Supplementary 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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Supplementary 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 ITEMS TO FOLLOW I refer to the agenda for the above meeting that was issued on 1 August 2025 and now enclose copies of the reports relating to Items 12 and 16 which were not available for issue at that time. Yours faithfully PETER HESSETT Chief Executive Page 57
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Note referred to:- 12 FLOURISHING DELIVERY IMPROVEMENT GROUP (DIG) UPDATE 61 - 72 Submit report by Elaine Troup, Economic Development Manager, providing an update on the work of the Flourishing Delivery and Improvement Group. 16 SAFE DELIVERY IMPROVEMENT GROUP 73 - 77 (DIG) UPDATE 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) Elaine Troup, Economic development Manager, John Anderson, Manager, West Dunbartonshire Leisure Trust Anne Campbell, 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 Page 58
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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: 7 August 2025 Page 59
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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 August 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 members agreed that an in-person workshop would be arranged to allow members to discuss an approach to help define the actions for the 2025 – 28 Action Plan. A note prepared following the workshop is attached as an appendix to this report: Appendix One: DIG Development Session Feedback. Workshop Summary Flourishing DIG partners met on Wednesday 18 June 2025 to discuss the development of an Action Plan for 2025 – 2028 and to ensure that the actions align with community planning strategic objectives. There was discussion and agreement on: the need to deliver additionality; avoiding reporting on issues that could be considered business as usual for partners; and the need to ensure only partnership working is included. Much of the discussion reflected on the five inter-linked themes of Community Wealth Building (CWB): 1. Spending – local procurement and investment to support local businesses and jobs. 2. Workforce – promoting fair work and local employment. 3. Land and Property – maximising community benefit from assets. 4. Inclusive Ownership – supporting co-operatives, social enterprises, and employee-owned firms. ITEM 12 Page 61
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5. Finance – ensuring financial systems and investments benefit local people. Members were aware of the Community Wealth Building (Scotland) Bill that was introduced earlier this year and the future requirements of local authorities and key public bodies to form a CWB Partnership. There will also be a requirement for community planning partners to embed CWB into their corporate plans and to develop a collective, place-based CWB strategy. Members agreed that the actions they develop should reflect the LOIP Strategic Objectives and align to the principles of CWB where possible. Next Steps Following the workshop discussion the Flourishing DIG lead has contacted all members to request their input into the emerging Action Plan. To support this process, the Working 4U Manager and Economic Development Manager will contact each DIG member to discuss the process of identifying actions for inclusion in the Action Plan. All responses will be collated to form the draft Action Plan for 2025 -28. 2 Outline of any issues/risks and how these are being managed There is a risk that partners don’t fully engage with this process however this is being mitigated by the planned engagement being undertaken by the Working 4U Manager and Economic Development Managers. 3 Outline of the main outputs expected before next meeting A draft action plan should be prepared before the November meeting of CPWD Management Board. 4 What are your requirements of partners in the Community Planning Management Board to achieve the outcomes of the DIG? 5 Please outline any good news story you wish to share Page 62
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Appendix One: DIG Development Session Feedback Background The main task for the DIG in the short term is to review and re-new actions for the CPP Local Outcome Improvement Plan. Stages for developing the DIG actions to ensure they are consistent with CPP/DIG ambitions… Stage 1: Task 1: identify the stakeholders that should participate in the CPP and specifically flourishing DIG, Task 2: review/identify existing partnership work around each outcome – For example: outcome 1: ‘employment and learning’ = employability partnership, CLD plan, Family prosperity- establish partners that would have an input. Set out in doc to be distributed to partners. Identify stakeholders with input to each LOIP outcome. Task 3: identify and ask leads for the various policy areas linked to LOIP to consider actions for the DIG: the policy areas are employability/child poverty/CLD; economic development (business development) sector growth; regeneration and built environment (physical regeneration and housing). Stage 2: Task 1: review proposals from stakeholders – ensure they are sufficiently ambitious (this might require discussion with individual partners, particularly regional scale partners (SDS, Scot Ent) and based on our approach – (partnership task and input, not BAU and not all lead by council), Additional more ambitious issues that might be included make WD a living wage area redress equality issues de carbon/net zero sector specific developments- anchor network ambitions – procurement, access to work opportunities in anchors, use of facilities. (these are examples only- partners may have specific and ambitions aims for west dun emerging from their own policy, research, areas of expertise): final actions – perhaps 3 for each LOIP outcome. Task 2: compile scorecard – adding in milestones and progress with named lead. Task 3: ensure all are aware of methods for update – basic template to report on progress. (the work should be done within the context of the established partnerships). There are a number of tasks that the partners will have to complete to make a contribution. The DIG Partners are set out in Appendix 1. Task 1: Key agencies have a statutory requirement to contribute to Community Planning. The DIG should contain relevant members. There is provision for additional expertise. DIG members to review the list of members and identify partners that could make a positive contribution to the ‘Flourishing’ aim. Task 2: When the membership is reviewed/clarified and agreed, we will set out an updated terms of reference for the group. Flourishing West Dunbartonshire Actions The Flourishing DIG members should consider appropriate actions for inclusion in the DIG Action Plan. The actions should be consistent with the following themes… Increased and better-quality learning and employment opportunities. Our economy is diverse and dynamic creating opportunities for everyone. Our local communities are sustainable and attractive Enhanced quality and availability of affordable housing options. Page 63
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The DIG Action Plan will be recorded on Pentana with an associated scorecard. Progress will be reported by the assigned member at the Flourishing DIG meetings. This will form the foundation for reporting progress within the CPP LOIP and CPP Board. DIG Template The template for the development of actions is: 5 Flourishing DIG Action Plan Template 25 28.doc The previous DIG action scorecard was… 2 FlourishingDIGActions2225 (1) Nov 24 ending.doc Approach It was agreed that to do this we will adopt an approach with these guidelines: ensure its partnership work. avoid reporting business as usual. encourage input and accountability by all partners. Strategies New Actions should, in the first instance, be based on the various policy, strategies and plans associated with each of the outcomes (golden thread) where these have a bearing on our Flourishing aims. The key WDC and Community Planning strategies are set out in Appendix 2. Task 3: DIG members should identify any other strategies/policy documents that have relevance and should be included. Community Wealth Building The emerging community wealth building agenda will have a bearing, and we should take note of that development. Input to the DIG should be consistent with the LOIP outcomes and ideally mappable to actions associated with community wealth building. We have set out a definition of Community Wealth Building in Appendix 3 and examples of Community Wealth Building Categories and Actions in Appendix 4. Partners should consider these alongside their own understanding of the LOIP aims; using this knowledge and commitment to identify relevant activity that will achieve added value (intensified partner working, continuous improvement, better outcomes) Task 4: DIG members to identify and take the lead for new actions associated with anticipated LOIP outcomes. Actions should be consistent with LOIP Outcomes and community wealth building. These should be added to the Flourishing DIG template, with consideration given to milestones. Appendix 5 has an example of actions developed around ‘Increased and better-quality learning and employment opportunities.’ In this example, the key strategies that drive the work are Child Poverty, Employability and Community Learning. The Employability Partnership, CLD strategic Partnership and Family Prosperity Network members have identified the actions and a lead member to represent their views and update action. Task 5: DIG members to use this or their own examples to create appropriate actions Tasks in Summary Task 1: Key agencies have a statutory requirement to contribute to Community Planning. The DIG should contain relevant members. There is provision for additional expertise. DIG members to Page 64
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review the list of members and identify partners that could make a positive contribution to the ‘Flourishing’ aim. Task 2: When the membership is reviewed/clarified and agreed, we will set out an updated terms of reference for the group. Task 3: DIG members should identify any other strategies/policy documents that have relevance and should be included. Task 4: DIG members to identify and take the lead for new actions associated with anticipated LOIP outcomes. Actions should be consistent with LOIP Outcomes and community wealth building. These should be added to the Flourishing DIG template, with consideration given to milestones. Task 5: DIG members to use the example provided as a guide for developing their own appropriate actions Page 65
