Item 08 Appendix 2 -Trauma Informed and Responsive Delivery and Improvement Plan 2025-28
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.
Page 1
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 2
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 3
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 4
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 5
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 6
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 7
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 8
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