organisation and policies should be designed to support them. Additionally, in our supporting roles, we may experience discloses of traumatic events which can cause vicarious trauma. Being able to acknowledge and respond in ways that are Trauma-Informed is important. A Trauma-Informed organisation will recognise the importance of supporting staff to stay within their personal Window of Tolerance. We all work best within our Optimal Zone and experiencing trauma in our personal or work lives can shrink this zone and lead to increased chance of burnout or feeling overwhelmed. Page 48
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We know... We Aim To... Staff need training opportunities on Trauma Informed Practice Encourage uptake of nationally available resources Reviewing Induction Training for new employees Staff wellbeing is important to the success of the programme Explore current access to staff support and identify gaps Update relevant policies and procedures relating to staff wellbeing Create a culture that staff feel valued and supported Outcome 2 – Trauma-Informed Systems, Policies and Processes To become a Trauma Informed and Responsive organisation, it is important that our systems and processes reflect this aim. Without this, it can be difficult to ensure long-term and sustainable changes. Page 49
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Areas of our organisation will already be working in Trauma-Informed ways and can be celebrated. Other areas may be able to make small changes that have a big impact. By acknowledging the need for systems to be updated in line with Trauma-Informed Practice, we can ensure a mechanism to allow for continuous improvement by actively looking for best practice and learning from others. By creating and promoting Trauma-Informed Systems, Policies and Processes, this ensures work is sustainable and will provide long-term changes. We know... We Aim To... Embedding Trauma-Informed Principles in the way we work supports sustainability Sharing good practice from learning across our own systems and external examples. Encourage Senior Leaders to apply the Trauma Self-Assessment tool to their services and wider organisation Policies and processes should be created and updated with a Trauma Lens Encourage the use of the Trauma Lens tool for policy updates and developments Workshops developed to support those using the Trauma Lens tool Outcome 3 – Community Involvement Our West Dunbartonshire community will include those who have lived experience of trauma. As part of the programme, it is important to embed their views throughout our work and make sure we have a strong voice of those with Lived Experience. The West Dunbartonshire Community Empowerment Strategy and Action Plan and the HSCP Engagement and Participation Strategy underpin our approach to involving the community in a meaningful way. Community refers to a group of people that share common characteristics with each other, such as: Page 50
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Groups of people who all live in the same geographical area (i.e. West Dunbartonshire covers Clydebank, Dumbarton, and Alexandria) Groups of people who share a common identity characteristic (i.e. identify as disabled, LGBTQ+, etc.) Groups of people who are brought together by a shared passion (i.e. climate activists, unions, etc.) Intersectionality recognises that people can belong to multiple groups which can add to the possibility of being discriminated against17. Our approaches to engagement with communities should be Trauma-Informed by embedding the Trauma-Informed Principles in all the activities we undertake. We know... We Aim To... Our West Dunbartonshire community includes those with Lived Experience, and it is important to include those with Lived Experience in a meaningful way Strengthen relationships with 3rd Sector advocacy groups and promote the messaging of the NTTP Embed a Trauma-Informed Approach when doing engagement work Feedback loops are important Strengthen feedback loops with a Trauma- Informed Approach 17 Hankivsky, O., (2014) ‘Intersectionality 101’. Institute for Intersectionality Research and Policy. 7, 1-36 Page 51
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Outcome 4 – Leadership and Culture To ensure the long-term commitment needed to embed Trauma Informed changes, leadership buy-in is vital. Work should be undertaken to ensure leaders are confident and have the tools they need to lead on implementing Trauma Informed Practice into their services. A Trauma-Informed leader embodies the Trauma-Informed Principles of Safety, Trust, Choice, Collaboration and Empowerment. A Trauma-Informed and Responsive organisation will embrace cultural changes that embed these principles, so this way of working becomes the expectation for how we work. We know... We Aim To... Leaders need a deep understanding of Trauma and the impact on services Encourage leaders to attend Skilled Trauma Informed Leaders Training (STILT) Promote visible Trauma Informed Leadership Leadership buy-in is important for sustainable change Hold Trauma Informed Leaders Events to increase buy-in Governance and Reporting The West Dunbartonshire Trauma Informed and Responsive Steering Group was established to support the development of this Strategy Document. Individual workstreams will continue to feed into this reporting mechanism. Reports will be shared with the West Dunbartonshire Community Planning Management Board yearly to detail key work towards the outcomes. Page 52
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Glossary Adverse Childhood Experiences (ACEs) – Several events that happen in childhood that can be traumatic. Experiencing 4 or more ACEs are linked to higher risks of poorer health and wellbeing outcomes at adulthood. Adversity - A range of difficult or unpleasant situations. Community - A group of people who live in the same area or share the same characteristic. Community Planning – A goal of public bodies working with the local community to develop services that make a positive difference in local lives. Community Planning Partnership – The name for the group of public services and community representatives that participate in the development of service planning. Governance – The way we report progress and updates to promote accountability. Health and Social Care Partnership – An integrated organisation formed from local NHS health boards and Local Authorities to provide efficiencies and quality services. Page 53