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Appendix 1: Flourishing DIG Partners Partner (*Statutory partners) *West Dunbartonshire Council *Scottish Enterprise *Skills Development Scotland *Scottish Environment Protection Agency (SEPA) *Scottish Natural Heritage (now NatureScot) *VisitScotland *Scottish Funding Council *Regional Transport Partnerships *Loch Lomond & The Trossachs National Park Authority *NHS Health Boards *Integration Joint Boards (Health and Social Care Partnerships) *Police Scotland *Scottish Fire and Rescue Service Golden Jubilee Hospital Trust West College Scotland West Dunbartonshire Chamber of Commerce SQA West Dunbartonshire CVS Developing Scotland’s Young Workforce Appendix 2: Strategic Context West Dunbartonshire Strategies and Plans Community planning West Dunbartonshire Plan for Place West Dunbartonshire - Plan for Place West Dunbartonshire Locality Plan Document.ashx West Dunbartonshire Regeneration Strategy Regeneration | West Dunbartonshire Council West Dunbartonshire Economic Development Strategy Economic Development Strategy | West Dunbartonshire Council West Dunbartonshire Housing Strategy West Dunbartonshire Council Local Housing Strategy 2022- 2027 Community Wealth Building Community wealth building - Cities and regions - gov.scot West Dunbartonshire Climate change strategy and action plan West Dunbartonshire Council Climate Change Strategy - a route map for a net zero future Climate Change Action Plan West Dunbartonshire Community Empowerment Strategy Community Empowerment Strategy and Action Plan | West Dunbartonshire Council West Dunbartonshire Statement on Fair Work Fair Work First | West Dunbartonshire Council West Dunbartonshire Sustainable procurement strategy Sustainable Procurement - West Dunbartonshire Council Procurement Strategy West Dunbartonshire Employability Plan West Dunbartonshire Local Employability Partnership: Three Year Operating Plan 2022- 2025 West Dunbartonshire Community Learning and Development Plan West Dunbartonshire Community Learning and Development Plan 2021 – 2024 | West Dunbartonshire Council Page 66
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West Dunbartonshire Strategies and Plans Best Start Bright Futures https://www.gov.scot/publications/best-start- bright-futures-tackling-child-poverty-delivery- plan-2022-26/ West Dunbartonshire Local Child poverty Report West Dunbartonshire Local Poverty Action Annual Report 2023-24 West Dunbartonshire Health and Social Care Partnership Strategic Plan West Dunbartonshire Health and Social Care Partnership Strategic Plan 2023–2026: Improving Lives Together Scottish Anchor Institution Network Information Solace/IS Transformation Programme | Improvement Service Appendix 3: Definition of Community Wealth Building Summary of the key points and requirements placed on Scottish local authorities and community planning partnerships under the Community Wealth Building (CWB) agenda promoted by the Scottish Government: Key Principles of Community Wealth Building (CWB) CWB is a place-based, people-centred approach to economic development that aims to: Generate, circulate, and retain wealth within local communities. Reduce economic and wealth inequalities. Empower communities to have a greater stake in the economy. It is structured around five interlinked pillars: 6. Spending – Local procurement and investment to support local businesses and jobs. 7. Workforce – Promoting fair work and local employment. 8. Land and Property – Maximising community benefit from assets. 9. Inclusive Ownership – Supporting co-operatives, social enterprises, and employee- owned firms. 10. Finance – Ensuring financial systems and investments benefit local people. Requirements for Local Authorities and Community Planning Partnerships Under the Community Wealth Building (Scotland) Bill (introduced March 2025), the following duties apply: 1. Strategic Planning Local authorities and key public bodies (e.g. health boards, colleges, enterprise agencies) must form CWB Partnerships. These partnerships are required to jointly prepare and implement a CWB Action Plan. The plan must outline how they will support local wealth generation and retention. It must be consulted on and published within 3 years of the legislation coming into force and reviewed at least every 5 years. 2. Guidance Compliance Local authorities and public bodies must have due regard to statutory guidance issued by Scottish Ministers when developing their CWB action plans and corporate strategies. 3. Community Planning Integration Public sector bodies involved in community planning must embed CWB into their corporate plans and produce a collective, place-based CWB strategy. References Community wealth building - Cities and regions - gov.scot Community Wealth Building (Scotland) Bill Fairer Scotland Duty Summary Page 67
