Supplementary Document Pack (Bookmarked) CPWD 22 05 25
West Dunbartonshire Council · 22 May 2025
Back to Community Planning West Dunbartonshire Management Board — 22 May 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Supplementary Agenda Community Planning West Dunbartonshire Management Board Date: Thursday, 22 May 2025 ___________________________________________________________________ Time: 14:00 ___________________________________________________________________ Venue: The Conference Room, Dumbarton Police Station, Stirling Road, Dumbarton G82 3PT. ___________________________________________________________________ Contact: Nicola Moorcroft, Committee Officer nicola.moorcroft@west-dunbarton.gov.uk committee.admin@west-dunbarton.gov.uk Dear Member ITEMS TO FOLLOW I refer to the agenda for the above meeting that was issued on 9 May 2025 and now enclose copies of the reports relating to Items 9, 11 and 13 which were not available for issue at that time. Yours faithfully PETER HESSETT Chief Executive Page 41
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Note referred to:- 9 FLOURISHING DELIVERY IMPROVEMENT GROUP (DIG) UPDATE 45 - 52 Submit report by Elaine Troup, Economic Development Manager, providing an update on the work of the Flourishing Delivery and Improvement Group. 11 NURTURED DELIVERY IMPROVEMENT GROUP 53 - 57 (DIG) UPDATE Submit report by Lesley James, Head of Children’s Health, Care and Criminal Justice (Chief Social Work Officer – HSCP), providing an update on the work of the Nurtured Delivery and Improvement Group. 13 SAFE DELIVERY IMPROVEMENT GROUP (DIG) UPDATE 59 - 62 Submit a report by Superintendent Patricia Robertson, Police Scotland, providing an update on the work of the Safe Delivery and Improvement Group. Distribution:- Councillor Martin Rooney (Chair) Councillor David McBride Councillor Clare Steel Peter Hessett, Chief Executive, West Dunbartonshire Council Beth Culshaw, Chief Officer, West Dunbartonshire Health and Social Care Partnership (WD HSCP) Laura Mason, Chief Education Officer, West Dunbartonshire Council Gail MacFarlane, Chief Officer, Roads and Neighbourhood Fiona Taylor, Health and Social Care Partnership (WD HSCP) Amanda Graham, Chief Officer, Citizens, Culture, & Facilities Elaine Troup, Communities Manager John Anderson, Manager, West Dunbartonshire Leisure Trust Liz Connolly, Principal, West College Scotland Brian Dornan, West Dunbartonshire’s Place Director Jan Haining, Department of Works and Pensions Lorna Gibson, Superintendent, Police Scotland Laurence Bayston, Head of West Region, Skills Development Scotland Joe McKay, Local Senior Officer – West Dunbartonshire, Scottish Fire & Rescue Service Mark Newlands, Scottish Enterprise Selina Ross, Manager, West Dunbartonshire Community Volunteering Service Rebecca Campbell, NHS Greater Glasgow and Clyde Catherine Topley, Chief Executive, Scottish Canals Page 42
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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: 20 May 2025 Page 43
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Management Board Meeting Development and Improvement Groups (DIGs): Highlights and Issues Report FOR INFORMATION ONLY X FOR DECISION Name of DIG Flourishing Delivery and Improvement Group (DIG). Date of report May 2025 Name and email of lead contact Gail MacFarlane Gail.macfarlane@west-dunbarton.gov.uk 1 Highlights of activity and progress since last meeting At the recent DIG meeting there was positive discussion around the actions delivered by partners during the 2022-25 Action Plan and around the on-going partnership approach. The DIG agreed that an in-person workshop would be arranged to allow members to define the actions for the 2025 – 28 Action Plan. An up-date from this workshop will be presented to a future Management Board meeting. Flourishing DIG partners discussed the Community Wealth Building Bill and the potential for increased partnership working to support its delivery. An initial exploratory meeting is being arranged between WDC and the Golden Jubilee Hospital. Regeneration Dumbarton Arc of Attractions branding and wayfinding report is being developed in cooperation with the Visitor Gateway Partnership which includes Historic Environment Scotland and Maritime Museum. The project group also includes Dumbarton Football Club. The report is looking at how Dumbarton could take advantage of its key historical and environmental assets to become more appealing to visitors, boost visitor numbers and enhance the overall visitor experience. The final report is expected to be available in May. This may provide basis for a wider Dumbarton signage strategy project. Alexandria ITEM 9 Page 45
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WDC’s Regeneration team supported the local businesses in Alexandria Town Centre to establish a Business Improvement District (BID). A ballot on the BID took place on 14th November and the result was in favour of establishing the BID. The BID has been formally in place as of 1st April 2025. A project to improve Mitchell Way and Main Street will be developed and delivered in cooperation with the BID as a key partner. BID will be involved in all stages of the project lifecycle and will have a significant role in shaping the project outputs. This partnership approach could prove to be a good example of participatory budgeting and the progress will be kept under review. Clydebank Queens Quay District Heating Network The ambitions of this project include addressing the challenge of climate change and addressing the anti-poverty agenda through the delivery of reduced