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Lived Experience – Direct experience of a situation that can provide additional knowledge or understanding that cannot be achieved through formal learning alone. Trauma - An event or series of events that are perceived as harmful. Physiological – Functions and processes of the body. Protective Factors – Something about a person, community or physical environment that can help to protect from, minimise or mitigate negative outcomes associated with trauma. Trauma Informed - An understanding anyone can experience trauma, being aware of the impact of trauma and preventing further harm. Trauma Informed Practice – A way of working that embeds Trauma Informed Principles in a meaningful way. Trauma Responsive – Promotes a proactive approach to embedding Trauma Informed Practice within organisational systems, processes and policies. Resilience - The ability to recover from difficult circumstances or events. Re-Traumatisation - The reaction to an exposure to something that reminds a person of a previous Traumatic experience. Vicarious Trauma – A type of trauma experienced after hearing about someone else’s first- hand experience. 3rd Sector - An umbrella term for organisations that are not public or private sector. Often non- profit, charities, community groups and social enterprises will come under the 3rd Sector heading. Further Reading Below is a list of resources that are available freely and are useful to learn more on this topic and the wider National programme. National Trauma Transformation Programme (NTTP): o Knowledge & Skills Framework Page 54
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o Training Plan o Roadmap for Creating Trauma-Informed and Responsive Change: Executive Summary o Embedding Trauma-Informed and Responsive Organisations, Systems and Workforce National Learning Report 2024 o A Roadmap for Creating Trauma-Informed and Responsive Change Part 2: Self- Assessment o Roadmap for Creating Trauma-Informed and Responsive Change Appendix A: How we design and deliver services trauma-informed lens and walkthrough tool Scottish Government: Trauma-Informed Practice: Toolkit Beacon House: The Window of Tolerance Further Support Trauma can impact anyone. If you require more support or want services to signpost to, below include some services that are available to people living and working in West Dunbartonshire. - Adult Protection Process: Adult Support and Protection - West Dunbartonshire HSCP (wdhscp.org.uk) - Childhood abuse survivors: Childhood abuse: survivor support in West Dunbartonshire - mygov.scot - Child protection Process: Child Protection - West Dunbartonshire HSCP (wdhscp.org.uk) - Togetherall (All WD residents 16+): Togetherall - VAWG Info (includes support for men): Violence Against Women and Girls - West Dunbartonshire HSCP (wdhscp.org.uk) - WD Advice Services: Advice for young people | West Dunbartonshire Council (west- dunbarton.gov.uk) - WD Crisis Services: Crisis Services | West Dunbartonshire Council (west- dunbarton.gov.uk) - WD Self-Directed Support Info: Self Directed Support - West Dunbartonshire HSCP (wdhscp.org.uk) - WD Education Focused Mental Health Support: Schools - health and well-being | West Dunbartonshire Council (west-dunbarton.gov.uk) - WDWellbeing Info: Homepage | WD Wellbeing Page 55
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References 1. Felitti, V. J., Anda, R. F., Nordenberg, D., Williamson, D. F., Spitz, A. M., Edwards, V., Koss, M. P., & Marks, J. S. (1998). Relationship of childhood abuse and household dysfunction to many of the leading causes of death in adults. The Adverse Childhood Experiences (ACE) Study. American journal of preventive medicine, 14(4), 245–258. https://doi.org/10.1016/s0749-3797(98)00017-8 2. National Trauma Transformation Programme ACE and Trauma Venn Diagram: https://www.traumatransformation.scot/app/uploads/2023/10/NESD1770-Caregiver- Venn-Diagram-v2.pdf 3. National Trauma Transformation Programme Trauma Tree https://www.traumatransformation.scot/app/uploads/2023/09/NESD1770- NTTP_Trauma-Tree.pdf 4. National Trauma Transformation Programme Justice Trauma Tree: https://www.traumatransformation.scot/app/uploads/2023/07/tree-unhealthy-thmb- 230523.jpeg 5. Blackmore, E. R., Putnam, F. W., Pressman, E. K., Rubinow, D. R., Putnam, K. T., Matthieu, M. M., Gilchrist, M. A., Jones, I., & O'Connor, T. G. (2016). The Effects of Trauma History and Prenatal Affective Symptoms on Obstetric Outcomes. Journal of traumatic stress, 29(3), 245–252. https://doi.org/10.1002/jts.22095 6. Vanderzee, K. L., Sigel, B. A., Pemberton, J. R., & John, S. G. (2018). Treatments for Early Childhood Trauma: Decision Considerations for Clinicians. Journal of child & adolescent trauma, 12(4), 515–528. https://doi.org/10.1007/s40653-018-0244-6 7. McLaughlin, K. A., & Lambert, H. K. (2017). Child Trauma Exposure and Psychopathology: Mechanisms of Risk and Resilience. Current opinion in psychology, 14, 29–34. https://doi.org/10.1016/j.copsyc.2016.10.004 8. Marshall, D. C., Carney, L. M., Hsieh, K., Dickstein, D, R., Downes, M., Chaudhari, A., McVorran, S., Montgomery, G, H., Schnur, J, B., (2023), Effects of trauma history on cancer-related screening, diagnosis, and treatment, The Lancet Oncology, 24(11), 426- 437, https://doi.org/10.1016/S1470-2045(23)00438-2x 9. Nishimi, K., Bürgin, D., O'Donovan, A., (2023), Psychological resilience to lifetime trauma and risk for cardiometabolic disease and mortality in older adults: A longitudinal cohort study, Journal of Psychosomatic Research, 175, https://doi.org/10.1016/j.jpsychores.2023.111539 Page 56
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10. National Trauma Transformation Programme: https://www.traumatransformation.scot/app/uploads/2023/11/Roadmap-for-Trauma- Informed-Change-Executive-Summary.pdf 11. Tafe, A., Cummins, A., Catling, C., (2023), Exploring women’s experiences in a midwifery continuity of care model following a traumatic birth, Women and Birth, 36(4), 421-427, https://doi.org/10.1016/j.wombi.2023.01.006. 12. Tan, P. Z., Aralis, H., Ijadi-Maghsoodi, R., Wang, E., Kataoka, H. S., Miller, K., Sinclair, M., Gorospe, M. C., R. Delja, R. J., Barrera, W., Lee, J. S., Mogil, C., Milburn, N., Paley, B., (2024), Advancing equitable access to high quality early childhood education through a trauma- and resilience-informed community schools approach, Early Childhood Research Quarterly, 69, 111-121, https://doi.org/10.1016/j.ecresq.2024.06.004 13. Firmin, C., Langhoff, K., Eyal-Lubling, R., Maglajlic, A. R., Lefevre, M., (2024), ‘Known to services’ or ‘Known by professionals’: Relationality at the core of trauma-informed responses to extra-familial harm, Children and Youth Services Review, 160, https://doi.org/10.1016/j.childyouth.2024.107595 14. Marshall, D., Green, S., Jones, M. B., Starrs, C., Montgomery, H. G., Minassian, K., Wunder, B., Force, J., Schnur, B. J., Trauma-Informed Radiation Therapy: Implementation and Evaluation of a Sensitive Practice Tool for Female Patients Undergoing Radiotherapy for Breast Cancer, Journal of the American College of Radiology,19(11),1236-1243, https://doi.org/10.1016/j.jacr.2022.07.011 15. Couzner, L., Spence, N., Fausto, K., Huo, Y., Vale, L., Elkins, S., Saltis, J., Cations, M., (2022), Delivering Trauma-Informed Care in a Hospital Ward for Older Adults With Dementia: An Illustrative Case Series, Frontiers in Rehabilitation Sciences, 3, doi: 10.3389/fresc.2022.934099 16. Improvement Service, Improving outcomes for people and communities affected by poverty, inequality, trauma and adversity: joining the dots across key policy agendas: joining-dots-across-policy-agendas.pdf Hankivsky, O., (2014) ‘Intersectionality 101’. Institute for Intersectionality Research and Policy. 7, 1-36 Page 57
