Document Pack (Bookmarked) - CPWD Management Board 19 02 26
West Dunbartonshire Council · 19 February 2026
Back to Community Planning West Dunbartonshire Management Board — 19 February 2026 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, 19 February 2026 ___________________________________________________________________ Time: 14:00 ___________________________________________________________________ Venue: The Board Room, NHS Golden Jubilee, Clydebank G81 4DY ___________________________________________________________________ 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) Gillian Hamilton, Chief Education Officer, West Dunbartonshire Council Gail MacFarlane, Chief Officer, Roads and Neighbourhood Fiona Taylor, Health and Social Care Partnership (WD HSCP) Colin Smith, Communities Team Leader John Anderson, Manager, West Dunbartonshire Leisure Trust Anne Campbell, Principal, West College Scotland Brian Dornan, West Dunbartonshire’s Place Director Laurence Bayston, Head of West Region, Skills Development Scotland Joe McKay, Local Senior Officer – West Dunbartonshire, Scottish Fire & Rescue Service 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 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 Lynsey Booth, Police Scotland Jennifer Gilliver, Department for Work and Pensions Amanda Kean, Climate Change and Energy Officer Councillor John Millar [substitute] Councillor Lawrence O’Neill [substitute] Councillor Gurpreet Singh Johal [substitute] Date of issue: 6 February 2026 Page 2
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COMMUNITY PLANNING WEST DUNBARTONSHIRE MANAGEMENT BOARD THURSDAY, 19 FEBRUARY 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 - 11 Submit for approval as a correct record, the Minutes of Meeting of the Community Planning West Dunbartonshire Management Board held on 20 November 2025. 4 ACTION LOG 13 Submit for information the Rolling Action List for the Community Planning West Dunbartonshire Management Board. 5 COMMUNITY PLANNING EXECUTIVE GROUP 15 - 18 Submit report by Peter Hessett, Chief Executive providing an update of discussion at the Community Planning Executive Group (CPEG) meeting held on 21 January 2026. 6 INTRODUCTION TO NATIONAL COMMUNITY PLANNING SELF-ASSESSMENT PROCESS 19 - 21 Presentation by Thomas Boyle (Improvement Service) providing and introduction to the National Community Planning Self-Assessment Process. 7/ Page 3
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7 WEST COLLEGE SCOTLAND’S STRATEGIC PLAN – ‘WE ARE WEST 2026-2030’ Presentation by Anne Campbell, Principal - West College Scotland regarding West College Scotland’s Strategic Plan ‘We Are West 2026-2030’. 8 DOMESTIC ABUSE AND VULNERABLE PERSONS Presentation by Susan MacIver and Stephen Love (Police Scotland) regarding the above. 9 UPDATE ON WHOLE FAMILY WELLBEING FUND APPROACHES 23 - 53 Submit report by Claire Cusick, Senior Education Officer, providing information on the Whole Family Wellbeing Fund and an update on plans to deliver Whole Family Supports. 10 VERBAL UPDATE FROM PLACE DIRECTOR FOR CPWD AND HEAD OF STRATEGY, SCOTTISH GOVERNMENT Verbal update from Brian Dornan and a review of discussions at recent Scottish Government presentation to Community Planning Partners. 11 COMMUNITY JUSTICE PARTNERSHIP UPDATE 55 - 60 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 (DIG) UPDATE 61 - 63 Submit report by Gail McFarlane, Chief Officer, Roads and Neighbourhood providing an update on the work of the Flourishing Delivery and Improvement Group. 13 NURTURED DELIVERY IMPROVEMENT GROUP To Follow (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. Page 4
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14 EMPOWERED DELIVERY IMPROVEMENT GROUP (DIG) UPDATE 65 - 66 Submit report by Selina Ross, West Dunbartonshire CVS providing an update on the work of the Empowered Delivery and Improvement Group. 15 CLIMATE ACTION HUB – ACTIVITY UPDATE REPORT 67 - 69 Submit report by Selina Ross, West Dunbartonshire CVS providing an update on the recent activity of the Climate Action Hub, facilitated and hosted by WDCVS. 16 EMERGENCY SERVICES SPOTLIGHT Verbal update by Police Scotland and Scottish Fire and Rescue service highlighting current activities and initiatives. 17 DATE OF NEXT MEETING Members are asked to note that the next meeting of the CPWD Management Board will be on Thursday, 21 May 2026 at 2pm, on MS Teams. Page 5
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COMMUNITY PLANNING WEST DUNBARTONSHIRE MANAGEMENT BOARD Thursday, 20 November 2025 Present: Councillor Martin Rooney (Chair) West Dunbartonshire Council Councillor Clare Steel West Dunbartonshire Council Beth Culshaw West Dunbartonshire Council Gillian Hamilton West Dunbartonshire Council Lesley James West Dunbartonshire Council Gail McFarlane West Dunbartonshire Council Colin Smith West Dunbartonshire Council Fiona Taylor West Dunbartonshire Health and Social Care Partnership John Binning Strathclyde Partnership for Transport Stephen Brooks WD Working4U Laurence Bayston Skills Development Scotland Trish Robertson Police Scotland Carole Anderson NHS Golden Jubilee Nicola Moorcroft West Dunbartonshire Council Apologies: Peter Hessett West Dunbartonshire Council Councillor David McBride West Dunbartonshire Council Gerry Watt Scottish Prison Service Joe McKay Scottish Fire and Rescue Service Sandie Scott NHS Golden Jubilee Selina Ross West Dunbartonshire CVS Brian Dornan Scottish Government Jan Haining DWP Rebecca Campbell NHS Greater Glasgow and Clyde John Anderson West Dunbartonshire Leisure Trust Chief Superintendent Gary I'Anson Police Scotland Anne Campbell West College Scotland Richard Millar Scottish Canals ITEM 3 Page 7
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Councillor Martin Rooney in the Chair Councillor Rooney welcomed everyone to the meeting of the Community Planning West Dunbartonshire Management Board. 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 14 August 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 23 October 2025. After discussion and having heard the Chief Officer - WD Health and Social Care partnership and the Communities Team Leader in further explanation and in answer to Members’ questions, the Committee agreed to note the content of the report and Appendix 1 of the report - CEPG Note and Actions 23 October 2025. INTEGRATED CHILDREN’S SERVICES PLAN REPORT 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. LOCAL CHILD POVERTY ACTION REPORT A report was submitted by the Stephen Brooks (Working4U Manager) providing an update on the on Local Child Poverty Action Report 2024/25. A detailed presentation highlighted: The scale of poverty, trends and data. Page 8
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Who is affected by Child poverty; the six priority groups What the drivers of child poverty are and its impact The work of the Family Prosperity Network, its vision and the 2025/26 action plan After discussion and having heard the Working 4U Manager in further explanation and in answer to Members’ questions, the Committee agreed to :- (1) to note and support the actions set within the child poverty report: (2) to commit support, and representation where appropriate to the Family Prosperity Network and its aims; and (3) Circulate the Presentation to all CPWD Partners. VERBAL UPDATE ON CLIMATE HUB In Selina Ross’s absence, Colin Smith provided an update; highlighting that the Lead Officer is now in place and has taken forward a programme of meetings with Partners. COLLABORATION FOR HEALTH EQUITY A report was submitted from Colin Smith, Communities Team Leader, regarding the above. After discussion and having heard the Communities Team Leader in further explanation and in answer to Members’ questions, the Committee agreed:- (1) note the content of the report; and (2) that the Chief Executive, on behalf of the CPWD Management Board, should write to Collaboration for Health Equity Scotland (CHES) to highlight the failure of general Grants to address the inequalities in funding. REVIEW OF DIG REPORTING A report was submitted from Colin Smith, Communities Team Leader, regarding the above. After discussion and having heard the Communities Team Leader, in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the work carried out to review the Delivery Improvement Groups; (2) to approve the recommendations summarised in paragraph 4.12 of the report with the exception of the Community Justice Partnership which will continue to report quarterly; and (3) to continue discussions on reporting of the following initiatives:- Page 9
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Poverty/anti-poverty strategies Review of action plans Collating information on details of relevant Community Leaders with regards to Emergency Planning PILOT PROJECT UPDATE Verbal update was given by Colin Smith, Communities Team Leader, regarding the above; highlighting the findings of the consultation which will enable population of an action plan to tackle the issues raised. 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 Committee agreed to note the detailed update provided. FLOURISHING DELIVERY IMPROVEMENT GROUP (DIG) UPDATE A report was submitted by Gail MacFarlane, Chief Officer - Roads and Neighbourhood providing an update on the work of the Flourishing Delivery and Improvement Group. After discussion and having heard Gail MacFarlane, Stephen Brooks and Laurence Bayston (Skills Development Scotland) in further explanation and in answer to Members’ questions, the Committee agreed to note the detailed update provided. INDEPENDENT DELIVERY IMPROVEMENT GROUP (DIG) UPDATE A report was submitted by Fiona Taylor, Head of Health and Community Care providing an update on the work of the Independent Delivery and Improvement Group. After discussion and having heard Fiona Taylor in further explanation and in answer to Members’ questions, the Committee agreed to note the detailed update provided. 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 and in answer to Members’ questions, the Committee agreed to note the detailed update provided. Page 10
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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 the Committee agreed to note the detailed update provided. SAFE DELIVERY IMPROVEMENT GROUP (DIG) UPDATE Verbal update was given from Superintendent Patricia Robertson, Police Scotland, on the work of the Safe Delivery and Improvement Group. CONSIDERATION OF ADDITIONAL FACE TO FACE MEETINGS To discuss and consider whether or not to proceed with additional in-person meeting(s) of the CPWD Management Board. After discussion, the Committee agreed to hold additional face to face or hybrid meetings at venues to be confirmed. DATE OF NEXT MEETING It was noted that the next meeting of the CPWD Management Board would be on Thursday, 19 February 2026 at 2pm at a venue TBC. The meeting closed at 3.53 p.m. Page 11
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Date Set Action Who Required by Date Status 20.11.25 Write to Collaboration for Health Equity Scotland (CHES) to highlight the failure of general Grants to address the inequalities in funding. Peter Hesset, Chief executive As soon as possible Complete 20.11.25 Provide an update on Community Wealth Building and presentation to a meeting of the CPWD Officer to be sourced/identified As soon as possible Complete – Magda Swider to deliver to May meeting of CPWD 20.11.25 Circulate the Local Child Poverty Action Report Presentation to all CPWD Partners. Committee Officer As soon as possible Complete Complete In Progress Outstanding ITEM 4 Page 13
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Report by the Chief Executive Officer of West Dunbartonshire Council, Chair of the Community Planning Executive Group Management Group: 19th February 2026 ___________________________________________________________________ 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 21st January 2026. 2. Recommendations 2.1 CPWD is asked to note the content of Appendix One: Minute and Action Note of Community Planning Executive Group meeting held 21st January 2026. 3. Background 5.1 The Community Planning Executive Group met on 21st January 2026. The group is chaired by the Council’s Chief Executive, and membership includes the three DIG leads. 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 Action Grid 21st January 2026. 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 15
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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 CPWD 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, CPEG 21st January 2026 _______________________ Person to Contact: Colin Smith, Communities Team Leader. Colin.Smith@west- dunbarton.gov.uk Appendices: None Background Papers: Previous reports to Community Planning West Dunbartonshire Management Board on Executive Group activity. Wards Affected: All Page 16
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Community Planning West Dunbartonshire Executive Group – Meeting Note and Actions Date: Wednesday 21st January 2026 ___________________________________________________________________ Time: 2pm on MS Teams ___________________________________________________________________ Item 1. Welcome, introductions and apologies. In Attendance: Peter Hessett (Chair) (PH), Beth Culshaw (BC), Fiona Taylor (FT), Gail MacFarlane (GM), Lesley James (LJ), Colin Smith (CS), Elaine Boyle (EB). Apologies: Selina Ross. (SR) 2. Note and action log of previous meeting Action: Alter Executive Group meeting invitation to reflect changes to DIGS. (EB) 3.1 DIG updates on Action Plans Nurtured DIG– (LJ) A progress update will be available for CPWD Board meeting. Flourishing DIG- (GM) – Report will be available for Board meeting. DIG Partners are looking at an event focusing on Employability and enhancing employment opportunities in Green and other emerging areas of employment. Empowered DIG- No report 3.2 Exception reporting: Nothing raised. Remove this item from future agendas. (CS) 4. Community Planning West Dunbartonshire Planning for a community planning event in year 2026-27- Flourishing DIG’s potential event around Green Jobs could fulfil the CPWD commitment Pilot Project Up-date Initial community engagement has been completed and a summary report on findings is available. Action: CS to restart pilot project and seek partner backing ITEM 5 - APPENDIX 1 Page 17
