Document Pack (Bookmarked) - CPWD 14 08 25
West Dunbartonshire Council · 14 August 2025
Back to Community Planning West Dunbartonshire Management Board — 14 August 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, 14 August 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) Elaine Troup, Economic development 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 Laurence Bayston, Head of West Region, Skills Development Scotland Joe McKay, Local Senior Officer – West Dunbartonshire, Scottish Fire & Rescue Service Tony McGloin, 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 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 Simon Shanks, Police Scotland 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: 1 August 2025 Page 2
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COMMUNITY PLANNING WEST DUNBARTONSHIRE MANAGEMENT BOARD THURSDAY, 14 AUGUST 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 22 May 2025. 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 23 July 2025. 6 VERBAL UPDATE FROM PLACE DIRECTOR FOR CPWD AND HEAD OF STRATEGY, SCOTTISH GOVERNMENT Verbal update from Brian Dornan regarding the above. 7/ Page 3
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7 CLIMATE ACTION CONVERSATION EVENT 19 - 26 Submit a report and receive a presentation by Selina Ross providing detail on the above event. 8 COMMUNITY LEARNING AND DEVELOPMENT (CLD) PROGRESS 27 - 32 Submit a report and receive a presentation by Stephen Brooks (Working4U Manager) regarding the above. 9 REVIEW OF DIG REPORTING Verbal update from Elaine Troup, Economic Development Manager, regarding the above. 10 PILOT PROJECT UPDATE Verbal update from Elaine Troup, Economic Development Manager, regarding the above. 11 COMMUNITY JUSTICE PARTNERSHIP UPDATE 33 - 39 Submit report by Lesley James, Head of Children’s Health, Care and Criminal Justice (Chief Social Worker – HSCP), providing an update regarding the above. 12 FLOURISHING DELIVERY IMPROVEMENT GROUP To Follow (DIG) UPDATE Submit report by Elaine Troup, Economic Development Manager, providing an update on the work of the Flourishing Delivery and Improvement Group. 13 INDEPENDENT DELIVERY IMPROVEMENT GROUP (DIG) UPDATE Verbal update from Fiona Taylor, Head of Health and Community Care, providing an update on the work of the Independent Delivery and Improvement Group. 14/ Page 4
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14 NURTURED DELIVERY IMPROVEMENT GROUP 41 - 45 (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. 15 EMPOWERED DELIVERY IMPROVEMENT GROUP (DIG) UPDATE 47 - 56 Submit report by Selina Ross, West Dunbartonshire CVS, providing an update on the work of the Empowered Delivery and Improvement Group. 16 SAFE DELIVERY IMPROVEMENT GROUP (DIG) UPDATE To Follow Submit a report by Superintendent Patricia Robertson, Police Scotland, providing an update on the work of the Safe Delivery and Improvement Group. 17 DATE OF NEXT MEETING Members are asked to note that the next meeting of the CPWD Management Board will be on Thursday, 20 November at 2pm, on MS Teams. Page 5
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COMMUNITY PLANNING WEST DUNBARTONSHIRE MANAGEMENT BOARD Thursday, 22 May 2025 Present: Councillor Martin Rooney (Chair) West Dunbartonshire Council Councillor Clare Steel West Dunbartonshire Council Peter Hessett West Dunbartonshire Council Gail McFarlane West Dunbartonshire Council Lesley James West Dunbartonshire Council Eliane Troup West Dunbartonshire Council Gail McFarlane West Dunbartonshire Council Fiona Taylor West Dunbartonshire Health and Social Care Partnership Chief Superintendent Gary I'Anson Police Scotland Tony McGloin Scottish Fire and Rescue Service Selina Ross West Dunbartonshire CVS Carole Anderson NHS Golden Jubilee Rebecca Campbell NHS Greater Glasgow and Clyde Liz Connolly West College Scotland Laurence Bayston Skills Development Scotland Brian Dornan Scottish Government Nicola Moorcroft West Dunbartonshire Council Apologies: Councillor David McBride West Dunbartonshire Council John Anderson West Dunbartonshire Leisure Trust John Binning Strathclyde Partnership for Transport Trish Robertson Police Scotland Laura Mason West Dunbartonshire Council Beth Culshaw West Dunbartonshire Council Councillor Martin Rooney in the Chair Councillor Rooney welcomed everyone to the meeting of the Community Planning West Dunbartonshire Management Board and thanks Police Scotland for hosting this in person meeting of the 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 20 February 2025 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 24 April 2025. After discussion and having heard The Chief Executive, Elaine Troup, West Dunbartonshire Economic Development Manager and Selina Ross, West Dunbartonshire CVS, in further explanation of the report and in answer to Members’ questions, the Board agreed:- (1) to note the content of Appendix 1 of the report - Community Planning Executive Group Meeting Note and Actions 24 April 2025; and (2) to add the following, as regular agenda items for CPWD Management Board meetings; Review of DIG reporting and Pilot Project Update VERBAL UPDATE FROM PLACE DIRECTOR FOR CPWD AND HEAD OF STRATEGY, SCOTTISH GOVERNMENT Brian Dornan provided a verbal update on recent work and strategic publications; highlighting the recently announced Programme for Government (PFG), UK Spending Review, Scottish Government’s Fiscal Sustainability Delivery Plan, Public Service Reform Strategy, 10-year Public Health Strategy and the forthcoming Community Wealth Building Bill. After discussion and having heard Brian Dornan, in answer to Members’ questions, the Board agreed to note the verbal update provided. Page 8
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HERBERT PROTOCOL A report and presentation was submitted by by Divisional Commander, Gary I’Anson, Police Scotland providing detail on the above protocol. After discussion and having heard the Divisional Commander in further explanation of the Protocol and in answer to Members’ questions, the Board agreed to note the content of the presentation and share the information where appropriate. COMMUNITY JUSTICE PARTNERSHIP UPDATE A report was submitted by Lesley James, Head of Children’s Health, Care and Criminal Justice (Chief Social Worker – HSCP), providing an update regarding the above. After discussion and having heard Lesley James in further explanation and in answer to Members’ questions, the Board agreed to note the detailed update provided. FLOURISHING DELIVERY IMPROVEMENT GROUP (DIG) UPDATE A report was submitted by Gail McFarlane, Chief Officer - Roads and Neighbourhood, providing an update on the work of the Flourishing Delivery and Improvement Group. After discussion and having heard Gail McFarlane and Elaine Troup, in further explanation of the report and in answer to Members’ questions, the Board agreed:- (1) to note the detailed update provided; and (2) that an update and presentation on Community Wealth Building are brought to a meeting of the Board, later in 2025. INDEPENDENT DELIVERY IMPROVEMENT GROUP (DIG) UPDATE It was noted that it had not been possible for a report on the Independent Delivery Improvement Group (DIG) to be provided, as the DIG had not met. Fiona Taylor, Head of Health and Community Care, provided a brief update on the work of the Independent Delivery and Improvement Group. NURTURED DELIVERY IMPROVEMENT GROUP (DIG) UPDATE A report was submitted 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. After discussion and having heard Lesley James in further explanation of the report and in answer to Members’ questions, the Board agreed to note the detailed update provided. Page 9
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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 of the report 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 Superintendent Patricia Robertson, Police Scotland, provided an update on the work of the Safe Delivery and Improvement Group. After discussion and having heard Divisional Commander, Gary I’Anson in further explanation of the report 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, 14 August 2025 at 2pm, on MS Teams The meeting closed at 3.44 p.m. Page 10