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West Dunbartonshire Trauma Informed and Responsive Implementation and Delivery Plan 2025-28 Introduction West Dunbartonshire Council and West Dunbartonshire Health and Social Care Partnership have prioritised becoming a Trauma Informed and Responsive organisation. The West Dunbartonshire Trauma Informed & Responsive Delivery and Improvement Plan 2025-28 highlights the priority actions, related activity that will support the delivery and improvement of Trauma Informed and Responsive Practice within West Dunbartonshire. For West Dunbartonshire, 4 strategic areas have been identified that require strategic input and which local activity to progress Trauma Informed and Responsive Work will be structured, reviewed and evaluated. 1. Staff Support and Wellbeing Key aims: Staff receive training, in line with the National Transforming Trauma Programme Knowledge and Skills Framework, that supports the development of the knowledge, skills, resilience, confidence and capacity to recognise and respond to people affected by trauma Staff wellbeing is valued, and staff are empowered to access support to reduce the impact of vicarious trauma 2. Trauma-Informed Systems, Policies and Processes Key aims: Policies and processes that cover access to services will reflect a trauma informed and responsive approach Organisational support the long-term commitment to implementation of Trauma Informed Practice and provide sufficient resources to ensure sustainability 3. Community Involvement Key aims: ITEM 8 - APPENDIX 2 Page 59
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Mechanisms to allow meaningful engagement with our community that include those with lived experience of trauma are created, promoted or empowered. Community voice is empowered, and feedback loops are created to ensure any engagement is meaningful and the voice of the community is actively listened to 4. Leadership and Culture Key aims: Leaders embody Trauma Informed Principles and understand the journey our services, communities and organisations will undertake Whole systems approach to implementing and delivering trauma informed and responsive practices with an understanding that this works alongside other priorities and is not a competing demand Data and Evaluation Data and evaluation processes underpins all the work to be undertaken. It is important to ensure that processes are established that consider: Data collection and evaluation tools that fit the strategic needs of West Dunbartonshire, the need of the community and reflects the expected outcomes nationally Governance structures are in place to review learning, review priorities of group and provide evaluations and feedback of work undertaken Due to the nature of this work, lived experience and community engagement are vital to ensure long term delivery of trauma informed and responsive work. It is expected that engagement activities will seek to include those with lived experience in a meaningful way based on the nature of each activity. As the Trauma Informed and Responsive work develops, the local need and priorities may evolve, and the implementation and delivery plan will respond where appropriate following the approved governance structures. Page 60
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Delivery and Implementation Plan The delivery and improvement plan details the actions that will be delivered under the four strategic themes. 1. STAFF SUPPORT AND WELLBEING AIM TASKS RESPONSIBLE OFFICER DUE DATE WHAT DOES SUCCESS LOOK LIKE? 1.1 Workforce Training Needs Trauma Informed e-modules to be hosted on West Dunbartonshire Council iLearn system Organisational Development (OD)/ Human Resources (HR) March 2025 Increased number of staff aware and accessing Trauma Training locally Staff understanding of Trauma Informed Practice increases Review of Trauma Skilled e- module uptake within West Dunbartonshire Ongoing Identify priority groups in West Dunbartonshire for training Steering Group, HR/OD July 2025 Workforce training needs analysis completed Launch of Training Checklist for West Dunbartonshire Staff to find appropriate training level Trauma Informed Practice (TIP) Lead Officer April 2025 Staff are confident they are trained on trauma appropriately for their role Page 61
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1.2 Review of Staff Induction Processes Review of Skills Passports to include Trauma training at appropriate level HR/OD October 2025 New staff feel confident in their understanding of Trauma Informed Practice New staff reporting organisation is committed to working in Trauma-Informed ways 1.3 Staff Wellbeing is Prioritised Identify current mechanisms for staff support and identify gaps Heads of Service, Strategic Leads, Steering Group, Senior Management Team (SMT), Senior Leadership Team (SLG), HR March 2026 Staff report their wellbeing is prioritised by the organisation Staff report feeling valued and listened to by the organisation Signposting to support for staff wellbeing available and shared with all staff and developed in line with best practice Heads of Service, Strategic Leads, HR May 2026 1.4 Engagement and Communication Plans Development of engagement and communication plan for staff TIP Lead Officer August 2025 Good practice in relation to Trauma Informed Practice shared and celebrated Create West Dunbartonshire Trauma Programme Event Calendar for staff TIP Lead Officer January 2025 Staff engage in locally run Trauma Informed information events 2. TRAUMA-INFORMED SYSTEMS, POLICIES AND PROCESSES Page 62
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AIM TASKS RESPONSIBLE OFFICER DUE DATE WHAT DOES SUCCESS LOOK LIKE 2.1 Importance of embedding Trauma Informed Principles to the way we work is understood Scoping exercise for the opportunities to use the Trauma Lens tool Steering Group, SMT, SLG June 2026 Services are designed and delivered with an understanding of Trauma-Informed Practice embedded within Good practice relating to Trauma-Informed service design and processes shared and celebrated Workshops developed for priority areas to undertake trauma tool TIP Lead Officer November 2026 2.2 Our Systems, Policies and Processes begin the journey to become more Trauma-Informed Scoping feasibility of adding Trauma Training requirements to appropriate procured services HR/OD, Procurement Officers January 2027 Procured services understand the Trauma- Informed vision for West Dunbartonshire Identify opportunities to apply Trauma Informed Principles to West Dunbartonshire Council or HSCP policies due for review Heads of Service, Strategic Leads, Steering Group, HR Ongoing New and reviewed policies developed applying a Trauma-Informed lens 2.3 Ensuring sustainable Trauma Informed change occurs NTTP Self Assessment tool adapted Steering Group, TIP Lead Officer September 2026 Services develop vision for their own service to become Trauma-Informed by identifying current strengths and areas of growth Workshops developed for priority areas to undertake trauma self-assessment tool TIP Lead Officer November 2026 3. COMMUNITY INVOLVEMENT Page 63