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Community Cohesion- Action to engage with and collate details of relevant community leaders with regards to community cohesion and preparedness for any potential issues in West Dunbartonshire. Particularly in relation to community tensions focused on New Scots, immigrants and refugees. BC will meet with Chair of the Empowered DIG (SR) in relation to this. 5. CPWD Management Board Meeting feedback Agenda items for CPWD: a). Improvement Service presentation on CP Self- Assessment (Thomas Boyle) b) DIG Reports-Empowered, Flourishing and Nurtured. c) Update on Whole Family Wellbeing Fund Approaches- Claire Cusick d) Climate Change Action Plan- Amanda Kean d) West-College Scotland Strategic Plan- Anne Campbell e) Community Justice Partnership Report f) Community Learning and Development Strategic Group g) Further reflections/consideration of SG presentation to CPWD from 22nd January 26. Action: CS Check availability of speakers for future meetings- Community Wealth Building and Sport and Physical Activity Strategy. 6. AOCB and Date of Next Meeting Meeting dates: CPWD Pre-agenda – Wednesday 28th January 10am. (MS Teams) CPWD Board – Thursday 19th February 2pm (Golden Jubilee Hospital, Clydebank.) CPEG – Wednesday 22nd April 11.30 (MS Teams) No. Action Progress 3. Action: CS to restart pilot and seek partnership backing Engagement complete. 4. Action: BC to speak to SR about Community Cohesion and Empowerment DIG agenda. 5. Action: CS to circulate reporting schedule for approval/adoption. Page 18
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National Community Planning Self-Assessment ITEM 6 Page 19
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National Community Planning Self-Assessment | 2 Community Planning Partnerships (CPPs) play a leading role in delivering improved outcomes for the communities they serve. To support partnerships to critically review their ‘fitness for purpose’ in achieving shared outcomes, the Improvement Service are proposing a new national self-assessment to be held every two years. This will be focussed at the strategic Board level using a CPP Checklist. This follows the well-established Public Service Improvement Framework (PSIF) Checklist Approach. Since 2016, more than half of CPPs have successfully undertaken a self-assessment using this approach. However, this will be the first time that this approach has been applied across Scotland to provide a national overview of areas that are working well and areas where improvements could be made across community planning in Scotland. The key aim of self-assessment at this level is to support the Board of the CPP to ensure that areas such as governance, accountability, leadership and performance management are fit for purpose to achieve the outcomes of the LOIP. The checklist acts as a ‘can opener’ for identifying areas of strength across the partnership and also potential areas for improvement, which can then be developed into an improvement plan for the CPP moving forward. Self-Assessment Process For CPPs that engage in this process, the first stage will be a short online Awareness Session to explain the process and what is required from Board members. Following this, the online checklist will be distributed to CPPs for all Board members to complete. Once the checklist closes, the Improvement Service will analyse the findings and highlight these in a national report. The report will be completely anonymised with the findings published at a national level. As well as the national report, each participating CPP will be provided with their own checklist report which can be used to develop an improvement plan at a local level. The Improvement Service will make the offer, if required, to facilitate a session for individual CPPs to develop their improvement plan. Page 20
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National Community Planning Self-Assessment | 3 Benefits of a National Approach ■ National overview of what is working well and where improvements could be made. This would provide a baseline that CPPs could use to assess progress in future years. ■ National organisations, such as the IS, can use this information to further develop offers of support. ■ Develop case studies based on areas of good practice which will be shared nationally. ■ Individual CPP Checklist Reports that can be used at a local level to review strengths and areas for improvement, leading to the development of an improvement plan for the CPP. Individual CPP Checklist Reports will be completely anonymous and not shared beyond the CPP itself. ■ No cost to partnerships to participate in the process. This approach offers an exciting opportunity to develop a national understanding of Community Planning Partnerships that will offer both opportunities to share good practice across Scotland and provide more targeted support from national organisations. If you would like more information on this approach, please contact: thomas.boyle@improvementservice.org.uk Page 21
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Report by the Chief Education Officer Management Group: February 2026 ___________________________________________________________________ Subject: 1. Purpose 1.1 The purpose of this report is to: Inform members of the Whole Family Wellbeing Fund and; Update on plans to deliver whole family supports. 2. Recommendations 2.1 Community Planning Partnership (CPP) West Dunbartonshire is asked to: note progress and strategic direction of plans. 3. Background 3.1 Scottish Government (SG) have established the Whole Family Wellbeing Fund (WFWF) over the lifetime of this parliament (2022-2026). They have committed £500 million to support Community Planning Partnerships to: support the whole system transformational change required to reduce the need for crisis intervention and; shift investment towards prevention and early intervention. Appendix 1 – National Principles of Holistic Whole Family Support. 3.2 It is their ambition that by 2030 at least 5% of all community-based health and social care spend will be on preventative whole family support measures. 3.3 Funding priorities are focused on: supporting capacity building at local and national level; supporting the scaling up of existing transformational practice in line with holistic whole family support principles and; demonstrating positive impact for families. 3.4 The fund is split into three elements: £32 million to support Children’s Services Planning Partnerships, £6 million to enable direct support to CPP’s from a national improvement team and the third element supporting new, SG led national policy delivery that will help transform how families are supported(decisions on this element are still pending). ITEM 9 Page 23
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3.5 It is expected that when WFWF ceases at the end of 2027-2028, local investment will have realigned to support the new systems and services it has enabled. 4. Main Issues 4.1 WDC has established a multi-agency steering group to develop a strategic approach to delivering Whole Family Wellbeing changes and improvements. Key staff have been identified who will progress workstreams. Plans and updates are and will continue to be reflected in the Integrated Children’s Services Plan. This Lead Group has skills and values centred on the principles of holistic whole family support and a commitment to working in new and different ways to join up resources and approaches. The establishment of a cyclical series of meetings by the Expert Group and the Changemaker Groups ensures joined up decision making and action planning which is timely, effective and impactful. 4.2 Our vision of family support is one which is clearly accessible and readily available to all and any family who needs it. We aim to ensure families are able to access the help they need, where and when they need it for as long as it is needed. In this way, we will shift towards a West Dunbartonshire where more of our children know and experience care, compassion and love, as opposed to a ‘care system’. This will enable us to fulfil the right of children to be raised safely in their own families; where those family’s skills and capacities have been developed and strengthened, leaving them better equipped to support their children. 4.3 Our strategy guides partners in jointly developing systems to provide holistic support which addresses the needs of children and adults in a family at the time of need rather than at times of crisis. In turn, it is anticipated this will help families to flourish, reduce the chances of family breakdown, and of children entering the care system. It takes account of The Promise Scotland and clearly highlights the importance of un-stigmatised access to effective universal and intensive family support with early intervention and prevention at its core. 4.4 We recognise the need to ensure the voice of our children, young people and families is crucial to ensuring we develop our systems in a way they recognise reflects their needs and views. We aim to develop pathways to support where the experiences of our families are embedded in their rights, their needs and their hopes, informed by recent survey activity. A Family Wellbeing, Participation and Involvement Lead Officer has been appointed to support the coordination, strategic planning and developments surrounding West Dunbartonshire's aspirations to fully implement our Whole Family Wellbeing Route Map and Plan. In addition, a Whole Family Wellbeing Support Officer has been appointed. This Officer has responsibility to support in the delivery of the expectations of Family Support and the collaboration across services to drive forward our shared ambitions associated with The Promise, UNCRC and GIRFEC. Page 24
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4.5 A revised calendar of Quality Improvement and Self-Evaluation has been produced and is being implemented, which will lead all Nurtured DIG partners in evaluating How Good Is Our Family Support. This process supports partners over a three year cycle, to consider the four themes of family support and outcomes of this will inform developments and improvements to service delivery. 4.6 Planning and delivery of supports has involved establishing three Family Help WDC sites across the Council; Clydebank Central, Dumbarton Central and Bonhill. Families will be able to access a range of workers and supports on the premises in any given day. Staffing of the Hubs includes: 5 Outreach Workers and an NHS Neurodevelopment Team. They will offer planned group and 1-1 sessions focussing on family help. This partnership working will offer opportunities for professional learning for the wider multi-agency workforce, with a series of ND specific CPD sessions for staff from all agencies being delivered in each hub. NHS staff from Specialist Children's Services (including Paediatricians, Nursing, Occupational Therapy and Speech & Language Therapy), CAMHS (including Psychology and Nursing), and from the ND team itself will deliver these sessions. 4.8 A diverse range of multi-agency staff and partners provides a suite of family help supports coordinated and delivered in the premises and elsewhere as appropriate. These include: W4U supporting access to financial support, Neurodevelopmental workers, Includem, Education Outreach workers, Specialists in Family Group Decision Making, Speech and Language Therapists, Occupational Therapists and Family Nursing staff. The impact of this work is measured and evaluated to inform progress and next steps. Appendix 2 – WFWF Annual Report 2024-25 5. People Implications 5.1 There are no people implications as a result of this report. However, it is essential that partners collaborate to re-align resource allocation and priorities to meet the needs of children, young people and families with Early Help as we progress towards 2028. 6. Financial Implications 6.1 There are no direct financial implications for Community Planning West Dunbartonshire resulting from this report. All activities related to the implementation of these interventions are contained within allocated SG funding. 7. Risk Analysis Page 25
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7.1 If the Council is unable to ensure positive outcomes for children, we will not be meeting their needs (Children and Young People Act 2014) (Equalities Act 2010). 7.2 If the Council is unable to meet the needs of children, young people and families this could result in reputational damage. 8. Equalities Impact Assessment (EIA) 8.1 The plans enhance the quality of the service provided to all children, young people and families, therefore it can be seen to have a positive impact in terms of the equalities 9. Consultation 9.1 Legal Services and the Section 95 Officer have been consulted in relation to the content of this report. 10. Strategic Assessment 10.1 This report reflects the Council’s aspiration to reduce inequalities for the people of West Dunbartonshire. Person to Contact: Claire Cusick Senior Education Officer Appendices: Appendix 1 – National Principles of Holistic Whole Family Support. http://www.gov.scot/ISBN/9781804351208 Appendix 2 – WFWF Annual Report 2024-25 Wards Affected: All Page 26