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Date Set Action Who Required by Date Status 22.05.25 Add the following as regular agenda items: Update on the review of DIG reporting and Update on the pilot project ‘Access to Services in Alexandria Committee Officer/Elaine Troup Next meeting (14 August 2025) Complete – added to agenda. 22.05.25 Provide an update on Community Wealth Building and presentation later in 2025 Elaine Troup 20 November 2025 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: 14 August 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 23 July 2025. 2. Recommendations 2.1 CPWD is asked to note the content of Appendix One: Community Planning Executive Group Meeting Note and Actions 23 July 2025. 3. Background 5.1 The Community Planning Executive Group met on 23 July 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 23 July 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 24.07.25 ________________________ 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 23 July 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: Wednesday 23 July 2025 ___________________________________________________________________ Time: 1pm on MS Teams ___________________________________________________________________ Item 1. Welcome, introductions and apologies. In Attendance: Peter Hessett (Chair) (PH), Fiona Taylor (FT), Patricia Robertson (PR), Elaine Troup (ET), Colin Smith (CS), Elaine Boyle (EB). Apologies: Lesley James (LJ), Selina Ross (SR), Gail MacFarlane (GM). 2. Note and action log of previous meeting Action ET –continue to review the DIGs and extend to include the community planning events. In progress Action: CS to liaise with SR to confirm date for second community planning event and to ensure all partners are invited to attend. Complete. Action: SR to extend invite for second community planning event to CPWD partners. Complete Action: ET/CS to continue to progress the pilot project and consider elected member briefing. In progress. 3.1 DIG updates on Action Plans Safe DIG – PR had to reschedule meeting to accommodate holiday period. Next meeting will be on 6 August and the paper will follow. Independent – FT had to reschedule the meeting and continues to be concerned about membership. There will be no report available for CPWD Management Board. Flourishing DIG (GM) – confirmed the actions from the previous year had been met and work was on-going to prepare new actions. GM also confirmed a workshop to shape the DIG for future years has been undertaken and details will be reported to CPWD. ITEM 5 - APPENDIX 1 Page 15
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Review of DIGs - ET provided a summary of the review and confirmed that the mapping exercise has concluded and this had highlighted areas of duplication. Once all DIG leads have had the chance to contribute to the work then a paper will be brought to CPWD for approval. Action ET – continue to review the DIGs / events. 3.2 Exception reporting: Nothing raised. 4. Community Planning West Dunbartonshire Second community planning event - SR was unable to attend to provide an up-date however has agreed to prepare a short presentation and report to up-date partners at the next CPWD Management Board meeting in August. Action: SR present up-date on event to CPWD in August. Pilot Project Up-date ET confirmed that initial engagement had been designed and was now underway in Alexandria. Once concluded the steering group will review findings and next steps. A future report will be taken to CPWD Management Board. An elected member briefing is being prepared. Action: ET/CS to continue to progress the pilot project and elected member briefing. 5. CPWD Management Board Meeting feedback In-person meeting feedback Following the last CPWD meeting there was a lot of positive feedback about the meeting and particularly about meeting in person. Partners reflected on the benefits of being able to network informally before and after the meeting. There was also some comment on the increase in participation from members during the meeting when we meet in-person. Based on this informal feedback it could be worth considering increasing the in-person meetings to twice annually. The decision to do so would need to consider any negatives that could include increased travel time. Additional Agenda Items for CPWD to consider: After discussion it was agreed that the following agenda items would be discussed at pre-agenda for potential inclusion on the agenda for CPWD in August. a). Up-date on the recent Community Planning event (Climate Hub) (SR) b.) Up-date on Community Learning and Development (CLD) – Stephen Brooks, Working4U Manager) Action: if the Chair of the Management Board agrees to proposed agenda items, ET to make contact to arrange speakers. Page 16
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6. AOCB and Date of Next Meeting Meeting dates: CPWD Pre-agenda – Thursday 24 July (MS Teams) CPWD Board – Thursday, 14 August (MS Teams) CPEG – Monday 20 October (MS Teams) No. Action Progress 3. Action ET – continue to review the DIGs / events. A further meeting is planned for early August. A recommendations paper will be brought to Management Board for consideration. 4. Action: SR present up-date on event to CPWD in August. Action: ET/CS to continue to progress the pilot project and elected member briefing. In progress 5. Action: if MR agrees to proposed agenda items, ET to make contact to arrange speakers. Complete Page 17
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Report by Selina Ross, WDCVS Community Planning West Dunbartonshire August 2025 Subject: Community Planning Climate Action Conversation Session 1. Purpose 1.1 The purpose of this report is to inform CPWD Board members of the Climate Action conversation held in June 2025. This session was the most recent themed engagement session to take place 2. Recommendations 2.1 CPWD is asked to note the content and consider the suggested actions arising from the session feedback. 3. Background 3.1 To support the emerging Climate Action Hub function in West Dunbartonshire, WDCVS agreed to facilitate a community planning partner conversation. This session took place in June 2025 and was attended by 40 partner representatives including 15 third sector organisations. 3.2 The session featured two themed presentations around community energy followed by a round-table discussion on what future steps could be taken to progress climate action awareness and actions. Thanks are given to Amanda Kean (WDC) and Anna Philbrick (Community Energy Scotland) for their support and participation. 4. Main Issues 4.1 The session generated suggested actions for both the Community Planning Partnership and the Climate Hub function. 4.2 For the partnership, key issues raised included the following: The need for all partners to ensure that activity is taken forward on a cross- department basis to ensure there is a connecting of the dots on climate issues Creating an effective means of signposting to studies, costs and benefits across the partnership to facilitate effective responses to opportunities to increase climate action activity as they arise Ensuring climate-friendly infrastructure requirements are considered at the first spade of developments Both planning authorities to consider how best to increase climate ITEM 7 Page 19