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AIM TASKS RESPONSIBLE OFFICER DUE DATE WHAT DOES SUCCESS LOOK LIKE? 3.1 The voice of the lived experience community should be included in a meaningful way Identify current mechanisms for obtaining views of the community, service users, staff and lived experience SMT, SLG, Communities Team, Community Engagement and Development Officer (CEDO) March 2026 Community with lived experience feel empowered to contribute to decisions that impact them Scope feasibility of lived experience reference group with a specific remit for Trauma SMT, SLG, Communities Team, CEDO June 2026 Develop and strengthen relationships with 3rd Sector partners with role for advocacy groups for lived experience of trauma SMT, SLG, Steering Group Ongoing Increase of 3rd sector partners on the West Dunbartonshire Trauma-Informed and Responsive Steering Group 3.2 Feedback loops are important Mapping exercise to identify gaps in obtaining and using feedback from those with lived experience in evaluations SMT, SLG, Communities Team, Community Engagement and Development Officer (CEDO) March 2027 People with lived experience report their views of our services are collected and used to inform decisions Trauma-Informed training developed for those undertaking community engagement work Page 64
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Strengthen existing feedback loops and advise best practice for gaps Steering Group Ongoing 4. LEADERSHIP AIM TASKS RESPONSIBLE OFFICER DUE DATE WHAT DOES SUCCESS LOOK LIKE? 4.1 Leaders have a good understanding of Trauma and the impact on services Leaders across services to attend Scottish Trauma Informed Leadership Training (STILT) Heads of Service, Strategic Leads, SMT, SLG, Team Managers Ongoing Leaders at all levels understand the importance of taking a Trauma-Informed Approach Leaders embody Trauma-Informed Principles STILT Follow-up sessions developed locally TIP Lead Officer March 2027 Trauma Informed briefing sessions offered to strategic groups TIP Lead Officer Ongoing 4.2 Leadership buy-in is important for sustainable change Hold West Dunbartonshire Trauma Informed Leadership Events Steering Group, TIP Lead Officer Ongoing Leaders are informed of developments from the local and national programme and what this means for their services 4.3 Governance and accountability are Creation of West Dunbartonshire Trauma Steering Group, TIP Lead Officer February 2025 Page 65
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important for programme sustainability Informed and Responsive Practice Strategy A clear and shared vision is developed for this work locally Trauma Informed and Responsive Steering group developed to include multi- agency partners Steering Group Ongoing Page 66
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Equality Impact Assessment record layout for information Owner: Margaret –Jane Cardno Resource: Joint Service/Establishment: Joint – West Dunbartonshire Council & HSCP First Name Surname Job Title Head Officer: Emily Aitken Programme Lead for Trauma Informed Practice Include job titles/organisation Members: Emily Aitken, Programme Lead for Trauma Informed Practice, West Dunbartonshire Health and Social Care Partnership (WD HSCP) Ailsa King, Health Improvement Lead, WD HSCP Cols Young, Community Engagement and Development Officer, WD HSCP Please note: the word policy is used as shorthand for strategy policy function or financial decision Policy Title: West Dunbartonshire Trauma Informed and Responsive Strategy 2025-28 The aim, objective, purpose and intended outcome of policy The aim of the strategy is to set out the vision for West Dunbartonshire Council and Health and Social Care Partnership (HSCP) to become a Trauma-Informed and Responsive Organisation. The strategy provides the national and local context as well as 4 key outcomes that will be worked towards during 2025-2028. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy Trauma Informed and Responsive Steering Group ITEM 8 - APPENDIX 3 Page 67
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Does the proposals involve the procurement of any goods or services? NO If yes please confirm that you have contacted our procurement services to discuss your requirements SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Y Relevance to Human Rights (HR) Y Relevance to Health Impacts (H) Y Relevance to Social Economic Impacts (SE) Y Who will be affected by this policy? All residents and staff in West Dunbartonshire Who will be/has been involved in the consultation process? - Trauma Informed and Responsive Steering Group Page 68
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups Needs Evidence Impact Age West Dunbartonshire has an ageing population and an ageing workforce. The older we are, the more life we have experienced and therefore are more likely to have experienced a traumatic event. Can have more protective factors but different risks. The nature of an ageing population and workforce will mean an increase in the need for services that understand the impact of trauma for our population and the risk of skills being lost from the workforce. Childhood is a sensitive time for development and can experience Adverse West Dunbartonshire Census 2022 Demography Data West Dunbartonshire in Numbers Intergenerational Trauma and Its Relationship to Mental Health Care: A Qualitative Inquiry | Community Mental Health Journal HSCP Workforce Plan 2022/25 Whole systems approach which means services through the lifespan will begin their journey to becoming Trauma Informed. Understanding that different kinds of traumatic events will have different impacts on age groups. The strategy mentions the ways different age groups will experience trauma, and the impact trauma can have on health outcomes which can appear in later life. - Positive impact Page 69
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Childhood Experiences (ACEs) which are unique to children & young people. Intergenerational Trauma can also impact multiple generations of families and mean increased needs on services for family support. Page 70