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West Dunbartonshire Council - April 2024 - March 2025 Whole Family Wellbeing Funding (WFWF) Programme – Year 3 Progress Report SECTION 1: Activities, WFWF Logic Model Outcomes, and Estimated Budget Allocated Activity 1: Question 1: Activity title and description: Family Wellbeing, Participation and Involvement Lead Officer & Whole Family Wellbeing Support Officer A Family Wellbeing, Participation and Involvement Officer remains in post to support the coordination and operational planning of our aspirations to fully implement our Whole Family Wellbeing Route Map and Plan. A Whole Family Wellbeing Support Officer remains in post who has responsibility to support our shared ambitions associated with The Promise, United Nations Convention on the Rights of the Child (UNCRC) and Getting It Right For Every Child (GIRFEC). Question 2: a) Which WFWF Logic Model outcome(s) does this activity contribute to? Please indicate the relevant early, intermediate, and long-term outcomes. Early Outcomes: ● Strategic leaders, Family support managers and practitioners begin embedding national principles for holistic whole family support in their own systems and services (focus on prevention + early intervention). ● Strategic leaders, Family support managers and practitioners use new knowledge of good practice. ● Strategic leaders set local budgets to invest in planning system change. ● Increased Whole Family support service capacity among CSPP partners – plans available for integrating scaled and new services. Long Term Outcomes: ● Sustainable Whole Family Support service provision maintained through budget allocations b) For each outcome above, what specific qualitative or quantitative evidence from this financial year (2024-2025) shows how these outcomes are progressing? Championing the UNCRC is central to the Whole Family Wellbeing Support Officer's role, driving a plan that delivers targeted professional learning across West Dunbartonshire Council. This training aims to embed a strong understanding of Children's Rights, ensuring services strategically consider the UNCRC in their work and prioritise the voices of children in all relevant decisions, by bolstering advocacy and integrating children's perspectives into policy. Extending UNCRC awareness to the community empowers families and enables the gathering of parental perspectives on children's rights, ultimately fostering stronger whole family wellbeing. Key activities supporting this work have been: ● Creation and delivery of shared professional learning sessions to embed UNCRC at the heart of everything we do. We are developing a community where every child and young person is aware of their Rights, where these Rights are respected, protected, and fulfilled in all our policies, practices, and services, and where children and young people are empowered to actively participate in shaping their lives and their community. Professional learning sessions have involved a range of staff groups across the Council such as; newly qualified teachers (NQTs), WD Leisure Active Schools team,Modern Apprentices and the Alternatives to Care Team. 1 ITEM 9 - APPENDIX 1 Page 27
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The creation of ILEARN WDC UNCRC Training Module for Education staff and a 10-minute briefing video for all other council staff. Current participations numbers since the modules were launched are as follows: * UNCRC 10 Minute Briefing (non-education) - 54 staff completed, an increase from 3 in 2024. *UNCRC 45 minute Education Staff Module - 378 staff completed, an increase from 216 in 2024. Feedback survey data can be accessed here from the NQT training sessions - NQT UNCRC Training module feedback January 2025.pdf. ● The Rights Advisory Board, consisting of a representative group of young people from across the Council, has worked in collaboration with a range of WDC Officers, gaining insight into areas of responsibility, giving feedback and contributing to surveys providing views on the places they live in and steps for improvement. Rights Board members have produced an Introductory Video entitled ‘We are the Rights Advisory Board’. This details the board’s aims and objectives with a view to enabling a more full engagement with Service Leads. ● We have continued to raise the Profile of Rights via a range of social media. More recently, congratulatory messages have been shared in relation to the successful achievement of Rights Respecting Schools Bronze and Silver Awards. Next steps for social media will include signposting to RRSA’s monthly spotlight resource, continued signposting to articles of the week and further good news stories relating to the wider recognition of UNCRC across the Council. ● We are ambitious in our drive towards Rights Respecting Schools. We currently have 19 schools who have achieved Bronze Awards and 4 schools who have achieved Silver. This is a significant improvement from one school with a Bronze Award last session. To ensure sustainability of the model, key staff have trained as accreditors. During a recent accreditation visit evaluation feedback was gathered from Head Teachers, “Investing tIme and energy into the RRSA has paid off. There are increased levels of pupils who want to learn and less intervention by management to regulate behaviour. Our staff are equipped and better informed in rights respecting practices. Experiences are not as stressful! Children can see the links between restorative practices and their Rights. They’re platforms for sharing their voice and opportunities to share opinions have increased as well.” Engagement with Children and Young People regarding UNCRC Articles Children and Young People from across the Council have engaged in a range of UNCRC sessions eliciting their perspectives and understanding of the rights afforded to them under the UNCRC, They demonstrated a commendable grasp of the various articles within the Convention, articulating their views and opinions with clarity and insight. Their contributions provided valuable qualitative data regarding their comprehension of their Rights, informing next steps. These insights were transformed into engaging videos to be shared via social media and the UNCRC website to help raise awareness. They can be accessed here - Article Videos. ● The 'Our Voices, Our Stories' pilot programme, running from January to May 2025, successfully engaged an S1 class to tackle poverty and anti-stigma through the power of lived experiences. This collaborative project, involving multiple education and partnerships, innovatively used comic book creation to help young people explore themes of empathy and inclusion. The pilot's impact and success was shared with the Poverty and Inequality Commission and the Scottish Poverty and Inequality Research Unit and presented at an Education Leaders Conference, with plans to 2 Page 28
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refine its resources into a 6-lesson block for wider S1 implementation and to establish an Ambassador programme involving the pilot students.. Impact: Enhanced understanding of Poverty Anti-Stigma: Directly addressed the core theme, fostering a deeper understanding of the issue among young people. Increased Empathy and Inclusion: Utilized lived experiences to strengthen students' empathy and promote inclusive attitudes. Empowerment of Young Voices: Provided a platform for young people's thoughts and opinions to be captured and valued through comic book design, contributing to their sense of achievement. Innovative Educational Resources: Developed new, engaging resources (printed and digital comics) that creatively convey complex social themes. Demonstrated Collaborative Success: Highlighted effective team working and collaboration between diverse internal and external agencies. Developed Student Leadership: Cultivated leadership skills among participating S1 pupils through their involvement in the planned ambassador programme. Showcased Best Practice: The presentation at the Education Leaders Conference promoted the pilot's success, facilitating its broader adoption across West Dunbartonshire . Evidence: Our Voices, Our Stories midway survey WDC UNCRC Website Our website serves as a central hub for Children's Rights resources. This accessible online platform provides valuable information for both the public and Council employees, including dedicated CLPL (Continuous Learning and Professional Development) links. These resources for employees feature an in-depth Education Staff module and a concise 7-minute briefing for all other Council personnel, ensuring broad access to essential training. Click here Question 3: Estimate of WFWF funding spent on this activity in this financial year (in pounds): Total: £126,691 Activity 2 : Outreach Team Caseload & Group Work Question 1: Activity title and description: Outreach Team- Outreach Caseload Intensive 1to1 Family Support & Group Work Question 2: Question 1: Activity title and description: The 3 WD for Families Hub Sites across our communities continue to support our approaches to Tests of Change for Family Help; improving family support tailored to their needs, in dignified ways. Site location was informed by scoping exercises, community consultations and professional knowledge and dialogue of the Strategic Group. Support is easily accessible, stigma free and 3 Page 29
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located in places that work for children and families. Our WD for Families website is updated regularly and shared across services and with parents, carers and community organisations : a) Which WFWF Logic Model outcome(s) does this activity contribute to? Please indicate the relevant early, intermediate, and long-term outcomes. Early Outcome : ● Family support managers and practitioners develop engagement, feedback collection and co-design skills. ● CYPF are actively, regularly and meaningfully engaged in service design. ● Family support managers and practitioners collate and analyse service design feedback (See connection to outcome: Family support managers analyse CYPF feedback and monitoring data to inform multi-agency and partnership planning). ● Strategic leaders, Family support managers and practitioners begin embedding national principles for holistic whole family support in their own systems and services (focus on prevention + early intervention). ● CYPF say that services are designed to be: free of stigma; rights-led; and to meet their specific needs. ● More CYPF receive whole family support through referrals or self-referrals. ● CYPF are aware of how to access relevant Family support. ● CYPF say they feel positive and trusting of services as result of implemented changes to service design. ● CYPF take up services. ● CYPF say family support is accessible and provides early help and support where and when it suits them. ● Strategic leaders set local budgets to invest in planning system change. ● Increased Whole Family support service capacity among CSPP partners – plans available for integrating scaled and new services. ●Strategic leaders, Family support managers and practitioners (inc. 3rd Sector) and SG have clear & shared understanding of families’ needs and how services are experienced across whole system ●Family support managers and practitioners say that there is cross-sectoral commitment that enables them to collaborate to deliver Holistic Family support and that children’s services culture empowers them to innovate to deliver Holistic Family support. ●Strategic leaders, Family support managers and practitioners’ wellbeing is improved and integral to delivery of Family support. Intermediate Outcome : ●CYPF recognise available support is informed by them and feel their contributions influence service design. ●CYPF say they feel positive and trusting of services as result of implemented changes to service design. ● CYPF individual outcomes improve (e.g. confidence; social capital/connections; attendance at school; parental financial literacy). ● Strategic leaders, Family support managers (inc. 3rd Sector) and SG demonstrate a collaborative, co-productive approach to planning, working culture, and delivery. ● All CSPP partners (inc. 3rd Sector) and SG agree that they are equal partners in collaborative, 4 Page 30
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multi-agency delivery of family support. Long Term Outcomes: . Improved family wellbeing . Reduced inequalities in family wellbeing . Increase in families taking up wider supports . Sustainable Whole Family Support service provision maintained through budget allocations b) For each outcome above, what specific qualitative or quantitative evidence from this financial year (2024-2025) shows how these outcomes are progressing? WD For Families Hubs are staffed and operate on a ‘chatty cafe’ style approach, where families can drop in for help and or plan a visit to attend 1-1 or group sessions. Families can be helped by; outreach workers, signposting, on site welfare support workers and specialist providers. 5 Outreach Workers currently staff the Hubs and have 71 Families active across caseloads. Currently 140 children are being supported via family support. Since August they have worked in partnership and discharged 63 families following a period of intervention; thus impacting directly on 129 children. Families on caseload are those not yet ready to engage in group work and they receive intensive support via 1-1 sessions either in the home setting or hubs when appropriate. To date our cyclical programme of group sessions has focussed on themes such as Supporting Sleep, Supporting Behaviour, Supporting Toileting and Supporting Emotional Regulation. From August to March 2025 the Outreach Team has delivered 18 Groups, within these themes, with 100 families engaging. This has led to 135 children being supported through parent/carer learning opportunities. Feedback tells us that all feel the support they have received has helped their own wellbeing, their child/children’s wellbeing and the wellbeing of their family. To further support wellbeing and provide relaxation opportunities an Outreach worker provided Knit and Natter sessions. These sessions provide an opportunity for social connection and relaxation, fostering improved mental wellbeing through shared activity and conversation. The group has asked to self facilitate and continue the sessions creating their own sustainable support network. In December, 32 Families attended the Family Festive Film Sessions delivered by the Outreach Workers in partnership with a local cinema group, with opportunities for families to participate together in Christmas film activities as well as eat together within the Hub setting. 5 Page 31