cost energy. Partnership working is continuing to explore the potential of expanding the network to ensure as many partner organisations and local homes are connected and can benefit from low-cost and clean energy. Town Centre Plan for Neighbourhoods will provide up to £20m funding over the next 10 years to help revitalise the town centre and surrounding neighbourhoods. The funding is overseen by Clydebank Neighbourhood Board which in cooperation with the Council will manage development and delivery of the projects and initiatives. The Board is considering the new funding guidance (published in March 2025) and whether the current Long-Term Plan/Regeneration Plan should be revised to include additional initiatives which form part of the new guidance. A workshop is planned for June to discuss and decide the final scope of the Plan. The agreed Regeneration Plan will be submitted to UK GOV in Autumn 2025. Additional capacity funding expected in 25/26 will likely be used to engage with communities, raise awareness of the Regeneration Plan and the Neighbourhood Board, and progress development of some quick win project. Exxon The project is expected to deliver a significant number of new jobs and the Council’s team is working in partnership with colleagues at Scottish Enterprise, Glasgow City Region and with West College Scotland to ensure maximum local benefit through skills and training. Scottish Marine Technology Park This is a private sector led regeneration project that is being supported through partners including Scottish Enterprise (SE), Glasgow City Region and the Council. The site owner, Malin Group, has been short-listed for potential Investment Zone funding through GCR. This funding is not yet secured and the group has a long process to work through. Page 46
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The Malin Group and partners are progressing discussions on a future feasibility study to support decision making around improved access to the site. Glasgow City Region is working towards becoming a Living Wage Place, this is a partnership approach that works towards making the real Living Wage the norm in a defined geographical area and a key component of the Community Wealth Building agenda. Business Support IRED Committee approval was obtained in November 2024 to commence consultation to investigate the potential of implementing a visitor levy in West Dunbartonshire. The stage 1 Visitor Levy consultation survey closed on 28 February 2025. This survey helped to raise local awareness and provided some initial feedback from residents, businesses and visitors which will assist with the development of the stage 2 of consultation process which will be launched later in the year. WDC is working with Glasgow City Region and Energy Savings Trust to develop a carbon baseline assessment to provide businesses with green business advice. This support is funded through UK Shared Prosperity Fund 2025/26. A Green Skills Business Training Grant has been developed to assist local businesses to improve their green skills. This grant provides a financial contribution to assist businesses to upskill their staff and/or diversify to provide additional services related to green technologies such as Solar Photovoltaic (PV), Electric Vehicle Charging, Solar Thermal Systems, Ground & Air Source Heat Pumps and External Wall Insulation. West College Scotland have assisted with the promotion of the grant which can help contribute to the costs of their green skills training courses. A West Dunbartonshire Meet the Real Buyer event was held on 27th March 2025 at the Golden Jubilee Conference Hotel. Almost 400 suppliers registered to attend the event which included exhibitor stands from WDC procurement, business support and employability teams along with Supplier Development Programme, Scotland Excel, NHS Golden Jubilee and NHS Greater Glasgow & Clyde. Employability/Learning/Income Maximisation Working4U continues to work in partnership with providers to offer a range of employability support across all stages of the employability pathway. Commissioned grant providers are working well across West Dunbartonshire to reach shared outcomes of supporting those with barriers to employment engage successfully with employability support services. This commissioned provision supplements the core key worker service within W4U who case manage service users across the employability pathway. During 24/25 Eighteen providers worked with specific target groups across West Dunbartonshire many offering specialist support and collectively the targets for both NOLB and UKSPF have been achieved. West College Scotland delivered an ESOL for Employability Programme at SCQF Level 3 to support New Scots, refugees and asylum seekers with limited English Page 47