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Needs Evidence Impact Disability Disabled people are more likely to experience trauma than non-disabled populations. Many disabled people also face barriers to accessing services and communicating personal history. Disabled people are more likely than non-disabled people to experience partner abuse. 34% of adults report having a long-term condition in the WD Health and Wellbeing Survey. 21% of the Scottish population reporting having a long-term condition in the Census. Trauma and Intellectual disabilities NHS Greater Glasgow and Clyde 2022/23 adult health and wellbeing survey: West Dunbartonshire report (scot.nhs.uk) Scottish Household Survey https://Office of National Statistics (2018): Women Most at Risk of Experiencing Partner Based Violence in England and Wales Census: Disability and Unpaid Caring 2022 The West Dunbartonshire Trauma Informed and Responsive Strategy 2025- 28 will have a positive impact on the disabled community by ensuring services become trauma-informed and responsive. - Positive impact Needs Evidence Impact Gender Reassign Transgender population more likely to experience Trauma. Core Competencies for Healthcare Practitioners and Clinics Providing Gender-Affirming Care from the Patient Perspective: An International Qualitative Study - ScienceDirect The strategy encourages services to become trauma-informed and responsive. Page 71
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Transgender populations have received an increase in hate crimes recorded. National debates on future of gender affirming care has caused distress for this community. Transgender populations report barriers to accessing services, such as health care or police. Transgender and those undergoing Gender assignment related procedures are at a greater risk of discrimination than the general population. 230 transgender people or with a trans history. Gender Identity Healthcare Protocol for Scotland (September 2024) Gender identity healthcare services standards – Healthcare Improvement Scotland Standard 1 includes mention of Trauma-Informed Hate crimes recorded by the police in Scotland, 2022-23 Self-reported access to health care, communicable diseases, violence and perception of legal status among online transgender identifying sex workers in the UK - ScienceDirect West Dunbartonshire Census 2022 Gender This includes services that may have perceived barriers for populations undergoing gender reassignment. - Positive Impact Marriage & Civil Partnership Experiencing trauma impact relationships. Trauma is also more likely to be experienced through relationships with others. Experience of certain kinds of trauma in a relationship can impact relationships Military spouses experience secondary trauma Birth trauma can impact relationships Census 2022: Marital Status for West Dunbartonshire Residents The strategy applies to all in West Dunbartonshire regardless of relationship and marital status. The strategy will encourage staff to understand the role relationships can play in trauma recovery and trauma happening. Overall, positive impact. Page 72
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differently (birth vs military trauma). Over 29,000 people currently married or in a Civil Partnership in West Dunbartonshire. Pregnancy & Maternity Experiencing trauma can impact the pregnancy, including resulting in low birth weight. Partner violence second common reason for death and injury to pregnant person. 10% of UK women report experiencing Intimate Partner Violence during pregnancy. Trauma in Pregnancy: Assessment, Management, and Prevention | AAFP Partner violence (pregnancy) - UK National Screening Committee (UK NSC) - GOV.UK (view-health-screening- recommendations.service.gov.uk) The Effects of Trauma History and Prenatal Affective Symptoms on Obstetric Outcomes - PMC (nih.gov) The strategy explicitly mentions the importance of maternal and pre-natal trauma-informed care. The strategy will have a positive impact on the group by supporting services to apply trauma-informed principles to pregnancy care and understand the risks of trauma of this population. Positive impact Needs Evidence Impact Race West Dunbartonshire has an increasing population of asylum seekers and refugees. A large portion of asylum seekers and refugees will have experienced trauma. Experiencing racism can result in traumatisation that West Dunbartonshire Census 2022 Data Mental health of asylum seekers and refugees: The role of trauma and postmigration living difficulties and the moderating effect of intergroup contact - ScienceDirect An Evidence-Based Approach for Treating Stress and Trauma due to Racism - ScienceDirect Cultural considerations are mentioned in the strategy, including the importance of supporting faith and cultural traditions as part of being trauma informed Positive impact Page 73
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many services are not equipped to handle. Religion & Belief Individuals can experience trauma related to religious practices. Religion can also offer a supportive community for those to heal from trauma. 10 religions registered on the census, along with non- stated and no religion. West Dunbartonshire Census 2022 Data Religious trauma and moral injury from LGBTQA+ conversion practices - ScienceDirect Coping with Trauma: The Relationship between Religiosity, Spirituality, and Post- Traumatic Symptoms among Civilians Exposed to Ongoing Rocket-Fire - ScienceDirect Cultural considerations are mentioned in the strategy, including the importance of supporting faith and cultural traditions as part of being trauma informed. Positive impact Needs Evidence Impact Sex Men, women and non-binary people can all experience trauma. Different kinds of trauma more likely depending on gender. Women are more likely to report sexual abuse, while men are more likely to report physical abuse. This can be seen in the Scottish Household Survey 2019. Scottish Government: Scottish Household 2019 West Dunbartonshire 2022 Census Data West Dunbartonshire in Numbers 2023 Gender differences in the relationships between different types of childhood trauma and resilience on depressive symptoms among Chinese adolescents - ScienceDirect This strategy mentions the different kinds of trauma that all populations can experience but does note the importance of recognising Violence Against Women and Girls (VAWG) and gendered differences in abuse experienced by the general population. Positive impact Page 74
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Gender differences also exist in which coping strategies are applied and the recovery process from trauma. Sexual Orientation LGBTQ+ youth populations often experience homelessness at a higher rate than non-LGBTQ+ populations. Older LGBTQ+ populations are at an increased risk of injury due to Intimate Partner Violence. LGBTQ+ populations can experience discrimination through use of language in professional environments. This can lead to distrust. Hate crime recorded with a sexual orientation as the aggravator recorded as 26%, although this number has decreased since the last record. West Dunbartonshire data from Census 2022 shows around 2,239 members of our population identify as lesbian, gay, bisexual or other sexual orientation. West Dunbartonshire 2022 Census Data Hate crimes recorded by the police in Scotland, 2022-23 The Complexity of Trauma for LGBTQ+ People: Considerations for Acute and Critical Care - ScienceDirect Gay and lesbian homeless/street youth: Special issues and concerns - ScienceDirect The Complexity of Trauma for LGBTQ+ People: Considerations for Acute and Critical Care - ScienceDirect Although the strategy does not mention the LGBTQ+ population specifically, we understand the risk of trauma this population can experience and must ensure services understand this too. Positive impact Page 75