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Feedback from the Festive Fun Sessions was very positive and families have asked for similar family opportunities to be provided. In partnership with the (Trauma Informed Parenting (TIPS) Charity,two parents/carers workshops on how to manage children's challenging behaviours by applying a trauma-informed approach were delivered and supported 14 families. Feedback was very positive with parents / carers commenting they felt seen, validated and less alone. Further sessions have been planned for the next session. Recognising the need to develop pro-active approaches to family wellbeing opportunities, informed by parents / carers and pupil voice consultation, Parent / Carer Consultation October 2024 - WD for Families - Family Fun & Learning Sessions - Google Forms we worked collaboratively with partners in Active Schools, Health Improvement and Y Sort It to deliver Free Family Fun sessions that included opportunities for Family Physical Fun as well as Family Creative and Music Fun. 33 Families engaged across 5 session with 52 children participating in free, planned family sessions and shared dining experiences with family members. Taking cognisance of consultation, quieter low sensory sessions were also facilitated to provide opportunities for families with members with additional support needs to participate in experiences with no cost within their local Hub. 9 parents/carers have been supported via core Incredible Years (IY) Groups which have involved 14 weeks of support and learning. In response to needs identified, professional learning has been undertaken by our teams in order to develop this offer to support parents/carers of children with Autism and/or Language Delay. An Autism and Language Delay IY Pilot group is currently underway supporting 10 families with a further pilot group planned for January 2026. This pilot model has been supported in partnership with PoPP and is being collaboratively delivered by NHS and Education staff in West Dunbartonshire. It is recognised that the added value of attendance and support in the Hubs has ensured opportunities for cross fertilisation to take place, where families can be signposted and supported to access a range of additional supports and opportunities. Feedback tells us this is welcomed and impactful. 6 Page 32
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● We continue to develop awareness and engagement in Hub activities via the use of social media. To date 4 WD Family HUB short films have been created: 1. Introductory video of all the Hubs - Click here for Hub Video 2. Impact of Clydebank Hub - Interview of Hub users - Click here for Clydebank Hub users interview 3. Tanya Tenant Neuro Diverse Training Interview with Tanya Tennant - Click here for Tanya Tennant interview 4. Dumbarton Hub user experiences interview - Click here for Dumbarton Hub user experiences interview Question 3: Estimate of WFWF funding spent on this activity in this financial year (in pounds) Outreach Salaries : £196,601 Hub Hire - £55,777 Hub Running Costs, Family Fun Partnership Costs & Catering for Family Events - £1702 Activity 3 : Professional Learning for Workforce via WD for Families Hubs Question 1: Activity title and description: Professional Learning for Workforce via WD for Families Hubs In recognition that our workforce are our greatest assets and will have the biggest impact on change and improvement, we have delivered multi-agency professional learning to a variety of staff across a range of topics. This has helped develop a shared language and approach to family help. a) Which WFWF Logic Model outcome(s) does this activity contribute to? Please indicate the relevant early, intermediate, and long-term outcomes. Early Outcome : ● Family support managers and practitioners develop engagement, feedback collection and co-design skills. ● Strategic leaders, Family support managers and practitioners begin embedding national principles for holistic whole family support in their own systems and services (focus on prevention + early intervention). ● Strategic leaders, Family support managers and practitioners begin embedding national principles for holistic whole family support in their own systems and services (focus on prevention + early 7 Page 33
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intervention). (See connection to outcome: CYPF say that services are designed to be: free of stigma; rights-led; and to meet their specific needs). ● Family support managers collect and analyse CYPF feedback and monitoring data. ● Strategic leaders, Family support managers and practitioners use new knowledge of good practice. ● CSPPs plan to shift towards non-siloed and aligned Family support funding that matches the scale of need. Intermediate Outcome : ● All CSPP partners (inc. 3rd Sector) and SG agree that they are equal partners in collaborative, multi-agency delivery of family support. ● Strategic leaders, Family support managers (inc. 3rd Sector) and SG demonstrate a collaborative, co-productive approach to planning, working culture, and delivery. Long Term Outcomes: ● Sustainable Whole Family Support service provision maintained through budget allocations b) For each outcome above, what specific qualitative or quantitative evidence from this financial year (2024-2025) shows how these outcomes are progressing? TIPS Professional Learning - Almost all attendees (92%) rated the quality of the session Very Good or Good. Most (82% ) strongly agreed or agreed with the statements: ‘My confidence around the topic(s) of the session has increased.’ ‘I am more knowledgeable about the topic(s) of the session.’ ‘I have increased awareness of the topic(s) of the session.’ ‘I have increased understanding of the topic(s) of the session.’ Almost all attendees (92%) stated they were Likely or Very Likely to: ‘Implement the learning in practice.’ ‘Share what you learned with colleagues’ ‘Continue to engage in learning around this practice.’ Question 3: Estimate of WFWF funding spent on this activity in this financial year. £0 (TIPS, Health Improvement, NHS SLT, etc. all provided free training. Partner Provider cost accounted for in Activity 6) Activity 4 : Neurodevelopmental Team (ND) Input Question 1: Activity title and description: “Cuppa and Connect” sessions have been introduced within the local Primary Schools. The sessions are aimed at carers of CYP with neurodivergent profiles to offer support and advice around a range of topics. This replaces the drop-in sessions previously run 8 Page 34
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within the WFW Hubs as attendance in the hubs was lower than the need for support informed us. Since moving into the primary schools there has been a tenfold increase in families attending the sessions. We plan to expand these next session to encompass more establishments including an earlier intervention approach in ELCC. Question 2: a) Which WFWF Logic Model outcome(s) does this activity contribute to? Please indicate the relevant early, intermediate, and long-term outcomes. Availability & Access: Early Outcome – for CYPF, FS is perceived as accessible providing early help and support where and when it suits them. Intermediate Outcome – CYPF needs are met by the right service for their needs (spectrum between universal and statutory services). Long Term Outcomes – 1. Improved family wellbeing, 3. Reduction in families requiring crisis intervention, 5. Increase in families taking up wider support. b) For each outcome above, what specific qualitative or quantitative evidence from this financial year (2024-2025) shows how these outcomes are progressing? Early Outcomes : Sessions are held in each of the local primary schools at drop-off or pick-up times to support parental attendance. Sessions are facilitated by ND HCSWs (funded through the WFW Monies), sometimes supported by ASN coordinator from the primary school. Increase in attendance at sessions is evidence that families prefer going to the schools. Intermediate Outcome – Increased attendance at the Cuppa and Connect sessions has been reflected in a reduction in phone calls to the ND service helpline. Long Term Outcomes – We are not far enough into this to identify long term benefits to family wellbeing or reduction in crisis intervention. There has been a marked reduction in stage 1 and 2 complaints to the local NHS team, however we cannot formally identify if there is a direct correlation to the Cuppa & Connect sessions. Question 3: Estimate of WFWF funding spent on this activity in this financial year (in pounds) £35,000 Activity 5 : Neurodevelopmental Team Input Question 1: Activity title and description: Neurodevelopmental Assessment Test of Change pilot. Three Primary schools within West Dunbartonshire were chosen to have enhanced support within the P1 classes to facilitate supporting ASN pupils with complex ND profiles. The NHS ND Team collaborated with our colleagues in education to pilot a new model of assessment and diagnosis working with teaching staff and assessing pupils in the school environment. Training and support was provided to Education staff to help support their understanding and awareness of the needs of the new P1 pupils, and all other children within the school who were on the ND waiting list, had their assessments & feedback appointments within the school. ND staff based themselves within the schools and all aspects of the assessment were undertaken during school hours. 9 Page 35
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Question 2: a) Which WFWF Logic Model outcome(s) does this activity contribute to? Please indicate the relevant early, intermediate, and long-term outcomes. Children & Families at the Centre of Service Design: Early Outcomes – For CYPF, services shift to needs and rights-based planning and participation. For CYPF services maintain respectful relationships. Long Term Outcome – Reduced inequalities in family wellbeing Availability & Access: Early Outcome – for CYPF, FS is perceived as accessible providing early help and support where and when it suits them. Intermediate Outcome – CYPF needs are met by the right service for their needs (spectrum between universal and statutory services). Long term outcome – Increase in families taking up wider support. Whole System Approach: Early Outcomes – CSPPs share accountability for the whole system/joined up approach. CSPPs planning focused on WFS informed by NP, CYPF and local need, evidence based (local & national data) b) For each outcome above, what specific qualitative or quantitative evidence from this financial year (2024-2025) shows how these outcomes are progressing? Children & Families at the Centre of Service Design: Early Outcomes – Staff from the ND team based themselves within each of the local primary schools and worked with parents and education staff to deliver a robust and holistic assessment service. Assessments were able to be carried out across a school term. CYP were able to be observed in a safe and comfortable environment. Teaching and support staff collaborated with the assessment process, and outcomes were provided in a TATC setting. Feedback from both carers and education staff was overwhelmingly positive. Please see attached data for a full range of feedback information. Particularly positive feedback was received about school staff being part of the feedback process so that everyone was hearing the same information at the same time and we had an opportunity to reassure parents about what support the schools had already put in place for their child. Long Term Outcome – Did Not Attend rates reduced considerably as families were able to attend appointments in their local school, rather than traveling long distances to a hospital environment. Unfortunately uptake of post diagnostic supports did not improve and although parent/carer engagement in the assessment process was significantly improved, attendance at training workshops was not any better. Availability & Access: Early Outcome – Parents commented on feeling much more comfortable being part of the assessment process in a familiar environment, feeling less stressed without the difficulties of 10 Page 36
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taking neurodivergent children long distances on public transport, and being much happier about their children having less time out of class to attend appointments. Intermediate Outcome – As part of the ToC we invited several different health professionals to come into the schools to assess pupils who had been identified as requiring further support. Pupils benefitted from direct access to SLTs, OTs, Paediatricians and CAMHS staff, and were able to have additional assessments and/or access appropriate medical intervention in a timely fashion. Long term outcome – We have not been able to evidence this, but as stated above uptake of post diagnostic supports did not improve and although parent/carer engagement in the assessment process was significantly improved, attendance at training workshops was not any better. Whole System Approach: Early Outcomes – working collaboratively across health and education was beneficial for both parties and feedback from professionals involved was very positive. Unfortunately we have not been able to implement or extend any of the working practices to other schools due to cuts to the ND team budget, resulting in the loss of 2/3rds of the team. Question 3: Estimate of WFWF funding spent on this activity in this financial year (in pounds): Staff were based in the 3 test schools for a period of 14 weeks. 2 Clinicians and 1 support worker were involved for the full 14 week period. Additional support workers helped run training sessions for parents and teachers. Only the support worker costs came from WFW funding. Costs are therefore estimated at £9,000. Activity 6: Neurodevelopmental Team Input Question 1: Activity title and description: Post diagnostic training for Carers and professionals. One recurring and increasing area of challenge for families remains supporting parents and their children who are neurodiverse. To provide early and effective practical support which does not rely on Specialist Children’s Services waiting lists or appointments, we continue to employ an external trainer to deliver awareness raising and solution focused training for both carers and multi-agency professionals. The trainer (Tanya Tennant) is neurodivergent herself and has lived experience of parenting neurodivergent CYP. 3 sessions are offered to parents following their child’s diagnosis to increase understanding and provide management strategies addressing the areas of behavioural differences and sensory sensitivities. Additional sessions are offered to education, health, SW and third sector staff looking at executive function, managing differences and supportive strategies Question 2: a) Which WFWF Logic Model outcome(s) does this activity contribute to? Please indicate the relevant early, intermediate, and long-term outcomes. Leadership, Workforce and Culture: Early Outcome – Strategic leaders, FS managers and practitioners use new knowledge of good practice Intermediate Outcome – All CSPP partners agree that they are equal 11 Page 37