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requirements when considering new home building developments Consideration of how community windfarm development could be supported Generating a greater level of awareness/activity to develop green skills and green jobs. 4.3 Several potential project areas were suggested including: Thermal imaging training/project to demonstrate where homes are losing heat Community insulation initiatives Solar panel awareness raising Circular economy – reuse/recycle promotion. It was suggested that cross-sector activities could be reported via the Flourishing and Empowered DIGs. 4.4 From the hub perspective, it was agreed that the focus should be on connecting with and across, a wide variety of community and third sector organisation, and ensuring that benefits of engagement are promoted in a local context, to stress the immediate community and individual benefits available. It was also agreed that a high level of community visibility would be required. 4.5 As a result of the session, the planned actions for the Climate Hub, to be reported through the Empowered DIG during the current financial year will be: Facilitated monthly online ‘Climate Catch-up’ Teams calls of 30-60 minutes (focussing on themed Q&As, Ask the Expert Sessions and Meeting/Funding Follow-ups) to help develop the network Deliver 2 in-person themed meetings. Suggested inputs include energy efficiency, community growing, 20-minute neighbourhood developments and active travel Offer a seedcorn funding stream to support small grants of £500-£2000 to help local community and third sector groups explore climate action options/activities Provide a funding workshop to encourage external funding options. 5. People Implications 5.1 There are no people implications. 6. Financial Implications 6.1 There are no financial implications. 7. Risk Analysis 7.1 Failure to respond to challenges would risk delivery against policy priorities. 8. Equalities Impact Assessment (EIA) 8.1 No actions are required as this is an update report. Page 20
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9. Consultation 9.1 This report provides an update on recent activity and provides an outline of planned future engagement 10. Strategic Assessment 10.1 The need for all organisations to take action to further their climate responsibilities is evident. This early consultation shows there is a clear appetite for coordinated activity across the Community Planning partnership. Person to Contact: Selina Ross, WDCVS, selina@wdcvs.com T: 0141 941 0886 Appendices: N/A Background Papers: N/A Wards Affected: All Page 21
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Climate Action Conversation ITEM 7 - APPENDIX 1 Page 22
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Climate Action Hubs Scotland-wide Network Place-based support for climate action initiatives Focus on resilience, and inclusivity to addressing climate challenges Page 23
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‘Conversation’ Overview • 40 participants • Presentation theme - community energy • WDC and Community Energy Scotland • Discussion on the key objectives of ‘Hub’ • Strong cross-sector appetite • Local for impact Page 24
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Conversation Feedback …For CAH Signposting to ease studies, costs and benefits Support and knowledge – funding options Support campaigns Map of what’s happening in WD Myth busters Speakers/Inputs Page 25
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Conversation Feedback… for CPWD Work across CPWD to connect the dots on climate issues Promote circular economy – reuse/recycle agenda Planning authorities - increase requirements on house building Community Windfarm Developments Solar/Thermal panel benefits awareness raising Planning authority needs to increase requirements on new home building Awareness/skills for green jobs Micro-hydro on rivers Page 26
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Report by Chief Officer Roads and Neighbourhood CPWD Management Board: 14th August 2025 ______________________________________________________________ Subject: Community Learning and Development (CLD) Progress Report 1. Purpose 1.1 CLD Regulations place statutory duties on local authorities to work with partners and communities to co-produce and secure the delivery of CLD in their area and publish a three-yearly CLD Plan. 1.2 This report provides a progress update on the CLD Three Year Plan 2024- 2027. 2. Recommendations 2.1 CPWD Management Board is asked to: Note and support the actions set within the plan. Partners are asked to commit support, and representation where appropriate, to the CLD Strategic Partnership, its associated themed groups and its aims. 3. Background 3.1 CLD is ‘a distinctive process of engagement and support, with a learning content that is negotiated with learners.’ ‘Community learning and development plays a central part in ensuring individuals, families and communities reach their potential through lifelong learning’. 3.2 The components of CLD consist of targeted support for disadvantaged individuals and groups centred around: Youth Work, Adult Learning and Community Development. 3.3 CLD is delivered by competent practitioners that know and understand the community they work in; provide learning and development opportunities, facilitate community empowerment; and develop and support collaborative and partnership working to evaluate and inform practice. ITEM 8 Page 27
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3.4 This activity is set within a dynamic context with significant challenges around the availability of funding at a time when demand is increasing. This challenge may be offset with the emergence of opportunities that include, for example: Review of CLD Adult Learning Youth Strategy. Community Empowerment. Scottish Attainment Challenge. No One Left Behind. UK Shared Prosperity. 4. Main Issues 4.1 The CLD National guidance requires CLD activity to connect with Community Planning Objectives, aligning CLD with Scotland’s goals for jobs, growth and public service reform; emphasising improved life chances and adopting an evidence-based approach. 4.2 West Dunbartonshire Community Planning aims to achieve its vision: A great Place to live, work learn and visit through five Delivery Improvement Groups. (Nurtured, Flourishing, Safe, Independent, Empowered) 4.3 Community Learning and Development activity can contribute to the vision by addressing barriers to opportunity; improving life chances; promoting active citizenship; delivering community-led approaches and supporting local regeneration. 4.4 HIMe return visit (May 25) found ‘Strategic leaders have strengthened the governance of CLD and formalised partnership groups which is helping to bring clarity of focus to CLD. There are now clearer reporting arrangements and strengthened links with the West Dunbartonshire Community Planning Partnership (CPP) in place. These improvements have increased the visibility and understanding of CLD priorities and impacts, including with senior leaders. CLD Strategic partners have agreed strategic priorities in the CLD plan. They are proactive in gathering the views of learners and community members. The associated subgroups have developed action plans, which include measures of success.’ 4.5 HMIe urged the CLD Strategic Partnership to ‘work, as planned and at pace to continue to strengthen their collective decision making’. The structure of the CLD Strategic Partnership is illustrated below: Page 28
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5. Resource Implications 5.1 The CLD Strategic Partnership chaired by Working 4U has developed and published the 3 Year Plan for CLD. The Strategic Partnership will be undertaking self evaluation using the How Good Is Our CLD quality framework to measure progress against the shared outcomes agreed within year one of the 3 Year CLD Plan and reviewing and refining the actions for year two of the Plan. Education Scotland are supporting this work. 5.2 Each of the thematic groups supporting the CLD Strategic Partnership (Adult Learning Partnership chaired by W4U, Youth Alliance chaired by W4U and Community Empowerment chaired by West Dunbartonshire Council for Voluntary Services) have specific priorities that have been developed through experience of delivery, research, consultation with key stakeholders, learning providers and learners. Evaluation against agreed outcomes and actions is planned for September 25 in line with the end of the first year of the 3 Year Plan. We have captured the CLD Three Year plan aims, objectives and approaches in a ‘one-page plan’ to summarise the complexity of the task and breadth of input. Community Learning and Development Strategic Partnership Lead Group Adult Learning Partnership Youth Alliance Community Empowerment Delivery Improvement Group Community Planning Partnership - West Dunbartonshire Board Flourishing, Nurtured, Empowered, Safe, Independent Page 29