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Needs Evidence Impact Human Rights Human rights and trauma-informed practice have a lot of overlaps. Supporting human rights requires an understanding of different life experiences. Experiencing a breach of human rights can be traumatising and increases the need for trauma-informed care and support. Many aspects of Human Rights and the United Nations Convention on Rights of a Child (UNCRC) involve freedom from harm, discrimination, access to health and education and a right to life. Overlaps with Human Rights and Embedding Trauma Informed Practice Article 3 UNCRC , Article 19 (Protection from Violence, Abuse, and Neglect), Article 39 (Recovery from Trauma and Reintegration) Improvement Service: Joining the Dots Across Key Policy Agendas Applying a Trauma-Informed approach will strengthen a Human Rights Based approach. The key vision of both agendas focuses on removing barriers to support and reducing inequalities. Positive impact Health Trauma is a public Health Issue. GGC Director of Public Health Report 2024 The strategy applies to all in West Dunbartonshire and makes specific Page 76
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Trauma can impact mental, social and physical health. Experiencing 4 or more Adverse Childhood Experiences (ACEs) can result in poorer health throughout the life course. The experience of trauma and associated outcomes is not universal, and many social factors play a role in protecting from harm caused by trauma. NTTP Evidence of Outcomes through Life course: https://www.traumatransformation.scot/app/uploads/2 023/09/Evidence-Summary.pdf Impact of the Social Determinants of Health on Adult Trauma Outcomes - ScienceDirect links to health outcomes and trauma. Improving the workforces understanding of this link will improve health outcomes for those who have lived experience of trauma. The strategy recognises the importance of staff wellbeing and aims to improve access to support for staff. Positive Impact Needs Evidence Impact Social & Economic Impact Those in lower socio- economic groups are more likely to experience trauma throughout life. Experiencing trauma can cause issues in accessing meaningful employment. Contributions of trauma and economic insecurity... : Mental Health Science NTTP Evidence of Outcomes through Life course: https://www.traumatransformation.scot/app/uploads/2 023/09/Evidence-Summary.pdf Economic evaluations and cost analyses in posttraumatic stress disorder: a systematic review - PMC The strategy will apply to all staff and residents regardless of social and economic status. The strategy itself has no impact on individuals social and economic status. However the strategy understands the importance of protective factors, such as having a higher economic status can support. Page 77
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Trauma itself and the care to support individuals has a cost. Adopting a Trauma- Informed approach to services can be cost- effective by providing support earlier. Neutral impact Cross Cutting To improve health and wellbeing while reducing inequalities within our community, we must work together across agendas to reduce the issues. Many other agendas and areas require adopting a Trauma-Informed Approach and this commitment is felt locally. This includes VAWG, Community Justice Approaches, Education, The Promise and others. Tackling inequalities, trauma and adversity Education Scotland: Keeping Trauma In Mind Equally Safe 2023 - preventing and eradicating violence against women and girls: strategy Community Justice Scitland Corporate Plan: 2023- 2026 Improvement Service: Joining the Dots Across Key Policy Agendas The Promise Scotland: Plan 2024-26 The development of the strategy and workstreams as part of it have adopted a multiagency approach and will continue to address any gaps. Tackling trauma and becoming trauma informed are of importance in all settings (public, private and 3rd sector). Positive impact Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this No negative impacts – overall a positive impact on equality groups by ensuring services they are accessing do understand the issues that trauma can understand. Will the impact of the policy be monitored and reported on an ongoing bases? Page 78
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The work undertaken as part of the strategy will be updated on a yearly basis to the West Dunbartonshire Community Planning Management Board. There will be regular progress reports to the steering group on a quarterly basis and input to other strategic groups at invitation. The strategy has a delivery plan which will help to steer work. Issues noted on equalities issues will be raised via the governance processes established (Trauma Informed and Responsive Steering Group) What is your recommendation for this policy? It is recommended to approve the strategy to allow the work to become a Trauma Informed and Responsive organisation to begin. Please provide a meaningful summary of how you have reached the recommendation Researching using nationally and locally available data along with academic articles have shown that the implementation of this strategy will have an overall positive impact on the West Dunbartonshire population and staff. Page 79
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Management Board Meeting Development and Improvement Groups (DIGs): Highlights and Issues Report FOR INFORMATION ONLY x FOR DECISION Name of DIG Independent DIG Date of report Update report Name and email of lead contact Fiona Taylor, Head of Health and Community Care Fiona.taylor2@ggc.scot.nhs.uk 1 Highlights of activity and progress since last meeting Hearing Loss Hearing Loss is one of the modifiable risk factors for dementia, as such the HSCP is working collaboratively with RNID (Royal National Institute for Deaf People), and West Dunbartonshire Libraries to promote hearing tests. Carers Redesign of Short Break process underway - meetings in 2025 with the aim of streamlining processes to reduce waiting times. Monthly hub with the Carer's Centre and their SDS advocacy worker set up to support a regular contact point to discuss cases of concern or where there have been significant changes since ACASP was submitted to HSCP. Network of SDS champions set up across the HSCP social work teams (in 2024) role will include Carer Champions (12 weekly meetings) to support mainstreaming of supporting and involving carers. Quarterly date to be arranged to support rolling out of training to raise carer awareness SDS legislation for carers process to access Short Breaks budgets. HSCP Website page for Carers to be updated and relaunched in collaboration with partners Additional activities Plan to engage with the public through “meet and greet” sessions in Health centres during 2025 to promote understanding of the Transformation of Primary Care. ITEM 14 Page 81