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skills arriving in West Dunbartonshire. The aim of the programme was to provide English language skills for work and improve integration into Scottish life. The course improved language and communication skills, increased confidence, developed a broader awareness of life in Scotland with the goal of progressing to employment. 7 service users accessed this course with all 7 gaining a qualification. TELL is a local training provider with accessible custom built training premises within Dumbarton. Their Pathways to Employment programme is to provide accessible, tailored learning and training programmes aimed at improving the levels of qualifications and employability support to enable service users to progress along their pathway to employment. This end-to-end programme has supported 102 residents access a range of sector specific training opportunities. 53 people have commenced employment including 1 commencing a Modern Apprenticeship and 3 becoming self-employed. 3 have commenced FE/HE on completing the programme. 62 qualifications have been achieved in a range of areas. For the financial year (24/25) Working4U learning and employability services in partnership with external service providers have achieved the following outcomes: The teams have surpassed their anticipated target for the quarter and are on track to achieve their annual targets. In addition to maximising access to opportunity and income from employment, the Working4U team has supported residents to maximise income from benefits and reduce costs by managing debt. Name Q1-Q4 2024/25 Value Annual Target Total number of local people being supported through apprenticeships 367 303 Number of new employers supported by W4U 99 80 Number of local people entering employment through Working 4U 537 417 Number of local people entering education or training 1,178 821 Number of local people gaining a full qualification 1,021 674 The teams have surpassed their anticipated targets for the year. In addition to maximising access to opportunity and income from employment, the Working4U team and partners have supported residents to maximise income from benefits and reduce costs by managing debt. Page 48
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Name Q1/Q2/Q3 2024/25 Value Annual Target Total Value (£) of Income Generated £9,218,527 £5.2m Value (£) of debt managed £1,441,721 £1.2m The teams have surpassed their anticipated outcomes for the year. 2 Outline of any issues/risks and how these are being managed Regeneration Extended timescales for Plan for Neighbourhood funding pose a challenge as it puts a delivery of the plan effectively on hold. We will work with the Neighbourhood Board to ensure that the capacity funding is spent to continue the engagement with the community, and to progress development of future projects. As with all strategic development sites funding is often an issue, work continues with key partners to consider all possible approaches. Business Support The main risk for the Business Support team is their reliance on the continuation of funding through the UK Shared Prosperity Fund, which provides funding to support staff costs and business support interventions. The team will continue to engage with UK Government through the SLAED group and will continue to explore any other relevant sources of funding. Employability Working 4U deliver through NOLB and UKSP Funding, Ready 2 Thrive and Thrive. Personal development programmes for vulnerable young people, adopting a trauma-informed, rights-based ‘place and train’ approach, integrating social prescription, accredited learning, diversionary activity, one-to-one support, and structured work placements. The programme seeks to tackle persistent inequalities and barriers experienced by this group, providing a flexible and supportive route into positive destinations such as further training, volunteering, apprenticeships, or employment. ‘Thrive’ has been well established and has received a high volume of referrals from a wide range of partners such as Social Work, SDS, DWP, Senior Phase, Youth Alliance partners and further third sector support agencies. Thrive has continued to run 2 courses concurrently to meet demand in Clydebank and Dumbarton. Thrive has developed their curriculum with the implementation of the Dynamic Youth Award as well as developing a new volunteering relationship with Community Foodshare. Page 49
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Ready2Thrive has continued to have high levels of referrals for young people who have a range of complex barriers to engagement. Young people have been offered longer term support if required, increasing from 12 weeks to 26 weeks Thrive and Ready2Thrive models have consistently delivered positive outcomes with positive progressions/destinations for Thrive currently at 76%. 3 Outline of the main outputs expected before next meeting Regeneration Alexandria, Mitchell Way & Main Street improvements – project planning and development ongoing in cooperation with the BID Clydebank Town Centre – Regeneration Plan agreed; interventions and activities to be delivered in 25.26 underway (subject to capacity funding being available) Dumbarton, Arc of Attraction – report finalised Business Support Develop Stage 2 visitor levy consultation to obtain feedback on draft proposals from residents, businesses and visitors. Develop carbon baseline assessment in partnership with Glasgow City Region and Energy Savings Trust to provide green advice to local businesses. Continue to promote Green Skills Training Grant in partnership with West College Scotland. Employability 4 What are your requirements of partners in the Community Planning Management Board to achieve the outcomes of the DIG? Regeneration Good placemaking will continue to underpin the regeneration, development and improvement work in the town centres as we aim to align funding and resources, with Council, DIG partners and external funding, to achieve our ambitions. Business Support The on-going commitment and support from the community partners will help to maximise the impacts of the business support activity being developed and implemented through the Flourishing DIG. This will assist with reinforcing our efforts to develop a strong local economy that will provide access to opportunity for all in West Dunbartonshire. EmployabilityWe will continue to deliver the NOLB, Parental Employability support programmes and UK Shared prosperity activity. We will continue to work in Page 50