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partners in collaborative multi-agency delivery of family support b) For each outcome above, what specific qualitative or quantitative evidence from this financial year (2024-2025) shows how these outcomes are progressing? In your response, please describe how this has happened (processes/ mechanisms) and who has been involved (i.e. CSPP staff roles and, where applicable, the types of families receiving support – particularly the six priority family types of the Tackling Child Poverty Delivery Plan). Early Outcome – over the past 7 months over 180 teachers, plus health professionals, social work and third sector staff have attended the training for professionals delivered by Tanya Tennant. Feedback has been consistently positive. Intermediate Outcome – Over the same period the parents of all CYP diagnosed with ASD in West Dunbartonshire have been invited to attend the same training. The fact that all agencies and parents are hearing the same messages and adopting a consistent approach to understanding and supporting CYP can only be beneficial to our neurodivergent population. Question 3 : Estimate of WFWF funding spent on this activity in this financial year (in pounds): £14,614 Activity 7 : Health Improvement Team input to WD for Families Hubs Year 3 Question 1: Develop WD for Families Hub Model – Outreach Support and Group Work According to the Scottish Government’s estimates of trauma and adversity in the general population, in West Dunbartonshire: . 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 . In 2023/24 there were 145 new Child Protection registrations. We had 479 children and young people who were Looked After at this time. . The impact of domestic abuse is the most common reason for CP registration, followed in second place by parental drug use. . In 2023/24, 168 children in West Dunbartonshire were identified at 27-30 month assessment with one or more developmental concerns including speech, language and communications, and 12 Page 38
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emotional/behavioural issues. When we considered these statistics alongside the fact that in 2021, 20.6% of under 16s lived in relative poverty, and 15% lived in absolute poverty, higher than the Greater Glasgow and Clyde and National averages, then we recognised that help which wraps around a family, from a range of partners, is crucial in making any lasting improvement to their lives. So, in recognition that our workforce are our greatest assets and will have the biggest impact on change and improvement. We have delivered multi-agency professional learning to the wider workforce across a range of training activities from internal and external providers. Question 2 : a) Which WFWF Logic Model outcome(s) does this activity contribute to? Please indicate the relevant early (year 1 and year 2-4 outcomes), intermediate, and long-term outcomes. Whole System approach Early Outcomes: Strategic leaders, FS managers and practitioners begin to develop a holistic workforce approach FS managers and practitioners start to redesign/design delivery of new WFS services (as per local strategic plans), including removing barriers for CYPF to accessing support (e.g. making improvements to access pathways and referral processes). Intermediate outcomes: All CSPP partners (inc. 3rd Sector) and SG agree that they are equal partners in collaborative, multi-agency delivery of family support Leadership, Workforce & Culture Early outcomes: Strategic leaders, FS managers and practitioners use new knowledge of good practice Strategic leaders, FS managers and practitioners begin to develop a holistic workforce approach CSPPs’ plans related to holistic family support align with evidence of CYPF & local needs (local and national data), and national priorities. CSPPs demonstrate increased capacity and capability to do transformation work Strategic leaders, FS managers and practitioners (inc. 3rd Sector) and SG have clear & shared understanding of families’ needs and how services are experienced across whole system Strategic leaders, FS managers and practitioners’ wellbeing is improved and integral to delivery of FS Intermediate Outcomes Strategic leaders, FS managers (inc. 3rd Sector) and SG demonstrate a collaborative, co-productive approach to planning, working culture, and deliver Long Term outcomes: 1. Improved family wellbeing 2. Reduced inequalities in family wellbeing 5. Increase in families taking up wider supports b) During this financial year (23/24), how has this activity contributed toward these outcomes? Professional Learning Timetable shows the range of learning offered to the wider workforce. The Health Improvement Team delivered 2 ‘Ask, Tell, Save a Life’ Children and Young People Suicide Prevention sessions utilising animations created by NHS Education Scotland to support 13 Page 39
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discussions and raise awareness about mental health, self-harm and suicide prevention. These sessions aimed to address some of the barriers to talking about these issues to enable participants to provide support and have compassionate conversations with children and young people who are struggling and help them to access further support. Trauma Informed Parenting sessions focussed on working with children who display challenging behaviours due to trauma or additional needs, to apply a trauma-informed approach. Twenty nine people from four different workforce groups attended over the 2 Ask, Tell, Save a Life sessions: Question 3: Estimate of WFWF funding spent on this activity in this financial year. £0 -Delivered as part of the partnership approach and collaborative input from the Health Improvement Team. Staff deliver training as part of their role therefore no additional costs incurred. Activity 8 : Health Improvement -WDWellbeing Website Question 1: Expansion and widening reach of the West Dunbartonshire wellbeing site has continued in 2024/25. Work has been undertaken to ensure the information contained within the site remains relevant and current. A communication campaign encouraged the widest reach of the site. The campaign promotes the site as a stigma free location for universal support in West Dunbartonshire. While offering quality assured support to encourage self management of wellbeing up to resources for those in crisis. Collaboration with the West Dunbartonshire Shameless Youth Campaigners to share their messages about mental health and online safety with those using the site. This led to diversification of the resources to include sections specifically for digital and online safety as well as support for people and families with children who have a neurodiversity. The site has been promoted using a range of new resources including QR codes, lanyards, id holders and pens. An editorial piece within The Clydeside Community newspaper has been commissioned for Spring 2025. The article outlines the benefits of the site for parents and carers and showcases a selection of the resources included in the site. The Clydesider has an average readership of 5000 people per edition. An animation to showcase the website has been created and will be used as another method for promotion in 2025. To view the animation, visit WDwellbeing.info animation 14 Page 40
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Question 2: a) Which WFWF Logic Model outcome(s) does this activity contribute to? Availability & Access: Early outcomes : CYPF are aware of how to access relevant FS support CYPF take up services CYPF say family support is accessible and provides early help and support where and when it suits them Intermediate Outcomes Parents/carers say they are more able to access employability and other support to improve their finances Long Term outcomes Improved family wellbeing Increase in families taking up wider supports Whole system approach Early outcomes: Strategic leaders, FS managers and practitioners use new knowledge of good practice Strategic leaders, FS managers and practitioners begin to develop a holistic workforce approach Learning, Workforce & Culture Early Outcomes: Strategic leaders, FS managers and practitioners use new knowledge of good practice b) For each outcome above, what specific qualitative or quantitative evidence from this financial year (2024-2025) shows how these outcomes are progressing? Google Analytics are used to monitor the website usage. The following data is from April 2024 – March 2025 6.1K views (number of page views of a website) 19,000 events (an event is counted when a user view pages, scrolls for a certain time, engages with the resources, downloads a resource) 2.2K new users In March 2025 (cannot provide resource uptake information for the 12 month period, limitation of Google Analytics) top 5 topics searched for were: Anxiety Money Parents and Families Positive Wellbeing Care Experienced 15 Page 41
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Question 3: Estimate of WFWF funding spent on this activity in this financial year. £0. the costs incurred for the website activity has been funded in collaboration with the WDHSCP Suicide Prevention Group and the Community Planning Thematic group and the WD Community Planning subgroup Mental Health & Wellbeing. Activity 9 : Family Group Decision Making (FGDM) Question 1: Family Group Decision Making FGDM is a rights based approach that empowers children and families to have a voice and to be involved in decisions that affect them. As a model it supports children and families to have their voices heard and take ownership of decision making in matters affecting their family. It draws on strengths and resources from within the wider family group. Family plans are focussed on ensuring that children remain safe and home within their families, and that the rights of the children and families are upheld. Managers of the Service contribute to strategic evaluation and planning of joint approaches to whole family help, which has informed changes to allocation models and enabled service staff to signpost and provide additional help to families at risk of ‘breaking down’. Question 2: a) Which WFWF Logic Model outcome(s) does this activity contribute to? Long-term Outcomes (contribution to during life of Funding) The FGDM team has been in place for approx. 5 years now so have progressed through the early and intermediate outcomes. ● Improved family wellbeing (aligned to CYPF outcomes framework and indicators) ● Reduction in the gap in wellbeing outcomes for those from our most disadvantaged communities ● Reduction in families requiring crisis intervention ● Reduction in children and young people living away from families ● Increase in families taking up wider supports b) For each outcome above, what specific qualitative or quantitative evidence from this financial year (2024-2025) shows how these outcomes are progressing? From April 2024 til April 2025 FGDM have worked alongside 25 families. This is the most families we have worked with over a one year period. The families worked encompass 5 of the 6 family types identified in the Tackling Child Poverty Delivery Plan. In almost all (5 of 6) family plans were deemed successful and the child remained cared for within the family. Our current recording system does not allow for the easy reporting of data and requires a manual trawl. There will be work done in 2025 to improve how we gather and report on the achievements of the service. The team has also been operating at 50% capacity for most of the year due to staff absence. There is currently a 0.5 FTE vacancy, which will now be recruited to now that further funding has been agreed. Of the 26 referrals received 25 progressed to engagement with the child and the wider family. The breakdown of referrals was: 15 female children 16 Page 42
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9 male children 2 children were unborn at the point of referral 8 children were 0-5 years 2 children were 6-10 15 children were 11-17 years There were 14 family plans developed that allowed the child to remain at home with their parents. 3 Children were able to return to their family having been accommodated with the support of a family plan. Family plans prevented the breakdown of 4 Kinship placements so ensuring the child remained with family and within their own community, One family plan ensured that a child could have safe contact with the parent they could no longer live with. There was one child where no extended family was identified, therefore the FGDM workers linked the parent with support services. There were 2 families where although they engaged initially, there was no family plan developed. The feedback from families is that they feel empowered by the model in that their strengths are acknowledged and built upon. The quotes below are from five different families the team worked with this year and various family members: Feeling Heard and Respected: "For the first time, I felt like our voices really mattered" "It wasn't just professionals telling us what to do we were part of the decision" "We felt that both G and S did not judge us and we trusted them! Increased Confidence "We came out of the meeting feeling stronger as a family" "It gave us the confidence to believe we could sort things out together" Stronger Family Relationships "It brought us closer. We hadn’t all sat down together in a long time" "Even though it was hard, talking helped” Clarity and Direction "Having a clear plan made us feel less overwhelmed" "We all knew who was doing what" "We were nervous at first but so glad we did it" "It gave us time to think things though" "Found both G and S easy to talk to and could contact them anytime if needed" FGDM has become embedded in WDC processes for Family Help, with referrals now coming from our Area Resource Group (which considers external placements so some placements have been avoided by being diverted to FGDM) and our new Access Help and Support team can make direct 17 Page 43