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Community wealth building consultation - Scottish Government ... Page 68
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Appendix 4: Examples of Community Wealth Building Categories and Action Regeneration, Locality Planning and Targeted Interventions Develop Strategic Regeneration sites o Development of key sites such as Queens Quay in Clydebank. o Delivery of mixed-use developments including housing, commercial space, and public amenities o Improve infrastructure connectivity. Use the Locality Plans for Dumbarton, Leven, and Clydebank Waterfront to: o Re-vitalise Town Centres. o Target investment in areas with the highest need. o Codesign services with residents. o Monitor progress using local data and lived experience. Support affordable and quality housing o Increasing the availability and quality of affordable housing through strategic investment plans. o Promoting tenure diversity and community involvement in housing development. Asset-Based Community Development Use the Place Based Investment Programme (PBIP) to fund capital projects that align with community aspirations. Expand community ownership of land and buildings through asset transfer and support for community trusts. Support the development of community hubs and shared spaces that support local services, employability and community learning, enterprise, and sports and social activities. Local Economic Development and Fair Work Supporting a diverse and dynamic economy by attracting investment and supporting local business start-up and growth. Support local enterprise by prioritising procurement from local SMEs, social enterprises, and cooperatives. Develop social benefit clauses in contracts to ensure local job creation, apprenticeships, and training opportunities. Promote fair work by encouraging anchor institutions (for example. NHS, colleges, council) to adopt Living Wage and inclusive employment practices. Skills and Learning Create pathways for people into fair and sustained employment through case managed support Align training with local economic needs and deliver community-led training in sector-based skills relevant to West Dunbartonshire, numeracy/literacy/ESOL, digital skills, financial literacy, and entrepreneurship. Support young people through specific programmes (for example Project Search), mentoring and enterprise development programmes. Support employers’ recruitment and manage their workforce skills. Provide careers information and guidance for young people in school and for those making the transition to work. Promote and develop Modern apprenticeships and foundation apprenticeships and guidance for employers on work-based learning. Page 69
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Promote inclusive participation by removing barriers for disabled people, carers, and marginalised groups, with specific emphasis on those most likely to be affected by (child) poverty and those with experience in the community justice process. Support mental health and wellbeing through local peer support networks and accessible services. (for example, ‘Togetherall’- An ICT Platform to provide support for dealing with low level mental health issues and stress) Community Empowerment and Participation Adopt the National Standards for Community Engagement across all CPP activities. Establish Empowerment Champions within public services to promote culture change. Provide training and resources to build community capacity and confidence in decision making. Page 70
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Appendix 4: Example of LOIP Actions: Increased and better-quality learning and employment opportunities Local Outcome: Increased and better-quality learning and employment opportunities Title Due Date Assigned to Milestones Milestone Due Create pathways for people into fair and sustained employment through case managed support Ongoing for length of plan Local Employability Partnership (Clare English) Employability Partnership and subgroups reviewed on an annual basis. Annual grant funding and service provision (No One Left Behind/UK Shared Prosperity/National Programmes established. Annual Focussed on target groups receiving support. Annual Title Due Date Assigned to Milestones Milestone Due Align training with local economic needs and deliver community-led training in sector-based skills relevant to West Dunbartonshire, numeracy/literacy/ESOL, digital skills, financial literacy, and entrepreneurship. Ongoing for length of plan Community Learning and Development Partnership (Clare Henry) Community Learning and Development partnership and plan and associated funding ((No One Left Behind/UK Shared Prosperity) reviewed Annual sector-based training and support for workforce planning established and reviewed Annual service delivery focussed on ESOL/Adult Literacy reviewed and developed in line with needs. Annual Title Due Date Assigned to Milestones Milestone Due Page 71
