Item 12 - Flourishing DIG Report

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.

Original council PDF · Download plain text

Page 1

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 2

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 3

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 4

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 5

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 6

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 7

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 8

Community wealth building consultation - Scottish Government ...

Page 9

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 10

 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 11

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 12

 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