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referrals to FGDM at point of first contact with the department thereby potentially avoiding more social work involvement in their lives and giving them the right support from the right people at the right time. As there are new social workers across our local authority FGDM team have arranged a presentation which they are taking to social work team meetings to keep the new workers informed regarding the referral process and keep FGDM to the forefront in workers minds. This will help continue embedding FGDM in our practice. Question 3: Estimate of WFWF funding spent on this activity in this financial year (in pounds): £0 - funded via Care Experienced Children’s Fund Activity 10 : Includem Question 1: Activity title and description: Includem’s edge of care service, co-produced with West Dunbartonshire Health and Social Care Partnership, commenced on 24th July 2023. The primary objective of the service is to prevent children and young people’s needs from escalating, reducing admissions to statutory care provisions and keeping families together. The service contributes positively towards the West Dunbartonshire HSCP strategy for children and young people - What Would it Take? This strategy aims to improve outcomes for children and young people by using local services and is aligned to ‘The Promise’ following the ‘Independent Care Review’, as well as reducing spend and improving efficiencies. In line with the current service level agreement with West Dunbartonshire HSCP, includem’s delivery model is focussed on offering whole family support to children, young people and their families within their own communities. We deliver support to a maximum of 12 children/young people at any one time, aged 10 years old and over. Support is available over 7 days including evenings and weekends, alongside the provision of a free phone 24-7 helpline. The core elements of the service model are: ●Working in partnership with the child/young person, their family and professionals to achieve the desired outcomes set out in the child’s/young person’s plan. ●Having identified key worker(s) that build and sustain relationships with the child/young person, their family and professionals. ●Delivering needs led, flexible one-to-one support predominately on a face-to-face basis with additional flexibility through the use of technology and remote support where required. ●Delivering a structured support planning process which is founded in true co-production and led by the child/ young person. ●Ensuring that there is robust monitoring and reporting process against agreed outcomes for individual children and young people, which evidences the changes achieved through the support provided. Staff are supported by includem’s ‘A Better Life’ toolkit which is underpinned by relevant child and adolescent development theories and was designed to be adapted to meet the specific needs of each child, young person and family. Professional case management delivered by trained and qualified staff which adheres to the principles of GIRFEC, Scottish Health and Social Care Standards and the SSSC Code of Practice. Collaborative and regular evaluations of service delivery including feedback from children/young people, their families and professionals to evidence the impact of service delivery. 18 Page 44
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Key brokerage with education, health, housing, finance support, addictions services and other community-based organisations. a) Which WFWF Logic Model outcome(s) does this activity contribute to? Please indicate the relevant early, intermediate, and long-term outcomes. Long Term Outcomes: ●Improved family wellbeing ●Reduced inequalities in family wellbeing ●Reduction in families requiring crisis intervention ●Reduction in the number of children and young people living away from their families ●Sustainable Whole Family Support service provision maintained through budget allocations b) For each outcome above, what specific qualitative or quantitative evidence from this financial year (2024-2025) shows how these outcomes are progressing? Over the 12-month period (April 2024-April 2025), Includem had a contract capacity of 5564 hours. West Dunbartonshire HSCP have referred a total of 5148 hours or 93% of the contract capacity. Includem have delivered 4844 hours of support over this reporting period, which is 94% of referred hours. This includes all time spent delivering support to, or on behalf of the child/young person and their family, in line with working towards their agreed outcomes. Workers offer support in a planned and unplanned way to build relationships and trust to ensure a high uptake of support from families who are experiencing challenges and may find building relationships difficult. There have been 1041 visits to young people across this reporting period and a further 598 visits to parents and carers. Providing visits to both young people and parents/carers means wrap-around support to the whole family rather than focusing on the referred child or young person in isolation. 31% of all support delivered has been out of hours (i.e. after 5pm or at weekends). A total of 23 calls were made to the 24/7 helpline, with 39% of these helpline calls received out of hours. It should be noted that young people and their families can also contact their workers directly, and there are a further 631 calls and text messages recorded directly by workers. A total of 11 young people have been referred over this 12-month period. These 11 referrals equate to support being provided to a total of 20 family members with the focus being whole family support. 14 young people have moved on from the service over this period, with 9 having met the primary objective of living safely with their family in their own communities. It should be noted that for the referrals who did not meet the primary objective one of the families moved out with the local authority which meant support concluded. For another two of the families, they were reluctant to engage with services and despite several attempts from Includem staff it was agreed with the social work team that the support would conclude. The average number of weeks a young person received support was 25, with the minimum being 2 and maximum being 56. Moving beyond this 12-month period, 9 young people are continuing to receive support to work towards achieving their agreed outcomes. Question 3: Estimate of WFWF funding spent on this activity in this financial year (in pounds) £99,762 Activity 11 : Functioning Family Therapy (FFT) 19 Page 45
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Question 1: Activity title and description: FFT is an evidence-based programme aimed at improving the outcomes for young people aged 8 - 18. It is a family based intensive intervention programme that builds on the existing strengths within family relationships. The programme works with some of the most vulnerable young people including those who are demonstrating significant behavioural difficulties, involvement in community risk behaviours, violent behaviour, substance misuse and young people who are at risk of becoming accommodated. FFT interventions range from 12 to 30 sessions over a three-to-five-month period. The intensity and duration is dependent on the levels of risk that the young person is deemed to be exposed to. Working with the whole family, FFT supports young people and their relatives to learn new skills to help address the challenges they face within the context of their relationships with each family member. By taking a whole-family approach, FFT works to ensure that changes are maintained and that the young people we help make real progress. FFT West Dunbartonshire End of Year Report 24-25.pdf a) Which WFWF Logic Model outcome(s) does this activity contribute to? Please indicate the relevant early, intermediate, and long-term outcomes. Early Outcome : ● Family support managers and practitioners collate and analyse service design feedback (See connection to outcome: Family support managers analyse CYPF feedback and monitoring data to inform multi-agency and partnership planning). ● Strategic leaders, Family support managers and practitioners begin embedding national principles for holistic whole family support in their own systems and services (focus on prevention + early intervention). Intermediate Outcome : ● CYPF individual outcomes improve (e.g. confidence; social capital/connections; attendance at school; parental financial literacy). ● Strategic leaders, Family support managers (inc. 3rd Sector) and SG demonstrate a collaborative, co-productive approach to planning, working culture, and delivery. ● All CSPP partners (inc. 3rd Sector) and SG agree that they are equal partners in collaborative, multi-agency delivery of family support. Long Term Outcomes: ● Improved family wellbeing ● Reduced inequalities in family wellbeing ● Reduction in families requiring crisis intervention ● Sustainable Whole Family Support service provision maintained through budget allocations 20 Page 46
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b) For each outcome above, what specific qualitative or quantitative evidence from this financial year (2024-2025) shows how these outcomes are progressing? Improved family wellbeing: Outcome Measures: The Client Outcome Measure (COM) is a questionnaire which assesses parent/carer’s perceptions of change in family functioning, communication, improved parenting skills, parental supervision and changes in family conflict. Each dimension is rated on a scale ranging from things that are worse to things that are much better. Measures also explore the frequency of any presenting challenging behaviours and prosocial behaviours. This data allows FFT Therapists to assess progress in a range of domains relating to improvements in family functioning and relationships. Data shows improvements in all 6 self-reported subscales for young people, parents/ carers, and therapists; with 5 subscales showing average scores exceeding 3 (a score of 3 and above indicating a clinically significant outcome). Outcome data from Strength and Difficulties Questionnaire measures show positive improvements across all 7 subscales for young people and parents/ carers. Referring professionals reported improvement in 6 out of 7 for pre and post intervention with scores for hyperactive behaviours and difficulties concentrating remaining the same. The Outcome Questionnaire 45 (OQ-45) is a brief scale used with parents/carers to measure the subjective experience of a person, as well as how they function in the world pre and post FFT intervention. Progress is tracked across three different domains including: • Symptom Distress: Measuring an individual's degree of subjective discomfort. • Interpersonal Relations: Measuring impairment in interpersonal functioning. • Social Role: Measuring impairment in functioning at work and in other social roles. Impact: • 39% of parents and carers reported symptoms of clinical significance pre FFT. • 34% of parents and carers reported clinically significant reductions in symptoms of distress from pre to post intervention. • 56.5% of parents and carers reported reductions in symptoms of distress from pre to post intervention. Reduction in the number of children and young people living away from families Outcome data for the first 6 months of this year shows that 4 young people were assessed as likely or highly likely to become accommodated pre FFT intervention and 2 somewhat likely. All were supported to remain safely at home. Post FFT referrers reports that 92% (11) of young people were very unlikely or unlikely to become accommodated, and 8% (1) somewhat likely. Data shows improvements in all 6 self-reported subscales for young people, parents/ carers, and therapists; with 5 subscales showing average scores exceeding 3 (a score of 3 and above indicating a clinically significant outcome). In addition to working to improve the well-being of young people and their families, FFT 21 Page 47
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works to positively impact local communities by reducing the number of young people requiring care placements. Following on from the 2020 Independent Care Review and The Promise, FFT continues to be committed to improving the life outcomes for young people and their families by supporting young people to remain safely at home with their families while also reducing the associated costs to local authorities of young people requiring care placements. To support assessment of this impact all referring social workers are asked to report on their views on the likelihood of a young person being accommodated pre and post intervention. In addition to the positive impact for young people and their families when they are supported to remain at home safely, the current FFT service costs are recovered when 2 young people are supported to avoid the need for foster care for 1 year, or 1 young person is supported to avoid the need for secure residential care for 6 months. Outcome data for the first 6 months of this year shows that 4 young people were assessed as likely or highly likely to become accommodated pre FFT intervention and 2 somewhat likely. All were supported to remain safely at home. Post FFT referrers reports that 92% (11) of young people were very unlikely or unlikely to become accommodated, and 8% (1) somewhat likely. FFT West Dunbartonshire End of Year Report 24-25.pdf Question 3: Estimate of WFWF funding spent on this activity in this financial year (in pounds) £90 000 Question 12: Support Provided to WD for Families Hub from Working 4 U Question 1: Activity title and description: The Family Opportunity Hub team, as a collaborative initiative involving West Dunbartonshire Council services including Working4U and Education Services, plays a key role in supporting the WD for Families Hubs. The team focuses on Child Poverty supports enabling better outcomes for children and families. This is achieved by alleviating immediate hardship; maximising income (Benefits and Debt); reducing the cost of living and maximising income from employment. a) Which WFWF Logic Model outcome(s) does this activity contribute to? Please indicate the relevant early, intermediate, and long-term outcomes. Early Outcome : ● Strategic leaders, Family support managers and practitioners begin embedding national principles for holistic whole family support in their own systems and services (focus on prevention + early intervention). 22 Page 48