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partnership through the Adult Learning Partnership and Local Employability Partnership. We ask the partners to continue with their contribution to the local employability group by attending or sending representation where appropriate to the strategic group; the Creative Design Group (service providers) and the frontline Community of Practice group. These groups are making a positive contribution to identifying and addressing challenges in West Dunbartonshire. The Data subgroup updated for the area their Themes and Challenges document supporting the planning of the Strategic Employability Group and the commissioning focus for 25/26. We also ask that, where appropriate, partners contribute to the development and delivery of our local child poverty report and our three years Community Learning and Development plan. 5 Please outline any good news story you wish to share Foundation Apprenticeship The Scottish Apprenticeship Awards showcase apprentices, employers and learning providers from across the country and a range of sectors. The awards highlight the vital benefits apprenticeships bring to individuals, employers and the economy. Award categories celebrate the incredible work of Foundation, Modern and Graduate Apprentices. They also recognise the exceptional organisations who champion and support apprenticeships. West Dunbartonshire Council’s Kaleb Mbise won Foundation Apprentice of the Year 2024. Kaleb completed his Foundation Apprenticeship with W4U and is now undertaking his Modern Apprenticeship in Childcare. Kaleb was also recognised as a Trailblazers at the recent ACHIEVE awards for his visionary work in education. Employer Engagement The W4U Employer Engagement team has engaged with over 400 employers throughout 24/25, addressing various issues such as recruitment; grants; work placements; upskilling; and advice. In response to the increased demand for training, the Employer Engagement and Training teams have merged their efforts to meet employability pathway training needs. Our employer placement scheme, Paid Work Positions, has continued to be supported by employers. Working4U supports the implementation of social benefit clauses which includes encouraging employers to employ local residents into jobs or an apprenticeship. Working4U coordinates the social benefit process for West Dunbartonshire Council, introducing an amendment to the requirements calling on a sharp focus on the following groups – Community Justice; Parents facing poverty and vulnerable young people. A successful jobs fair with almost 200 residents enabled employers to engage directly with people looking for employment opportunities. A quiet session was offered to support job seekers who are neurodiverse to meet employers with Page 51
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Working4U staff available to show them around the various stalls and answer any questions they may have. Page 52
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Management Board Meeting Development and Improvement Groups (DIGs): Highlights and Issues Report FOR INFORMATION ONLY X FOR DECISION Name of DIG Nurture Date of report 2/5/2025 Name and email of lead contact Lesley.James@West-Dunbarton.gov.uk 1 Highlights of activity and progress since last meeting The Nurture DIG Partnership implementation group focuses on the delivery and implementation of the Statutory Integrated Children’s Services Plan (ICSP) for West Dunbartonshire. An annual update to Scottish government is required on the plan that is currently being devloped. The sub group of the Nurture Dig are detailed as below Children’s Mental Health and Wellbeing GIRFEC Children’s Rights/ UNCRC Family Wellbeing. The Promise Group Child Poverty Bairnshouse Each of the subgroup chairs undertake highlight reports which are considered at the DIG. The focus of the work currently has been updating and refreshing the plan and the approach. This work is being supported by the Health Improvement team and updates on action and measurable outcomes is near conclusion Support for Family For Families awaiting Neurodiversity Assessment The Community Mental Health Supports Grant will fund the second year of the Health Care Support Workers delivering family support to families awaiting a neurodiversity assessment. The funding unfortunately will be reduced and resulting in x2 posts coming to end which are supporting families on waiting lasts for mental ND assessments. Planet Youth ITEM 11 Page 53
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Linking with education establishments to support Planet Youth action plans outlining support/learning for parents and staff. An input to the IJB board recently took place around the focus of Planet Youth at the start of this month. Planning underway to develop micro learning for staff and parents to increase confidence and convey key messages in relation to mental health, suicide prevention and self- harm awareness. Trauma Informed and responsive group being established to coordinate implementation of Roadmap for Creating Trauma-Informed and Responsive Change: Guidance for Organisations, Systems and Workforces in Scotland (2023) within West Dunbartonshire. A one-page summary of the Integrated Children’s Service Plan and Trauma related actions will be created. This will show the proposed developments and ongoing discussions with the subgroup leads. Trauma Informed related action to be include in all 5 nurtured dig subgroups re trauma. Actions