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GP & Wellbeing Nurses will attend Men’s Health Group arranged collaboratively with Stepping Stones. 2 Outline of any issues/risks and how these are being managed Attendance remains variable - reminders have been sent to encourage attendance / send deputy. Attendance at face to face meeting being encouraged. 3 Outline of the main outputs expected before next meeting To identify key community groups and initiate early discussion around potential engagement work in relation to what matters to them in terms of health and social needs. Progress actions to support Carers. 4 What are your requirements of partners in the Community Planning Management Board to achieve the outcomes of the DIG? Identify key community forums to initiate engagement opportunities on what matters to them to maximise independence and healthy living. 5 Please outline any good news story you wish to share The work to progress the activities to support Carers. Page 82
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Management Board Meeting Development and Improvement Groups (DIGs): Highlights and Issues Report FOR INFORMATION ONLY X FOR DECISION Name of DIG Empowered Date of report 22 January 2025 Name and email of lead contact Selina Ross selina@wdcvs.com 1 Highlights of activity and progress since last meeting DIG Action Plan 2024-6 and Membership Review Given the adoption of oversight of the Community Development Alliance action plan, the DIG members took the opportunity to review the DIG action plan to ensure a greater focus on additionality. The revised plan is presented for consideration. In light of this, DIG membership was also reviewed and additional representatives have now agreed to participate. Community Mental Health and Wellbeing Fund Applications for Year 4 funding closed in late November 2024. The fund now in its fourth year was significantly over-subscribed, with an increased number of national organisation applications being received. The awarding panel consisting of representatives from Community Justice, HSCP, Community Planning, Working4U and WDCVS sat on December 11th and agreed awards to the full value of the fund (£263,101). Successful applicants were informed in December 2024 and diligence checks are ongoing. A full list of awardees will be made available on the conclusion of this process. Self-Management Assembly Over the last 2 third-sector census periods, it has been apparent that there is a perceived inequity of national intermediary support for local residents living with a long-term health condition. Considering the issue from a quality improvement perspective, an assembly model is now being piloted. The first assembly session will take place on March 25th in Clydebank Town Hall and will include a providers ‘marketplace’ and 3 themed breakout workshops. Consultation on the day will help to shape the direction of further activity. 2 Outline of any issues/risks and how these are being managed No current issues or risks to report. ITEM 16 Page 83
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3 Outline of the main outputs expected before next meeting The revised action plan and membership will have been completed and presented to the Management Board for approval. 4 What are your requirements of partners in the Community Planning Management Board to achieve the outcomes of the DIG? No current requests 5 Please outline any good news story you wish to share The spread of investments made through the CMHWB Fund will be available for onward sharing by the end of February 2025. Page 84
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Empowered DIG Action Plan 1 Delivery and Improvement Group: Empowered DIG Action Plan 2024-6 Local Outcome: We live in engaged and cohesive communities Title Due Date Assigned to Milestones Milestone Due Strengthen the profile and role of community development in local strategic planning and policy (Empowerment/Sustainability) WDCVS Review existing and new strategy documents mapping opportunities for community engagement options and activity March 2025 Review and develop locality planning activity June 2025 Prepare options for future activity to be explored June 2025 Explore levels of Community Empowerment awareness across CPWD June 2025 Promote and facilitate local upskilling opportunities around the Community Empowerment Act across the CPWD Sept 2025 Support third sector membership of the CLD Standards Council to support positive standards of practice March 2026 Title Due Date Assigned to Milestones Milestone Due Work with communities to further develop the WD health walk network (Wellbeing/Empowerment) March 2026 WFWD Network Increase number of registered walks across West Dunbartonshire by 4 per annum March 2025 Train 50 new health walk leaders (24/5) March 2025 Raise awareness of community-based strength and balance activity March 2025 ITEM 16 - APPENDIX 1 Page 85
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Empowered DIG Action Plan 2 Train 50 strength and balance volunteers June 2025 Directory of strength and balance activity developed and promoted Oct 2025 Increase number registered walks by 4 per annum March 2026 Train an additional 50 walk leaders March 2026 Title Due Date Assigned to Milestones Milestone Due Work with VIOs across all sectors to support increased number of high quality, inclusive volunteering opportunities they offer (Wellbeing/Empowerment) March 2025 InVOLve Forum Review early adopter testing of the Inclusive Volunteering Toolkit Dec 2024 Roll-out of Inclusive Volunteering Toolkit Feb 2025 Volunteering Charter finalised April 2025 ‘On Your Doorstep’ recruitment campaign launched June 2025 Local Outcome: Citizens are confident, resilient and responsible Title Due Date Assigned to Milestone Milestone Due Deliver the Year 4 Community Mental Health and Wellbeing Fund programme (Wellbeing/Empowerment) Feb 2025 WDCVS Open fund for applications and awareness raising sessions delivered Sept 2024 Application stage 1 assessments complete Nov 2024 Panel decisions notified to successful applicants Jan 2025 Title Due Date Assigned to Milestone Milestone Due Extend the availability of and access to self- management activity to improve quality of life Mar 2025 WDCVS Establish linkages with national intermediaries and external partners Dec 2024 Page 86