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CLD Plan Objectives and Approach West Dunbartonshire Community Planning Partnership (WDCPP) Vision: A Great Place to Live, Work and Visit. Flourishing, Independent, Nurtured, Empowered and Safe West Dunbartonshire Community Learning and Development Partnership will ensure CLD Services in West Dunbartonshire contribute to the WDCPP vision by improving life chances for people of all ages, through learning, personal development and active citizenship. The partnership will also support stronger, more resilient, influential and inclusive communities. Our approach will focus on early intervention to promote equality and ensure learners and communities contribute to the planning do this within partnership service delivery groups that focus on the components of Community Learning and Development to ensure focus on empowerment, skill development and appropriate resources are available… Community Development Alliance Co-ordinating the priorities and delivery of community engagement that contributes to skills, for life and learning. Focus on • community empowerment and development • Community engagement and representation • Setting standards and Volunteer development Youth Alliance Co-ordinating the priorities and delivery of community-based youth learning that contributes to skills, for life, learning and work. Focus on: • Health and wellbeing. Participation and empowerment. Successful learning • Youth Inclusions and Representation. • Youth Safety and Employability. Adult Learning Partnership Co-ordinating the priorities and delivery of a community-based adult learning that contributes to skills, for life, learning and work. Focus on: • Expanding learning. • Supporting the adult learning journey. • Access, Diversity and Inclusion • Staff and volunteer development. We will know we are successful with our approach when learners and community members can say they: I feel more confident and empowered to make decisions about my community and learning pathway. I have access to resources and opportunities that match my learning goals and ambitions. I feel valued and supported by the learning community and learning staff. I can see clear improvements in my skills and knowledgeand I understand how these apply to my personal, family and community life. We will demonstrate progress and success by… Producing Periodical Reports: • Quarterly Reporting • Annual Reporting Gathering and Recording Key Progress data. CLD Managers Scotland Indicators, for example… • Number participating in Learning Activities • Number from specific target groups • Number securing recognised qualifications • Number of groups receiving community capacity building support Gathering and Compiling Learner Testimony. • Self-assessment • Consultation • Case Studies Page 30
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5.3 The production of the CLD Three Year Plan means that we are compliant with the legislation that requires the Education Authority to demonstrate how the CLD partnership will co-ordinate the provision of CLD while considering key national strategies such as the Adult Learning, Youth Work and Community Empowerment strategies and Community planning. 5.4 The development of the CLD Strategic Partnership reinforces that requirement by establishing an approach that allows us to take effective action at the local level to address the specific challenges we face in West Dunbartonshire. 5.5 The CLD Strategic Partnership have agreed a range of shared outcomes for the 3 Year plan and pentana will be used to capture key performance indicators. 5.6 These indicators will be refined through evaluation of progress in year one and adopted in the forthcoming year, where appropriate. These indicators include: CLD Outcome 1: CLD participants have increased skills and knowledge KPI 1: Number of adults participating in CLD activity 1a. Number of ESOL learners participating in CLD 1b. Number of Literacy learners participating in CLD 1c. Number of adults participating in Family Learning CLD Outcome 2: CLD participants have improved mental health and wellbeing KPI 5: Number of adults with improved mental health and wellbeing outcomes through CLD activity KPI 6: Number of children and young people with improved mental health and wellbeing outcomes through CLD activity 6a. Number of children with improved mental health and wellbeing outcomes through CLD activity 6b. Number of young people with improved mental health and wellbeing outcomes through CLD activity CLD Outcome 3: Community groups have strengthened their capacity to address their own priorities and make decisions about their own communities KPI 7: Number of community groups receiving capacity- building support through CLD activity KPI 8: Number of adults and young people taking part in influence and engagement activity through CLD KPI 9: Number of volunteers hours contributed to support CLD delivery Page 31
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6. Financial Implications 6.1 The delivery of the CLD plan aims and objectives is set within the context of existing budgets and approaches. There are no additional financial implications. 7. Risk Analysis 7.1 The production of the CLD Three Year Plan addresses the risk of non- compliance with legislation that requires its production. The establishment and effective working of the partners within the CLD Strategic Partnership have collectively addressed issues raised from Education Scotland’s Review of Progress visit (April 24) and we are in a strong position to meet the demands of any future inspection based on the How Good is Our Community Learning and Development Framework. 8. Equalities Impact Assessment (EIA) 8.1 An EIA scoping exercise will be undertaken for Year 2 of the 3 Year CLD Plan. 9. Consultation 9.1 This report provides a summary of the progress made by the Strategic Partnership for CLD during the first year of the 3 Year CLD Plan. 10. Strategic Assessment 10.1 Progressing work as outlined in this report ensures CPWD can deliver on the outcomes set in the Local Outcome Improvement Plan. Gail MacFarlane Chief Officer Citizen, Roads and Neighbourhoods 31/7/25 ______________________________________________________________ Person to Contact: Stephen Brooks, Working4U Manager, Stephen.brooks@west- dunbarton.gov.uk Appendices: Background Papers: Wards Affected: All Wards Page 32
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Management Board Meeting Community Planning Partnership Highlights and Issues Report FOR INFORMATION ONLY X FOR DECISION Name of Partnership Community Justice Partnership Date of report 18/07/2025 Name and email of lead contact Lesley.James@west-dunbarton.gov.uk 1 Highlights of activity and progress since last meeting Working/Steering Group Updates: Arrest Referral Scheme Police Scotland held a national partner event in April to consolidate a whole- systems approach to redesign the arrest referral service across Scotland and have issued their first report. Defined not just as a referral, but as a vital conversation at a ‘reachable moment’ in police custody to help an individual to change pathway from the justice system – an opportunity to connect individuals to services addressing issues such as homelessness, addiction, mental health, and health and social inequalities. The event called for continued collaboration, greater investment in preventive and long-term support, and national coordination. It proposed ‘Open Doors Network’ that would provide a shared space for ongoing service design, insight, and partnership working. 1. Challenge Highlighted: Requiring a National Approach Identified Next Step: Creating national minimum standards and/or core principles for the service of helping individuals change pathway away from the justice system 2. Challenge Highlighted: Understanding of Shared information Identified Next Step: Developing an understanding of what information sharing agreements (ISAs), memorandums of understanding (MOUs) or service level agreements (SLAs) are already in place for the service. Determining why ITEM 11 Page 33