will be developed with the Leads of each subgroup to ensure it fits the wider subgroup outcomes. Work underway to include 5 Trauma Skilled modules from turas onto WDC iLearn system to allow easier access to learning for WDC employees. The Promise Keeping the Promise 24-25 plan on a page.pdf Brothers and Sisters We have a brothers and sisters implementation group, which is overseeing progress in this area. We now have two quantitative data returns tracking this, and are about to do our second survey, which will provide more qualitative data on children who are separated from their siblings. We have a brothers and sisters action plan that we are currently working to. A Working group meeting on 23rd July to finalise survey questions and for plan finalised for supporting completion of this with children and young people. This work touches many other workstreams, for example – foster carer recruitment within the What would it take project, as well as Sibling assessments within the Better Hearings working group. Ailsa sits on these others groups and is able to ensure this work is connected up. Learning module content is now created Language We have a language working group that is looking at how we share and embed principles around language across services. This involves a test of chance within Review meetings, introducing a “Language matters check-in” to personalise language where children and young people want to. We will also be creating documents and learning modules/training around language principles, sharing care experienced people’s views and wishes around language. Children’s Voice and Data This project started on 1st July 2024, and will run for 18 months. We have a full time Participation Co-ordinator, a part-time Participation worker and a part-time data analyst all as part of this team. This work will span the spectrum of the Promise, from those involved in prevention, early help through to care experience and will seek to hear the views of as many children, young people, adults and families as possible, including them in a variety of Page 54
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flexible ways and being led by how they would like to see things change. The qualitative data that is gathered will then sit beside the quantitative data that our data analyst is able to support us with, looking across multi-agency data sources, considering the best use of data to measure our progress and thinking about what matters to families. Advocacy Services for Children and our Champions Board Advocacy provision provided by Who Cares Scotland? Has now been increased from 21 hours to 35 hours, and a new full-time post was recruited to week beginning the 4th February 2025 to reinstate our Champions Board . The Champions Board developments will support engagement and participation for care experienced children and young people, and provide a vehicle for change and feedback to the local authority and partners with the development of a mirror leadership champs group being developed. Continuing Care West Dunbartonshire Continuing Care Guidance has been developed and our support to kinship carers and young people on their 18th Birthday is being considered by the Integrated Joint Board in March 2025 Supporting our Workforce The work force Wellbeing group is established , and has come from consistent feedback from staff and families that the current local and National challenges around recruitment and retention of C&F social workers is impeding progress being made towards the Promise. A Practitioner Exploration Forum has now been launched in Children and Family Services create a safe, reflective space that is practitioner led and responsive to needs of the workforce and of the families they work with. Attendance at team meetings has taken place, and a further survey will be sent to the C&F workforce to explore further and increase representation. A Promise learning module is being created to support the wider workforce and eventually community wide learning around the Promise and care experience. The West Dunbartonshire Partnership has already created a version for Education that will be considered alongside this. GIRFEC ( Getting It Right For Every Child ) Report on parenting programmes Linking with the Whole Family Wellbeing parenting programmes are being offered via community hubs Progress on delivery and sustainability is reported to Scottish Government. Commission of intensive support service to children on the edge of care has been supported for a further 12 months with Includem delivering this service Locally which compliments the range of universal programme and Functional Family Therapy and Family Group Decision making. GIRFEC Implementation of the Access Help and Support teams for all referrals of concern to social work went live on 1st April 2025. The Team within Children and families services is currently being recruited to, which will support all requests for assistance and notification of concern are referred and assessed in line with Refreshed GIRFEC guidance. This will ensure a Page 55