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● CYPF say that services are designed to be: free of stigma; rights-led; and to meet their specific needs. ● CYPF say they feel positive and trusting of services as result of implemented changes to service design. ● More CYPF receive whole family support through referrals or self-referrals. ● CYPF take up services. ● CYPF say family support is accessible and provides early help and support where and when it suits them. ● Strategic leaders, Family support managers and practitioners (inc. 3rd Sector partners) are working more collaboratively and with adult services. ● CSPPs’ plans related to holistic family support align with evidence of CYPF & local needs (local and national data), and national priorities. Intermediate Outcome : ● All CSPP partners (inc. 3rd Sector) and SG agree that they are equal partners in collaborative, multi-agency delivery of family support. ● Strategic leaders, Family support managers (inc. 3rd Sector) and SG demonstrate a collaborative, co-productive approach to planning, working culture, and delivery. Long Term Outcomes: ● Improved family wellbeing ● Reduced inequalities in family wellbeing ● Reduction in families requiring crisis intervention ● Reduction in the number of children and young people living away from their families ● Increase in families taking up wider supports ● Sustainable Whole Family Support service provision maintained through budget allocations b) For each outcome above, what specific qualitative or quantitative evidence from this financial year (2024-2025) shows how these outcomes are progressing? Integration of Working4U Services · Working4U staff attend the WD for Families Hubs monthly to provide direct, in-person advice and support to families. · They offer help with employability, welfare rights, benefits, debt management, digital skills, and learning opportunities. · This collaboration ensures that families have access to professional guidance on employment and financial stability within the familiar and accessible environment of the WD for Families Hubs. Personalised, One-to-One Support Family Opportunity Hub staff conduct holistic assessments using a structured self-assessment tool focusing on: · Pockets – increasing income, managing debt, and accessing financial aid (e.g., Cash First Funds). · Prospects – addressing personal development barriers like confidence, health, literacy/numeracy, and skills. · Place – tackling local and environmental barriers like housing and energy inefficiency. 23 Page 49
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This one-to-one approach helps families feel supported and engaged in a safe, non-stigmatising setting. Delivery of Financial and Practical Support The team connects families to vital financial support, such as: · Working 4U Money Team for specific debt advice · Accessing financial support available through Scottish Welfare Fund, Cash First Fund (Addressing Food Insecurity, aimed at reducing reliance on foodbanks), School uniform grants, school meals & EMA applications. · Carrying out better off calculations and maximising income through Social Security Benefits. By providing immediate cash-based interventions, the team helps alleviate short-term financial crises while linking families to longer-term solutions. Enhancing Family Capability and Inclusion The Hub supports learning and training opportunities that promote: · Improved language, literacy, numeracy. · Development of vocational and non-vocational skills. These efforts aim to empower parents to contribute positively to their families and communities, supporting wider goals around social inclusion and employability. Extending Reach Across the Community The Family Opportunity hubs are located in secondary schools, the Hubs extend support to feeder primary schools and early years centres, ensuring early intervention and continuity of care for families across age groups. Impact on Family Wellbeing Through this joined-up, person-centred approach, the Family Opportunity Hub team enhances the ability of the WD for Families Hubs to support families holistically — reducing crisis risk, promoting financial wellbeing, and enabling long-term improvements in employment, education, and social inclusion outcomes. Question 3: Estimate of WFWF funding spent on this activity in this financial year (in pounds) £0 24 Page 50
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SECTION 2: Progress Narrative for your overall WFWF plans Please respond to each question below. Examples are included in Annex B (below). Responses to each question should be 250 words max. Aim for responses to refer back to specific activities mentioned in Section 1 above. Question 4: Please consider the key recommendations from the Year 2 Evaluation report that are most relevant for your area. These include the topics of planning for sustainability of the activity beyond WFWF; developing a whole systems approach; outcomes related to leadership, workforce and culture; providing feedback on children, young people and families (CYPF) involvement in design; and data and evidence (see pages 78-86 of the full report). From your activities in Section 1, please provide any specific examples of how they are responding to these issues (or planning to do so during Year 4), this does not need to be comprehensive but focused on the most important recommendations. Please cite your evidence sources. May include: data from reports, evaluation evidence, service data, specific plans that have been agreed to, training data. Neurodevelopmental Team Activity: Having responded to Carer/CYP stakeholder feedback to develop the neurodevelopmental team’s input to the WFW hub in the first instance, we delivered the requested services in each of the 3 localities. Numbers of carers engaging with both drop-in sessions and training workshops were consistently poor, and so in an attempt to engage better with families we established the Cuppa and Connect sessions in the local primary schools. Numbers are increasing month on month and we have plans to roll out to ELCC’s in Autumn 2025. Health Improvement Team Planet Youth Programme data continues to provide insight to a range of health and wellbeing outcomes for young people in West Dunbartonshire. The third survey will be undertaken in Autumn 2025. This valuable data set will continue to influence content on WDWellbeing.info to respond to the concerns raised by survey participants. The site will remain a key onward support by schools and community groups as they continue to implement the Planet Youth Programme. There has been a shift in focus around supporting and working with the family, as opposed to just working with young people. Question 5: Based on your evidence provided in Section 1, please describe how the activities of the WFWF Programme overall are supporting services to shift towards (1) more preventative interventions Detailed previously. Question 6: Describe the main successes to delivery and how specific factors enabled these successes. Please cite your evidence sources. May include: resourcing, skill development, planning or engagement, activities, or emerging outcomes. Evidence of economic/budgetary impact may also be included. Neurodevelopmental Team Activity: The ND service developments this session have been able to offer pre-assessment and post-diagnostic support due to the funding that has been received from the WFW fund. Using the Health Care Support workers (HCSW) to gather additional information from both home and school 25 Page 51
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settings, supporting the assessment process, has enabled an increase in the number of assessments and appropriately identified strategies to help being concluded each year. Partnership Working of the Strategic Group The Strategic leadership of Service Leads and Partners has facilitated a culture of collaboration focussing on developing systematic change which empowers staff to work together across services, with a shared purpose to improve help to families. This has resulted in the very effective mobilisation of a range of resource sharing across our model, which has not always relied on new funding but rather the co-location or re-distribution of existing resources. Question 7: Describe the main challenges to delivery, and how these have been mitigated or plans to mitigate them. Please include any details on any activities which have not progressed as expected. This is a space to reflect on any lessons learned and how these might inform future work. The logic model context, assumptions, and risks, as well as any locally monitored risks may be useful to consider in this response (page 13). Please cite your evidence sources. May include: resourcing, skill development, planning or engagement, activities, or emerging outcomes. Evidence of economic/budgetary impact may also be included. Neurodevelopmental Team Activity: The ability of the ND team to assess and diagnose will be significantly impacted by the loss of 3 out of 4 clinicians, due to internal reductions in funding. This will impact on waiting times and the number of assessments that can be undertaken. It will have an additional impact of fewer children needing parts of the assessment process undertaken by HCSWs, although this is enabling us to find the capacity to roll out Cuppa & Connect sessions to ELCC’s as well as primary schools. Therefore, the drive to provide early intervention is essential. Moving forward to develop a sustainable model of support a short life working group will be established to develop the universal messaging across West Dunbartonshire with regards to Neurodevelopmental Supports and public expectations, emphasising a shift from diagnosis to increased uptake of support via Hubs and Universal Services. Health Improvement Team Early 2024/25, low uptake of the training offer in self harm which resulted in cancellation of one course. Changes made to promotion and registration process resulting in increased uptake of suicide prevention training but not self harm. Steps were taken to share the offer with the wider workforce to include Council, HSCP & third sector partners. Local wellbeing website WDwellbeing info: The main challenge remains in relation to overseeing and ongoing editing the site content going forward. Currently this responsibility remains with a very small proportion of the Health Improvement team. Ideally additional editorial access is made available to personnel who are using and familiar with the site content. Planet Youth: Time taken to fully embed the role of PY Manager hosted by the commissioned third sector partner. Recent confirmation from the Scottish Government to fund another year of national PY pilot. This uncertainty has impacted on 25/26 planning and encouraged a shift to a holistic ethos with upstream changes to the services where possible, without a strong reliance on the future of PY beyond 2026. Question 8: Please give details of your spend for 24/25 and your expected spend in the following financial years: FY 25/26: detailed above in each section 26 Page 52
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FY 26/27: to be clarified reflecting evaluation/pay rises/commissioning and running costs. We will work within the allocated budget. FY 27/28: to be clarified reflecting evaluation/pay rises/commissioning and running costs. We will work within the allocated budget. Additional: Any other comments, innovative work, relevant learning, or unexpected changes identified during this year? May include: any progress not captured elsewhere in the table, or questions for the Scottish Government. Please indicate any related local evaluation work in progress here. 3 Year Cycle of Multi Agency Evaluation - How good is our family support ? Our Calendar of Self-Evaluation has been instrumental in supporting our Strategic Group to collaboratively evaluate and plan improvements, informed by the use of data. Over a three year cycle, there is a termly focus on the four main areas of Family Support: Availability and Access, Children and Families at the Centre of Service Design, Whole System Approaches and Workforce and Culture. Used effectively, continuous self-evaluation has supported partners to monitor progress and continue to strive for excellence, broadly focusing on answering three key questions: How good are we now? How do we know? What do we plan to do next? Evaluations have informed next steps in family help and focussed attention, leading to targeted improvements over time. 27 Page 53