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they are required and what is needed to improve the sharing of information as we follow our service users throughout their journey. 3. Challenge Highlighted: Feeding Back the Impact & Importance Identified Next Step: Gathering of stories of individuals who have had that one conversation whilst in the justice system that has opened the door to support for them to change pathway and transform their life. The group has also received input from SHAAP (Scottish Health Action on Alcohol Problems): “Alcohol (in) Justice. Position on people with an alcohol use disorder in the justice system”. Consideration will be given to the proposed direction from SHAPP and how we embed this locally to ensure a best practice approach. Stats – low: number of those in police custody currently being referred to specialist services remain very low. Custody to Community The new National Voluntary Throughcare providers are now in place in the locality: Upside.Scot. Local leads and community workers from the organisation have met with partners and are in the process of establishing clear referral and communication pathways. Leads and community workers have also joined the CJP working groups to represent the organisation and contribute to a whole- systems approach to service delivery in WD. Communication to partners has been issued with a 7-minute brief to ensure that all stakeholders are aware of the service provision in the locality. 7 minute briefing National Voluntary Throughcare.zip Following the Early release of prisoner’s scheme, a protocol was established between children and families and justice social work ensuring information sharing in regard for risk and victim safety for those returning to the community following a custodial sentence. This protocol has proved to be beneficial and will be embedded as core business. As part of strengthening confidence in community-based sentences, including the use of technology, WD CJP hosted information and awareness raising sessions in partnership with G4S to raise the profile and applicability of Electronic Monitoring in the locality. The sessions were well received and there are plans to host further sessions in autumn. https://forms.office.com/Pages/AnalysisPage.aspx?AnalyzerToken=biAOmXnm ORsYLp6yxP4IJD6uwaz3YPwa&id=iQL2878eYkezdQNdHqtRQ9G4mEfumgpC mA_52TeLxZNUMjVYVzdGQkhaQ1cyNUlMNUpKRktON0w1Ry4u Community Justice NHS GGC have been working in partnership with Penumbra who have created a “Talking about Mental Health” toolkit for those working with justice populations. The first training session was held in July and was very well received by the first cohort. A second training will be running in September and Page 34
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then a Train the Trainer (TTT) event will be held in November. The CJ Co- ordinator will be part of the TTT and a targeted approach workplan will be created to roll out the training to justice staff and key partners ensuring consistency for trauma responsive practice across and between service areas. Prevention and Early and Effective Intervention 1. Diversion in both adult and youth justice context: The group is proposing a development day with key partner stakeholders to better understand the use of diversion as part of adult and youth justice in the locality. A proposal will be sent around to partners to confirm the dates to support outcome improvement planning in this area and inform a strategic needs and strengths assessment. 2. Understanding VAWG in young people’s intimate relationships (a partnership approach with the VAWGP): The group has been considering SafeLives Verge of Harming reports 1 and 2. These reports consider early and effective intervention for young people on the verge of harming in the context of the intimate relationships. The group will consider the reports and applicability for outcome improvement planning in the locality. This is a partnership approach between the CJP and the VAWGP. 3. PS Youth Liaison Officers: The group is considering the programme of work offered by the police YLOs and ensuing equity across all education campuses in the locality. The group is seeking to better understand input from the Violence Reduction Unit and measure impact associated with this activity. 4. Violence and gang culture in WD: There are clear issues with gang culture and territorial issues in WD – the group is seeking to better understand this landscape and consider intervention in this area. 5. Links with the ARS working group: There is much overlay with this work and the work going on as part of the arrest referral scheme – the group is considering the overlays and how best to unite both workstreams ensuring that they compliment each other. Care And Risk Management (CARM) for young people CARM training will be provided to Justice and Children and Families social workers in September 2025. This will support the inception of the new Children (Care & Justice) (Scotland) legislation and provide a risk management framework for the critical few young people who pose a risk of significant harm to self and others. This training will be delivered in a partnership approach with the Centre for Young People’s Centre for Justice (CYCJ) and WD CJP. Women in Justice As part of a collaborative approach with SafeLives the women in justice working group has engaged with discovery activity in the locality to better understand the journey of women who have experienced domestic abuse, involvement with justice systems, from the point of arrest through to prosecution. The discovery report was heard at the Justice conference in June 2025 and embedding the recommendation from the report is being considered by both WD VAWGP and CJP a part of a unified response to improving outcomes for women involved with Page 35
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justice systems. The report has been well received and is available upon request: Communityjusticeconferenceevent@west-dunbarton.gov.uk WSSS continues to offer support to women and child victims as part of the Caledonian System. WSS Service co-ordinator is part of the audit and performance team attached to Caledonian systems and is part of the Caledonian steering group. As part of outcome improvement planning the CJ Co-ordinator has been taking a deep dive into the stats around women who are returning from custody back to the community to better understand trajectories. This work is projected to be ongoing for a year and trend analysis will be reported on to consider how we better support vulnerable women at the earliest opportunity. There is clear cross over with this group and the Custody-Community and Prevention and EEI working groups. The information will inform activity across all these work streams and ensure a unified approach to outcome improvement planning. Authentic Voices The discovery report to better understand women’s experience of justice is now complete and this authentic voice activity will now inform outcome improvement planning. A work plan will be developed to support embedding the recommendation from the report. Action for children, Engagement Coordinator, Voices of the Promise, is part of the authentic voices working group. They are currently undertaking lived experience discovery activity, and this will be reported on in the forth coming months. The report will be escalated to WD CJP to consider the implementation and embedding of recommendations as part of prevention work. Caledonian Systems Steering Group The group has been developing a Standard Operating Protocol (SOP) between partners to ensure effective communication and agreed protocols to manage risk and ensure the safety of victims as paramount. The SOP is being developed in a partnership approach and each partner has contributed to its development. The 1st draft of the SOP has been referred to other strategic partner i.e. the VAWGP and the MARAC steering group for scrutiny and agreement. The group is further considering protocols regarding breeches of orders and responding to breeches timeously to ensure that the men who are on the programme are engaging a meaningful way and that risk is always considered in a dynamic manner and shared with relevant partners i.e. justice and children and families’ social work. As part of a partnership approach with the Child Protection Committee the working group is considering the incorporation of multiagency chronologies as part of best practice to ensure that all significant information is shared with relevant stakeholder partners. The group is developing protocols around ensuring contribution to the chronologies as standard practice for those who are part of the Caledonian men’s programme. Page 36