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Empowered DIG Action Plan 3 for residents living with long term health conditions (Wellbeing/Empowerment) Establish national intermediary network Feb 2025 Promote 2025/6 calendar of Dementia Friendly WD awareness sessions across CPWD Feb 2025 Raise awareness of the Ask ACCESS hub service Mar 2025 Hold pilot self-management assembly session Mar 2025 Review feedback and develop plan for onward Assembly delivery May 2025 Local Outcome: Carers are supported to address their needs Title Due Date Assigned to Milestones Milestone Due Develop carer champions and networks to share knowledge about the support available to carers March 2026 Kim McNab (CoWD) Raise awareness of Valued Carer Scheme amongst public service organisation June 2025 Raise awareness of Valued Carer Scheme amongst third sector organisations June 2025 Increase number of Valued Carer members by 50% March 2026 Carer Awareness sessions rolled out to all public service agencies/partners March 2026 Provide opportunities for carers to be active partners in planning and shaping supports March 2026 Agatha Njani (WDHSCP) Feedback on review of respite opportunities Dec 2025 Work with partners to increase variety and accessibility of respite options March 2026 Page 87
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OFFICIAL Management Board Meeting Development and Improvement Groups (DIGs): Highlights and Issues Report FOR INFORMATION ONLY x FOR DECISION Name of DIG Safe DIG Date of report 27/01/2025 Name and email of lead contact Supt Trish Robertson Patricia.Robertson@scotland.police.uk 1 Highlights of activity and progress since last meeting On 23/01/2025 the SafeDIG met under the chair of Supt Trish Robertson. The action plan was reviewed, updated and amended as appropriate. This was Supt Robertson’s first SafeDIG meeting, having started as the new Preventions and Partnerships Superintendent for Renfrewshire, Inverclyde, West Dunbartonshire and Argyll & Bute at the beginning of January. Actions continue to be progressed and updated through the group. All actions are now on Pentana and will be updated as required. It was agreed by the group that alongside the review of DIG reporting structures, a full review of the action log will be conducted over the coming period, to deconflict work that is led through other groups. The policing operation for bonfire night and fireworks events took place without any significant disorder or issues, An initiative between Police Scotland, West Dunbartonshire Council Violence Against Women and Girls (VAWG) partnership and Medics Against Violence (MAV) has led to the creation of two short films regarding domestic abuse and spiking. The films are designed for taxi drivers, transport providers and those working in licensed premises, encouraging them to consider the vulnerabilities people face when under the influence of drink or drugs and be aware of their responsibilities as a Bystander. Officers in Police Scotland’s Preventions Team continue to warn of the dangers of fraud in its many guises. They are utilising social media, the newspapers and also presenting inputs in person to groups including West Dun Carers and Women’s Aid. A fold-out speed prevention device has been purchased and will be placed at hot spots and around schools in coming months to reduce speeding. ITEM 17 Page 89
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OFFICIAL Discussions are also ongoing with education around the delivery of a hard-hitting educational road safety film which focusses on a fatal crash and the impact on the family. Preventions Officers are working closer with the Domestic Abuse Safeguarding Officers to ensure the full spectrum of protection measures are being offered and the benefits fully explained. This can include, in-house panic alarms, phone blockers, house security surveys and associated security device cost assistance, referral to VSS, referral to DBI and also referral to appropriate addiction services. These measures are to decrease the likelihood of the victim becoming a repeat victim while supporting them into a more stable life removing potential dependency of abusive partners. Youth Engagement Officers are continuing to deliver inputs covering misogynistic behaviours, gang culture and drugs to better educate the youths in the area and divert them away from potential criminality. We have again secured the services of Lived Experience speakers via the National Violence Reduction Unit to deliver inputs on the modern risks facing the youths and also how to develop a personal exit strategy from situations to keep safe. Previously very well received in The Vale of Leven Academy. 2 Outline of any issues/risks and how these are being managed Due to the planning for Storm Eowyn, there were a number of last minute apologies for the Safe DIG meeting and therefore updates from the meeting were limited. Criminal Justice Social Work have highlighted that more early release of some short- term prisoners are scheduled over the coming months. Partners will be notified when this date is known. In terms of management of these early releases the partners will work together to mitigate risk posed to the public. We are working while being fully aware of the challenging financial situation all partners are facing. This coupled with the ever-increasing demand on sometimes limited resources has galvanised partners somewhat ensuring what we plan to do is worthwhile, achievable and cost-effective. All Safe DIG actions are kept realistic and are adjusted as appropriate to ensure progression. 3 Outline of the main outputs expected before next meeting Full review of the Safe DIG action plan to ensure appropriate delineation of governance. An anti-social behaviour plan has been launched in the Whitecrook area due to recent incidents of violence and fireraising. Working with partners to ensure diversion and education opportunities are explored to reduce instances of ASB in the area. Work remains ongoing to improve the Arrest Referral Scheme, including the use of Page 90
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OFFICIAL technology to increase the uptake of referrals. Suicide Prevention Working Group continue to work to reduce suicide numbers, a new information sharing document has been agreed and employed to best provide the data to relevant partners. The work of the Drug death review group continues, this group reviews the history of those individuals who have died due to a drugs overdose. The aim of the group is to learn where we can intervene to prevent further deaths, involves Police, NHS, HSCP & ADP. SFRS continue to work with young people and the hope is the Fire Skills course will be re-introduced into the West Dumbarton area soon. Preliminary work to commence Operation Balaton from April onwards, multi-agency approached to address ASB in and around south Loch Lomond and Balloch in the better weather when visitor number soar. Involves PS, SFRS, WDC, BTP, Network Rail & LLTNP. PRE - AGENDA DRAFTS Page 91
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OFFICIAL OFFICIAL 4 What are your requirements of partners in the Community Planning Management Board? Continued engagement re ASB. Support through Education to further roll out the Lived Experience work from the Scottish Violence Reduction Unit and the Daniel Spargo Mabbs Foundation production to secondary pupils. 5 Please outline any good news story you wish to share See activity section. Page 92