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Promote inclusive participation by removing barriers for disabled people, carers, and marginalised groups, with specific emphasis on those most likely to be affected by (child) poverty and those with experience in the community justice process. Ongoing for length of plan Family Prosperity Network/Local Employability Partnership (Stephen Brooks) support for priority groups in place and reviewed for effectiveness Annual lived experience data developed to support service design Annual Fairer Future Partnership project established and delivered Annual Title Due Date Assigned to Milestones Milestone Due Develop social benefit clauses in contracts to ensure local job creation, apprenticeships, and training opportunities Ongoing for length of plan Anchor Institution Network Local Employability Partnership (Clare English) the Anchor Institution Network developed March 2027 Community based wish list further developed Annually Local Employability Employer subgroup established March 2026 Page 72
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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 Safe DIG Date of report 06/08/2025 Name and email of lead contact Supt Trish Robertson Patricia.Robertson@scotland.police.uk 1 Highlights of activity and progress since last meeting On 06/08/2025, the SafeDIG met under the chair of Supt Trish Robertson. This meeting had been rescheduled from July 2025 due to the number of apologies due to the summer holidays. Attendance at the meeting continues to be a challenge with a number of apologies received for the rescheduled date also. The revised action plan remains in draft format at this time until the full review of the DIG structure has been completed. It is noted that the strategic outcomes detailed in the West Dunbartonshire Local Outcome Improvement Plan 2017-27 are all managed through individual groups which already feed in to the Community Planning Partnership (CPP) and Public Protection Chief Officers Group (PP COG) through other means, therefore the revised action plan needs to ensure it can add value and does not duplicate other existing work. The CPWD Outcomes for the Safe DIG are: - Improved community justice outcomes ensure West Dunbartonshire is a safe and inclusive place to live – this is managed through the Community Justice Partnership (CJP), who provide a quarterly report to the CPP - All partners deliver early and effective interventions targeted at reducing the impact of domestic abuse – this is covered by both the CJP and the Violence Against Women and Girls (VAWG) group - Residents live in positive, health promoting local environments where the impact of alcohol and drugs is addressed – this is managed through the Alcohol and Drugs Partnership (ADP) which currently reports in to the Integration Joint Board (IJB) and the PP COG and provides reports to the CPP by exception. Members have indicated that they would be content to provide either quarterly or annual reports to the CPP if required. ITEM 16 Page 73
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- Our residents are supported to improve their emotional and mental health and wellbeing – elements, such as suicide prevention, are covered by the ADP and CJP. This outcome would also be relevant to other DIGs within the structure. Whilst the revised action plan remains in draft format at this time, updates and discussions at the meeting were focused around the proposed new actions. Enhance road safety in West Dunbartonshire, reduce the number of killed and seriously injured on the road network and adhere to the Road Safety Scotland road safety framework. Police Scotland, the Institute of Advanced Motorists and the Scottish Fire and Rescue Service recently hosted a motorcycle safety event in Inveraray. Whilst this event took place in Argyll and Bute, it was advertised across the west of Scotland and had attendees from far and wide, including the West Dunbartonshire area. This event linked with the current ongoing motorcycle safety campaign and a recent review of motorcycle fatalities across Scotland over the last 10 years, which showed that 18% of fatalities on Scotland’s roads involved the rider or passenger of a motorcycle, whilst motorcycles are estimated to account for less than 1% of traffic. Work is planned to improve junction safety on the A82, including vehicle activated signage. Road Safety inputs took place within all West Dunbartonshire High Schools throughout June 2025. This included 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 also attended to provide demonstrations on checking vehicles for safety, including inspections of the vehicles belonging to any young drivers within the groups. Reduce youth anti-social behaviour, particularly around peak periods such as bonfire night and warmer weather Operation Ballaton continues to ensure a partnership approach to youth disorder during the warmer weather. The CJP are hosting development sessions in November and December 2025 which will focus on diversion options for both youth and adult justice, ensuring mapping of services and consistent offering of suitable diversionary opportunities. This will take account of new guidance on diversion from the Children and Young People’s Centre for Justice (CYCJ) which is due to be published imminently. Care and Risk Management (CARM) training is being hosted in October 2025 for those who work with high risk young people. Improve online safety and awareness within the community Police Scotland Youth Engagement Officers continue to deliver regular inputs to schools on online safety and exploitation. The Partnerships and Preventions team Page 74