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As part of ongoing commitment to quality assurance a performance and audit subgroup has been created to support outcome improvement planning for Caledonian systems. A performance and audit tool has been developed and dip sampling of reports undertaken. The group focused on the standard of assessment including thorough analysis of the SARA – V3, recommendations, and sheriff sentencing along with analysis of those who were deemed not suitable for the programme. The audit activity showed a high standard of assessment and congruence in terms of recommendations. Actions for outcome improvement planning are focused on better understanding of Sheriffs decision making at sentencing when inclusion for the programme have been recommended but not upheld or the programme being included in sentencing when recommendations suggested that the programme was not suitable. and the programme not being recommended as part of insecure housing. This work is ongoing and will continue as a function of the group. The Caledonian working group is working very closely with the MARAC steering group to ensure robust information sharing across and between shared priority and policy areas. Employability The Lennox Partnership (TLP) are the contracted employability specialist assigned to justice services in WD. The Lennox Partnership (TLP) – Part of Custody-Community, Integrated Case Management pre-release planning. TLP have been successful at partnership working with Greenock and Low Moss Prison and are now integrating the employability service as part of pre-release planning. WD CJP has been working closely with Working 4U and considering a partnership arrangement with youth justice and the “Thrive” & “Ready to Thrive” programmes to ensure that young people are being supported with employability needs at the earliest opportunity. Both service areas are ensuring referral pathways with relevant services and support to staff working with complex cases. To support this work Working 4U will be trained on the Penumbra “Talking about mental health” toolkit projected for January 2025 Training, Learning & Development A cohort of 6 multi-agency staff members were trained on the Penumbra “Talking about Mental Health” tool kit in June 25, the resource evaluated well and there are plans for a rolling training plan to ensure that all relevant partners are offered the opportunity to attend the training. A multi-agency Dash-Ric training was held in April and evaluated excellently. There is a need to continue to roll out this training, but capacity remains an issue. There is also no VAWG training plan in place and training remains on the risk register for the VAWGP. The historical Equally Safe training sub- group met to discuss capacity and competence building for the workforce in regard to VAWG and explore a potential TTT model and e-learning Page 37
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opportunities. The VAWG lead officer will escalate this to the partnership however there is no VAWG training plan in place and training remains on the risk register for the VAWGP. https://forms.office.com/Pages/AnalysisPage.aspx?AnalyzerToken=I3EoLVx3 eiW5dBgs071CoeZ1m5qs6i3z&id=iQL2878eYkezdQNdHqtRQ9G4mEfumgp CmA_52TeLxZNUQzUyWU1JMDhMU1JVSUpUR1pIRVhYTVhHQy4u Justice and partners hosted another Information and Awareness raising sessions in May 2025. The sessions are to facilitate raising the profile of the services offered in WD and ensure that stake partner holders are aware of the portfolio of support and provision across the locality. The event evaluated excellently and will continue to be offered on a rolling basis. https://forms.office.com/Pages/AnalysisPage.aspx?AnalyzerToken=pZ5Q3A USuncFtvU9p03UE1sYDM8shS2s&id=iQL2878eYkezdQNdHqtRQ9G4mEfu mgpCmA_52TeLxZNUOTVJVzE3RE1OUkJGRzAxQVE5SjBHUlhBMi4u Two trauma skilled follow up focus sessions have been held in June as a follow up to the Transforming Connections Trauma Skilled practice that was held earlier in the year. Feedback for the trauma skilled training was overwhelmingly positive with staff feeling that the training had been hugely beneficial and very supportive in their day-to-day work. Working 4U hosted and employability event to showcase the employability options in then locality – this was excellent in terms of partnership working with justice service users. A development Information session was hosted by WD justice services manager to explore the use of Structured Deferred Sentences. Consideration and development around this being the presumption for youth justice regarding the new legislation will be ongoing. 2 Outline of any issues/risks and how these are being managed Budgets and capacity are an ongoing issue for community justice – this is a national issue and hopefully we will see a bigger investment in community justice with the presumption towards liberty and away from custodial sentences. Issues or risk will be identified and assessed in the Strategic Needs and Strengths Assessments and identified at working/steering groups. These will be reported to the CJP for escalation where necessary. 3 Outline of the main outputs expected before next meeting Progress reporting update from all working groups and wider activity. Page 38
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4 What are your requirements of partners in the Community Planning Management Board to achieve the outcomes of the DIG? To support the CJP to deliver locally on the ‘National Strategy for Community Justice’ at a local level. To support the CJP with the uncertainty (nationally) regarding funding and budgets to support the local delivery of the strategy. The CJP will be required to identify funding to deliver the local CJOIP and associated activities. 5 Please outline any good news story you wish to share Trauma Informed Justice Conference 2025 WD CJP held it’s first conference in June 2025. The event raised the profile of the Community Justice Outcome Improvement Plan and included keynote speakers – raising the profile of the importance and benefits of community-based sentencing as part of understanding justice through a trauma informed lens. The event evaluated excellently. Conference Schedule of Events.zip https://forms.office.com/Pages/AnalysisPage.aspx?AnalyzerToken=CuXDQ3VYyeH e34hPOeSV7kNn08OzFy86&id=iQL2878eYkezdQNdHqtRQ9G4mEfumgpCmA_52 TeLxZNUOEJUWDJVU1hHNzE3VENXQzZLOEQwQVE3SC4u Councillor Fiona Hennebry also noted a lovely review of the conference on social media. Page 39
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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 14 Page 41
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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 The 24-30 plan with Nationally agreed Outcomes is being incorporated into our Integrated Planning measures and actions. In the 23-26 plan the promise activity has sat out with Integrated Children’s services planning broadly and this requires to me significantly strengthened. Children’s Voice and Data This project started on 1st July 2024, and will run for 18 months. We have a full time Participation Co-ordinator, a part-time Participation worker and a part-time data analyst all as part of this team. This work will span the spectrum of the Promise, from those involved in prevention, early help through to care experience and will seek to hear the views of as many children, young people, adults and families as possible, including them in a variety of flexible ways and being led by how they would like to see things change. The qualitative data that is gathered will then sit beside the quantitative data that our data analyst is able to support us with, looking across multi-agency data sources, considering the best use of data to measure our progress and thinking about what matters to families. Advocacy Services for Children and our Champions Board Advocacy provision provided by Who Cares Scotland? Has now been increased from 21 hours to 35 hours, and a new full-time post was recruited to week beginning the 4th February 2025 to reinstate our Champions Board . The Champions Board developments will support engagement and participation for care experienced children and young people, and provide a vehicle for change and feedback to the local authority and partners with the development of a mirror leadership champs group being developed. Continuing Care West Dunbartonshire Continuing Care Guidance has been developed and our support to kinship carers and young people on their 18th Birthday is being considered by the Integrated Joint Board in March 2025 Page 42