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single point of contact for partners agencies where protection and safeguarding concerns exist. National GIRFEC guidance is clear that agencies raising concerns require to share appropriate information when concerns that a child may be a risk of harm and social work services have a duty to vary out inquiries and investigate those concerns. This dedicated team will enable enhanced communication and consistency of thresholds across the children’s services partnership. A GIRFEC lead officer role funded by HSCP reserves has been agreed and requires to be recruited to support the work of integrated children’s services planning and GIRFEC continued implementation. The post is now progressing thro job evaluation systems Outcome of developmental assessments for pre five children using NHSGGC Dashboard platforms GGC wide performance data is available to help quality improve services for children e.g. During 23/24 81-96% of children received a 27 month developmental assessment Local interrogation is helpful to understand rationale for why some children did not receive an assessment at this stage Children’s Participation and Rights Education continue to lead the UNCRC work in Schools and this will continue to be reported through our Nurtured Delivery and Improvement Group to the Community Planning West Dunbartonshire Management Board. Nurtured Group membership consists of partners from Educational Services, HSCP, Housing and Employability, Police Scotland, third sector partners, our Youth Alliance, Champions Board, SDS, Our Communities team and The Scottish Children's Reporter. The plans to develop our Children’s Rights are embedded and reflect the Local Outcome Improvement Priorities. Whole Family Wellbeing The pilot test of change sites as well as our digital point of access aims to ensure families are aware of support available to them and are empowered to access that support. Support is easily accessible, stigma free and located in places that work for children and families within their local communities. We were informed by a range of very sobering statistics about our community, such as: 20% of our children and young people have experienced physical or sexual abuse 50% are bereaved by the age of 8 14% have experienced 3 or more ACES The impact of domestic abuse is the most common reason for CP registration, followed in second place by parental mental health. 5000 of our children and young people live in houses where there is recognised mental health needs and 5% of our children live in houses where there are recognised drug misuse issues. When we considered these statistics alongside the fact that 27.6% of our children live in poverty, higher than the Greater Glasgow and Clyde and National averages, then we recognised that help which wrapped around a family, from a range of partners, was crucial in making any lasting improvement to their lives. West Dunbartonshire were successful in receiving funding of circa 130K in relation to supporting the implementation of a Bairnshouse . The current implementation plan is based on a hub and spoke model and joint discussion with Argyle and Bute and L division is considering a SLA to utilize developed premises in Helensburgh to adopt a partnership approach. Page 56
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Equipment has been purchased and internal refurbishment has taken place at the family space in Hartfield Dumbarton. The new funding awarded in April 2025 is to include the appointment support staff to support children and their families pre- and post SCIM ( Scottish Child Interview Model ) within the Bairnshouse provision. 2 Outline of any issues/risks and how these are being managed The Integrated Children’s service requires to have meaningful reportable measures and these measure are currently in DRAFT and have been uploaded to Pentanna in order to support reporting of activity and impact. Further sessions with chairs of the sub groups are in place and the actions and proposed measure have been allocated to each of the defined work stream. There is no resource to support the work of the Integrated plan, both in relation to co- ordination of the plan and no admin to support setting up and minuting of meetings. As a result the NURTURE Dig has not been able to meet since the last update was provided. 3 Outline of the main outputs expected before next meeting Partnership reporting on activities being reviewed in the partnership needs to evidence impact and a review of associated measures. Ongoing work to develop and evaluate the impact of the family Hub offer is taking place as is sector leading work in relation to brothers and sisters reporting and auditing activity through the work of the Promise. Children and Families social work services have launched a 5 year strategy and associated financial planning to support shifting the balance of care with planned reduction in expenditure from external care providers to redirect to increased intensive support for families in line with the Promise Principles. 4 What are your requirements of partners in the Community Planning Management Board to achieve the outcomes of the DIG? A commitment to support the work of integrated children’s services planning as a priority To develop clear measure aligned to the Integrated children’s service plan will be progressed to ensure the impact of our collective activity is understood 5 Please outline any good news story you wish to share Page 57