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also regularly deliver fraud prevention inputs to elderly and vulnerable groups across West Dunbartonshire and provide further advice on our social media pages. Seek to improve safety around active travel routes and public transport West Dunbartonshire has recently conducted a significant upgrade of the CCTV system, which includes coverage of active travel routes. Police Scotland regularly host bike marking events to provide protective safety measures and prevent theft of pedal cycles. Improve safety around green spaces and water-based spaces Operation Ballaton continues to ensure a partnership approach to safety during the warmer weather. Water Safety Scotland held their World Drowning Prevention Day event at Loch Lomond Shores, Balloch on Friday 25th July 2025. The event features various agencies show-casing their work in water safety and included interactive learning opportunities and rescue demonstrations. As part of the Partnership Approach to Water Safety (PAWS) group, drowning incident reports are being conducted for recent incidents at Loch Lomond and Campbeltown, with learning shared across all areas. West Dunbartonshire leisure have reported a recent significant growth in the uptake of swimming lessons. Ensure everyone has access to suicide prevention materials and services A new suicide prevention group has been established, which is data driven and reviews all recent suicides. The CJP are also conducting reviews of suicide rates for those involved in justice services and also those involved in VAWG (both victims and perpetrators). This review will also include suicide attempts and will link in with an NHS GGC review of the health needs for those involved in justice services. West Dunbartonshire have recently published articles and a video around the language of suicide and reducing stigma. Police Scotland’s Argyle and West Dunbartonshire Division currently has 166 officers trained to make referrals to distress brief intervention. This is across both local authorities. We currently have a system in place that means all probationers coming into the division are trained in making DBI referrals during their induction week at Dumbarton. 41 referrals were made in the division in 2024 and 33 have been made in 2025 so far. Of these, only 1 was made in West Dunbartonshire in 2024 and 2 have been in West Dumbartonshire in 2025. This is down to the age restriction on people who can be referred in West Dumbartonshire. It is currently only available to people between the ages of 16 and 24. In the rest of Scotland its available to anyone 16 and over. The majority of referrals within West Dunbartonshire come from education as would be expected with the age restriction, however Police are the main referrer in most other areas. Page 75
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Penumbra training will be delivered from January 2026 (train the trainer beginning in October 2025) for justice staff. This provides a similar service to DBI but specific to justice populations. Reduce the harms caused by addiction in West Dunbartonshire The ADP is currently conducting a review of the drugs death review process, as there is currently a significant delay of approximately 18 months before a review takes place and reviews are conducted in chronological order. The aim is to ensure that information is shared expediently and that reviews are prioritised according to opportunities for learning and prevention. Glasgow have created a dashboard around non-fatal overdoses and this is now being extended to all NHS GGC healthboard areas, which will allow West Dunbartonshire ADP to access and contribute to the data. Stigma training workshops are being developed by NHS GGC and Turning Point Scotland. Addressing misogyny and harmful behaviours at the earliest opportunity West College Scotland are seeking to pilot a package named “the bro code”, which is currently being rolled out across schools in England and seeks to address misogyny an harmful behaviours in boys and young men. Funding opportunities were discussed by the group and will be explored by the college. 2 Outline of any issues/risks and how these are being managed Further discussion required regarding the purpose and value of the Safe DIG, the deconfliction required between the outcomes outlined in the LOIP and the duplication from various other groups. This will be discussed through the ongoing DIG review with options on the future direction of travel for the Safe DIG presented in due course. 3 Outline of the main outputs expected before next meeting Regardless of the outcome of the DIG review, activity on the various proposed actions will continue, including a focus on youth anti-social behaviour and prevention in the run up to bonfire season. Page 76
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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 77