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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 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 Page 43
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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. 1. Calendar for year co -created and is issued termly to all services. Evaluation ongoing throughout year to evaluate and inform next steps. 2. Oct - Dec Consultation worked carried out regarding Family Fun element of WFW work. Ongoing evaluation throughout session to help plan and inform next steps and delivery plan for furture terms. UPDATE: HUB supports/location advertisement video created, HUB supports feedback video created and 1 to 1 interview video with support user created. Used as part of WFW evaluation and for advertisement. 3. Termly multi-agency evaluation against WFWF Framework continues to be implemented to inform areas of strength and next steps. . 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 subgroups are in place and the actions and proposed measure have been allocated to each of the defined work stream. A priority and visioning setting is planned for the 18th August to finalise the agreed priorities aligned to the 26-29 plan which requires to be developed. Page 44
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A review of all 32 Integrated Children’s service plans have taken place including the aligned priorities The promise has been central and visible in all ICSP across Scotland and needs to be a key component moving forward with the collaborative advantage being realised around children and families who need multi-agency service support , with recognition of the requirements for universal provision alongside accessible parenting and family support for all families that are proportionate and can address the needs of families A Strategic needs analysis is being progressed with support form Health Improvement to inform priorities of the next plan. Consultation 3 Outline of the main outputs expected before next meeting 1. Strategic Needs Assessment to be completed by November 25 for Children and young people in West Dunbartonshire 2. Vision and priorities to be concluded form partners in August 3. Further evaluation of impact of Whole Family Wellbeing 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 45
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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 16 July 2025 Name and email of lead contact Selina Ross selina@wdcvs.com 1 Highlights of activity and progress since last meeting Community Development Alliance (CDA) Partnership The CDA partnership plan was reviewed at the last DIG meeting. A copy of the feedback report is attached and shows positive development in all of the target areas. It also notes contributions from across partners. DIG members have agreed to meet in August to further develop the year 2 plan. Volunteering Strategy - Recruitment Across Scotland, volunteer recruitment has seen a period of decline over the last few years. Research conducted by Volunteer Scotland has showed this to be due to a number of factors including changes in working patterns, later retirement, increased care responsibilities and a desire for more episodic/cause focussed opportunities. The West Dunbartonshire ‘On Your Doorstep’ recruitment campaign is due to run through late August until October 2025, focussing on highlighting the diverse range of opportunities available across the West Dunbartonshire communities. The campaign will feature the publication of an interactive map, engagement with the local press, a social media message calendar, and a series of pop-up outreach sessions across the authority. Health Walks There has been a sustained level of growth in health walk provision across the authority, with 12 providers regularly active in the Walking Friendly West Dunbartonshire network. An additional 8 health walk leaders, from across these organisations, have been trained since April 2025 to support walk delivery. Information on provision is available here: https://new.express.adobe.com/webpage/QijTAKXS9O5ew Self-Management Assembly Arrangements for the second assembly to take place on the morning of September 18th, in Clydebank Town Hall. Promotion of the event will begin in late August. ITEM 15 Page 47
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2 Outline of any issues/risks and how these are being managed No current issues or risks to report. 3 Outline of the main outputs expected before next meeting Year 2 Community Development Alliance Action Plan produced 4 What are your requirements of partners in the Community Planning Management Board to achieve the outcomes of the DIG? No current requests 5 Please outline any good news story you wish to share Page 48
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Community Development Alliance Action Plan Year 1 Progress Update 24-5 Table 1:Community Priority 1: Increase Understanding of Community Empowerment Action *WD Community planning outcomes Lead timescale National Community Development Outcome Method/ Measure of success Progress Refresh Community Empowerment Communications Plan and implement findings of Communications Plan Consultation Promoting Active Citizenship Delivering Community Led approaches WD Communities Team YR1 Communities are confident resilient and optimistic for the future. Communities manage links within communities and to other communities and networks. information sessions / consultation and findings report. Third sector CE awareness survey undertaken. Mixed levels of awareness identified (WDCVS) Planned Action 25/6: Community Assets presentation by DTAS at TSLC (June 2025) WDCVS website refresh (July 2025) Inputs to TSLF meetings (Sept/Dec/March 2025) Celebrating Community WD events. Hold Community Empowerment Drop ins and Surgeries in Communities Promoting Active Citizenship Delivering Community Led approaches WD Communities Team WDCVS YR 1 Communities are confident resilient and optimistic for the future. Communities manage links within Tracking of enquiries/ conversations. Community case studies. 156 organisation surgeries delivered (WDCVS) Communities Team- Range of Community Surgeries and Drop- ITEM 15 - APPENDIX 1 Page 49
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Table 1:Community Priority 1: Increase Understanding of Community Empowerment Action *WD Community planning outcomes Lead timescale National Community Development Outcome Method/ Measure of success Progress communities and to other communities and networks. ins in community facilities held discussing and recording CE barriers with local people. (Communities Team) Support for Community Soup events hosted by communities (Communities Team) Planned Action 25/6: Maintain weekly surgery delivery (ongoing) On Your Doorstep outreach programme (Aug- Oct 25) (WDCVS) Review and implement improvements to raise awareness of the community empowerment strategy/agenda Promoting Active Citizenship Delivering Community Led approaches WD Communities Team YR 1 Communities are confident resilient and optimistic for the future. Communities manage links within communities and to Events hosted by CPWD and engaging local groups in active participation Accessible information finalised and uploaded to website Increased CE awareness inputs delivered across a range of CPWD events including Family Prosperity Network development Planned Action 25/6: Page 50