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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 16/05/2025 Name and email of lead contact Supt Trish Robertson Patricia.Robertson@scotland.police.uk 1 Highlights of activity and progress since last meeting On 15/05/2025, the SafeDIG met under the chair of Supt Trish Robertson. This meeting had been rescheduled from April 2025 due to the number of apologies due to the easter holidays. This was the second SafeDIG under the chair of Superintendent Robertson and the opportunity was taken to review all of the outstanding actions and milestones and make a number of updates to reduce duplication and ensure all actions focused on where partnership activity could truly make a difference to the safety of residents of and visitors to the West Dunbartonshire area. The updated list of actions and milestones were agreed in principle by the group, however it was agreed that further actions needed to be added to reflect where the group could contribute towards the work of the Violence Against Women and Girls group, the Community Justice Partnership and the Alcohol and Drugs Partnership. Representatives from each of these groups agreed to review and provide suggested milestones and once these have been received the updated actions will be added to Pentana for ongoing monitoring. Discussions also took place with regards the remit of the group and whilst it was acknowledged that this is outlined to some extent within the Local Outcomes Improvement Plan (LOIP), it would be of benefit to agree a formal Terms of Reference (ToR) for the SafeDIG. It was agreed that this would be discussed alongside the ongoing review of the DIG groups and presented back to the next meeting. Furthermore, membership of the group was discussed and it was recognised that a number of key partners were either not included or had not attended. Work is ongoing to identify the correct representatives and secure their attendance at future meetings. ITEM 13 Page 59
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OFFICIAL OFFICIAL In terms of activity since the last meeting, a successful partnership event was held at Loch Lomond Shores on 12th April 2025, entitled To Emergencies and Beyond. This event included stalls and demonstrations from various Police Scotland departments, alongside Luss Rescue, HM Coastguard, Scottish Ambulance Service, Scottish Fire and Rescue Service, Royal Navy, Ministry of Defence, Victim Support, Institute of Advanced Motorists, First Bus, WDC Green Space, Strathclyde 4x4 Rescue, Mountain Rescue Teams, National Parks and many more. The event was attended by more than 12,000 members of the public, who were able to access safety information, learn first aid and CPR and improve relations with the various services. Partnership work is ongoing regarding the recent increase and risk of wild fires, including public messaging and education to prevent fires starting. The FireSkills programme is relaunching next week, with eleven S3 students attending from across five West Dunbartonshire secondary schools (Vale of Leven Academy, Our Lady and Saint Patrick’s High School, Dumbarton Academy, Clydebank High School and Saint Peter the Apostle High School). Over the 3-day programme, the young participants will take part in a range of fire-service related workshops and exercises, designed to challenge and inspire participants as they develop key skills in teamwork and communication, build their self-confidence and learn important fire and rescue techniques including basic first aid and CPR. FireSkills is a programme driven by partnership working and provides an excellent diversion opportunity for young people. Operation Ballaton was launched early this year due to the unseasonably good weather and has seen multi-agency patrols around south Loch Lomond and Balloch as visitor numbers begin to soar. Partners include Police Scotland, Scottish Fire and Rescue Service, West Dunbartonshire Council, British Transport Police, Network Rail and Loch Lomond and the Trossachs National Park. The aim of Operation Ballaton is to reduce anti-social behaviour and ensure people can enjoy the green spaces and water based spaces safely and responsibly. Significant work has taken place around the Herbert Protocol, designed to reduce the risk to people with dementia should they go missing. Advertisements have now been placed within all GP surgeries in West Dunbartonshire, with doctors encouraged to promote the protocol at point of diagnosis. Inputs have been delivered in schools from a lived experience colleague working in the Scottish Violence Reduction Unit, around gang culture and developing a personal exit strategy. Youth Engagement Officers have also continued to deliver inputs on domestic violence, consent and misogynistic behaviours and the Rosey project continue to work to reduce sexual violence. 2 Outline of any issues/risks and how these are being managed Page 60
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OFFICIAL OFFICIAL Attendance at the SafeDIG and progression of actions outwith individual organisation updates continues to be a challenge, however it is hoped that the reinvigoration of the action log and attendance list will improve this going forwards. 3 Outline of the main outputs expected before next meeting It is planned that the updated action log and milestones will be formalised and published on Pentana, along with an agreed Terms of Reference for the group. Road Safety inputs are planned for all West Dunbartonshire High Schools for the beginning of June. This will include inputs from the Safety Camera Unit, making use of a virtual-reality headset to put the students in the driver’s seat of a vehicle and use of dashcam footage from a fatal accident, narrated by relatives of the deceased. Roads Policing officers will also attend and will provide demonstrations on checking vehicles for safety, including inspections of the vehicles belonging to any young drivers within the groups. Page 61
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OFFICIAL OFFICIAL 4 What are your requirements of partners in the Community Planning Management Board? Support re attendance at future meetings. 5 Please outline any good news story you wish to share See activity section. Page 62