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Table 1:Community Priority 1: Increase Understanding of Community Empowerment Action *WD Community planning outcomes Lead timescale National Community Development Outcome Method/ Measure of success Progress other communities and networks. In-person CES refresh session (Aug/Sept 25) Continue to promote the use of the Place Standard in communities across WD Delivering Community Led approaches WDC Planning WD Communities Team YR 1 Communities are confident resilient and optimistic for the future. Community members identify their capacities, learning and skills, enhance them and apply them to their own issues and needs Qualitative data on approaches being taken across WD (e.g. 20-minute neighbourhood, Shaping Places for Wellbeing) “Tell Us About Your Place’ session conducted to inform Local development Plan using the Place Standard (Communities Team) Table 2: Community Priority 2: Increase Confidence for Community Empowerment Action *WD Community planning outcomes Lead timescale National Community Development Outcome Method/ Measure of success progress Continue to support communities with Locality Planning. Promoting Active Citizenship Delivering Community Led approaches. WD Communities WD Community Council Forum YR 1 Communities are confident resilient and optimistic for the future. Community members identify their capacities, learning and skills, enhance them and apply them Number of opportunities created for communities to engage with community and locality planning. 3 Locality Plans completed for Clydebank Waterfront, Dumbarton and Leven. Place Plans are being developed in 3 locations- Old Kilpatrick, Alexandria Page 51
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Table 2: Community Priority 2: Increase Confidence for Community Empowerment Action *WD Community planning outcomes Lead timescale National Community Development Outcome Method/ Measure of success progress to their own issues and needs. and Dumbarton West (supported by CORRA). (Communities Team) Develop and deliver future phases of Participatory Budgeting and Mainstreaming. Promoting Active Citizenship Delivering Community Led approaches WD Communities Team YR 1 Community members perspectives are broadened through new and diverse experiences and connections. PB phases and value delivered, evaluation of phase. Scottish Government Report on Contribution to 1% Community Choices target. The final Community Budgeting event took place February to March 2025. This provided small grant funding for communities addressing food insecurity at a local level. Future delivery opportunities unclear at present. Table 3: Community Priority 3: Set Standards for how we Work and Behave Action *WD Community planning outcomes Lead timescale National Community Development Outcome Method/ Measure of success progress Awareness and training on the National Standards for Community Engagement for the Council, Community Planning partners and communities. Promoting Active Citizenship WD Communities WDCVS YR 1 Community members identify their capacities, learning and skills, enhance them and apply them to their own issues and needs. Increase in number of registrations to CLD Standards Council. National Standards for Community Engagement are adopted for Presentation from CLDSC at June 24 TSLC (WDCVS) Inclusion of encouragement to join as part of WDCVS 6-monthly Page 52
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Table 3: Community Priority 3: Set Standards for how we Work and Behave Action *WD Community planning outcomes Lead timescale National Community Development Outcome Method/ Measure of success progress Community engagement and service delivery relationship visits to organisations. Planned Action 25/6: CLDSC representation at TSLC Jun 25 Target of 25% of TSOs to apply for membership (25/6) Pilot of ‘Volunteer Ready’ joint induction programme across TSOs Table 4: Community Priority 4: Ensure Clarity of Roles for Effective Collaboration Action *WD Community planning outcomes Lead timescale National Community Development Outcome Method/ Measure of success progress Ensure clarity of roles and effective collaboration amongst Councillors, Council Officers, CPP partners, volunteers and Communities. Promoting Active Citizenship WD Communities YR 1 Communities manage links within communities and to other communities and networks. Clear online information about everyone’s roles. Accessible information finalised and uploaded to website. Information sessions provided to Elected Members and senior officers of WDC. (Communities Team & WD Leisure Trust) Page 53
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Table 5: Community Priority 5: Develop Skills for Community Empowerment Action *WD Community planning outcomes Lead timescale National Community Development Outcome Method/ Measure of success progress Offer capacity building and development support to emerging and established community groups/ organisations. Promoting Active Citizenship Delivering Community Led approaches WD Communities Yr1 Community members identify their capacities, learning and skills, enhance them and apply them to their own issues and needs. No of development opportunities offered. No of people/ groups engaged in Community activity. 14 New groups supported 92 Proactive funding approaches 15 Aspire Healthchecks 79 Volunteer Development surgeries 207 new volunteer starts (WDCVS) Table 6: Community Priority 6: Ensure Sufficient Resources, Facilities and Support Action *WD Community planning outcomes Lead timescale National Community Development Outcome Method/ Measure of success progress Access to information, support and advice on community empowerment for local communities. Promoting Active Citizenship Supporting Local Regeneration and Environmental Sustainability WD Assets WD Communities YR1 Communities manage links within communities and to other communities and networks. Published clear policy and guidance on Asset Transfer Participation Requests Asset Register Common Good Register and other aspects of community Third sector CE awareness survey undertaken. Mixed levels of awareness identified (WDCVS) Intensive support delivered to 5 TSOs considering asset management/transfer Page 54
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Table 6: Community Priority 6: Ensure Sufficient Resources, Facilities and Support Action *WD Community planning outcomes Lead timescale National Community Development Outcome Method/ Measure of success progress empowerment legislation. 2 supported to business plan/app stage (WDCVS) 2 community management bids supported via local Community Sports Hubs (WD Leisure Trust) Planned Action 25/6: WDCVS website refresh to clarify processes (July 2025) Engage with WDC Asset Team to review/refresh materials (Sept 2025) Increased role of capacity building support within Assets Team Ensuring good quality, affordable and accessible spaces for community activities. Promoting Active Citizenship Delivering Community Led approaches WD Communities WD Greenspace WD Leisure Trust YR1 Community members identify their capacities, learning and skills, enhance them and apply them Continuation of investment in Participatory Budgeting, co- producing improvements Support offered for groups using WDLT community facilities to enhance their governance and/or seek additional Page 55
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Table 6: Community Priority 6: Ensure Sufficient Resources, Facilities and Support Action *WD Community planning outcomes Lead timescale National Community Development Outcome Method/ Measure of success progress Supporting Local Regeneration and Environmental Sustainability to their own issues and needs. Communities manage links within communities and to other communities and networks. With local communities. No of community spaces supported through PB process. funding in order to meet additional costs and charging conditions. (Communities Team) Page 56