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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 (CJP) Date of report 22/01/2026 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 The meeting with Police Scotland Custody Division and East Dunbartonshire (ED) went ahead but it is clear there is no cross over for a shared pathway, residents of ED don’t tend to come to WD instead they are likely to be held in Coatbridge. Numbers of WD residents being supported by the scheme remain disproportionately (and concerningly) low compared with level of need and intersectionality that underpins offending. New alcohol and drug services providers are now operating in WD ‘With You’ meetings are in the diary to meet with the new providers with an invitation to be part of the Arrest Referral Scheme Working Group. The chair of the ARS working group is working closely with police custody staff and concern hub staff to look at sharing of information under the auspice of ‘Public Task’ with a view that this should support the referral pathway with meaningful engagement with services for those who would benefit from it at the point of arrest. Custody to Community (C-C) 1. Emergency Early Release of Prisoners The early release of prisoners remains underway and will be underway until April 2026. Whole systems communication pathways have been established with partners to ensure that challenges and pressures to services can be fed back to the Scottish Government. WD Justice Services has contributed to the Survey to quantify impact of Emergency Early Release (EER) being undertaken by Social Work Scotland. Staff from homelessness services are reporting a strain on services as many residents who are being released are homeless, due to the housing crisis in WD this is placing stress on a service which is already stressed. ITEM 11 Page 55
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There remains open communication between the Custody-Community Vulnerability/Risk management & Victim Safety Planning Group. The Community Justice Co-ordinator is triaging the EER prisoner names and requesting veto information for those we would have concerns about being released. This process is further alerting colleagues in Children & families social work and Violence Against Women and Girls services to potential releases to allow for timeous victim safety planning. Wider services are being alerted to support prisoner risk/vulnerabilities management and housing needs prior to release. 2. Custody to Rehab (C2R) “Proof of Concept” The Custody to Rehab agenda is going very well and there have been many referrals to the pathway. The CJ Co-ordinator approached Community Justice Scotland (CJS) to request further places in line with demand, and this was granted. CJS have removed the cap on placements, and we can refer as many residents as per demand. To date 14 referrals have been made to the pathway with 4 residents admitted to rehab establishments. Local C2R Guidance is currently being written to support process and protocol for the pathway to ensure that the process is robust and clear for all potential referrers. 3. Talking About Mental Health Toolkit 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 Community Justice Co-ordinator has been trained to deliver the materials and a workplan is currently being developed to support the wider roll out of the resource in the locality. There will be a targeted approach to training delivery and will include justice services and closest partners in the first instance i.e. social work staff and housing 1st staff. The workplan will be available by mid-February with a view to the training being rolled out in May 2026 Prevention and Early and Effective Intervention 1. The use of Diversion in both adult and youth justice context: ‘Understanding Youth and Adult Diversion’ whole-systems development sessions have been held in December 2025 with another pending in February 2026. A specialist input to Education services took place in November 2025 to ensure that the voices of education colleagues are captured as part of outcome improvement planning activity. The sessions will shape and support enhancing the use of Diversion and contribute to supporting the national and local community justice outcome improvement plan. A workplan will be developed following the session in February detailing identified improvement activity. 2. Framework for Risk Assessment, Management & Evaluation (FRAME) and Care and Risk Management (CARM) (multi-agency) FRAME/CARM training was delivered to to Justice and Children and Families social workers in October 2025. Next steps will be supported by CYCJ and will include the development of local guidance including process, protocol and governance. A short life working group has been created to undertake writing the local guidance and the guidance should be available by May 2026. Page 56
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3. Justice services have introduced a safeguarding protocol for sharing risk and concerns around child protection and violence against women and girls. To support the safeguarding of children, young people and vulnerable adults affected by domestic abuse, justice services are triaging the names of those due to be released from prison (planned releases) with our partners in VAWG and children and families’ services to ensure effective victim safety planning and safeguarding. This process has proved to be both effective and beneficial in terms of best – safe practice. 4. ‘With You’ new drug and alcohol providers in WD can work with young people from aged 16 years. This wasn’t the case previous and it is hoped that as part of EEI young people can be referred to services at the point of need not chronological age. Women in Justice A workplan is underway to undertake embedding the recommendations from The Discovery report. This plan will be a whole-systems plan involving all justice services from the point of arrest through to prosecution. There is a clear training gap for understanding violent resistance and the CJ Co-ordinator is developing this training as part of outcome improvement planning. It is anticipated the training will be ready for delivery as part of 16 Days of Action for VAWG 2026. The WiJ working group is considering the National Women’s Health Plan and where it fits with locality planning and women in justice services. Authentic Voices A decision was taken at the CJP in November 2025 to disband the AV working group as this activity is now firmly embedded into all work strands which is the gold standard the CJP had hoped to achieve. AV work will be reported on for each working group and any wider CJP activity. Heath Needs Analysis NHS GGC WD Justice Services are collaborating with NHS GGC to better understand the health needs of community justice populations. Phase 2 of the project has commenced with data transfer and seeding activity is underway. Focus groups and qualitative activity has been arranged with the justice team and justice service users has commended. Reporting is expected in spring/summer 2026. Community Based Sentences WD Justice Services has developed pre/post measure to ensure that the voices of service users are captured for all community-based sentences. This is being collated using Microsoft Forms and will be analysed annually as part of outcome improvement planning. 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. Page 57
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The group is working closely with 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. A template has been developed and created to ensure robust meaningful information sharing between justice and Police Scotland – the template is under consideration at this time. Recording as part of Domestic Abuse EEI is under development and the Caledonian steering group is contributing toward this Children & Families Social Work to ensure that service generated risk and trauma is mitigated. 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. Employability WD Justice Services are working closely with Working 4 U “Fairer Futures” Proof of Concept. W4U have secured money from the Scottish Government until March 2026 to support justice populations with a routes out of poverty agenda. There has been much development and implementation work undertaken and there will be a targeted approach to service provision operating through 7 separate work strands: 1. Community to Rehab 2. Caledonian men’s group 3. WSSS women’s groups 4. Community based sentences 5. Education & Higher Education 6. Youth Justice 7. Justice Throughcare The proof of concept will seek to engage with services users to support them to a position whereby they see employability as a viable option, cognisant of the challenges and barriers faced by the justice population. Training, Learning & Development 2026 9th March 2026 – Justice and Partners Information & Awareness Raising Session 23rd April 2026 – Dash-Ric Multi-agency 19th May 2026 – Penumbra – talking about mental health toolkit 30th June 2026 - Penumbra – talking about mental health toolkit 13th August - Dash-Ric Multi-agency 17th August - Justice and Partners Information & Awareness Raising Session 8th September - Penumbra – talking about mental health toolkit 12th November - Dash-Ric Multi-agency Page 58
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23rd November - Justice and Partners Information & Awareness Raising Session 8th December – DAAMH -I Training 2 Outline of any issues/risks and how these are being managed Currently justice services are scrutinising the impact of the EER of prisoners and what this means in terms of pressure and capacity for services. The ongoing housing crisis will potentially face further stress as a ripple effect of this activity. Concerns will be escalated through the CJP and wider governance structures. 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 updates from all working groups. 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 The local Community Justice Outcome Improvement Plan will be reviewed at the next community justice partnership in February. Much progress has been made with the strategic plan – so much so that we are asking for a pause on all development work in 2026-2027 to allow for the embedding of current developments and improvement activity. Page 59
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Development work that requires embedded 2026-2027: The Women in Justice Discovery Report Health Needs Analysis recommendations Head Injury Research Recommendations Youth and Adult Diversion development session outcome improvement activity. Fairer Futures Learning Report and recommendations Community to Rehab learning report and recommendations Children’s Care and justice (Scotland) Act 2024 – fulfilling statutory duties Reflection and Review of the current strategy: Care Inspectorate Self-evaluation Jan-April 2027 Page 60
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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 February 2026 Name and email of lead contact Gail Macfarlane Gail.macfarlane@west-dunbarton.gov.uk 1 Highlights of activity and progress since last meeting Work is still ongoing in relation to new actions and the Terms of Reference for the group. This will finalise for the next meeting for discussion and approval. The new actions will consider the feedback from the partners and workshop engagement. Members of the group are to consider any new actions and bring to next board for discussion. There was a lengthy discussion on green growth and indicative milestones and consideration of each partners role to maximise opportunities for residents to be fit for the future employment opportunities. There was also discussion on the Child Poverty Update Report and the role of the DIG to develop actions that contribute to lifting families out of poverty. There were the usual 3 key updates on employability, regeneration and city region. This led to discussion on funding challenges/opportunities. Partner updates included the following: Launch of local innovation centres. Private and third sector businesses/organisations would be eligible if they can demonstrate social benefits. Innovative development programme for supporting apprentices. Free at point of use for businesses. ITEM 12 Page 61
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The Advanced Manufacturing Innovation District Scotland Skills Group have undertaken a consultation with local employers. Members to consider opportunity for West Dunbartonshire. Golden Jubilee advised progressing foundation modern apprenticeships with discussion taking place with Strathclyde University and Glasgow University regarding the concept of a Civic University and their role in West Dunbartonshire. Considering how to promote STEM activities and link with local partners. Development of Social based community facility and will look at homework club at Golden Jubilee to support attainment. New regional skill assessment set developed and to be considered by partners. Discussion on an employability event to be held. 2 Outline of any issues/risks and how these are being managed The action plan is being developed by the partnership and discussion ongoing to ensure there are actions and milestones that will align to the required outcomes. Discussion on external funding and any risk to activities being undertaken, ongoing discussion to take place. 3 Outline of the main outputs expected before next meeting Continue the review of the draft action plan to finalise actions and milestones Page 62
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4 What are your requirements of partners in the Community Planning Management Board to achieve the outcomes of the DIG? N/A 5 Please outline any good news story you wish to share Page 63
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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 23 January 2026 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 Work continues to progress the Alliance action plan. Since the October meeting of the group this has included: Development of a Community of Practice Survey to be distributed across all partner agencies in March 2026 The ongoing collection of information and training materials used by group members, with a view to developing a central practice hub/resource library Establishing a shared Teams space and case study format, allowing consistency in the collation of good practice/impact examples Mapping of known community spaces to facilitate the development of an access map for local groups – showing location, size, availability, cost etc. Self-Management Assembly Plans for the next Self-Management assembly session are underway, with session 3 taking place on 29th April again in Clydebank Town Hall. Work has also been ongoing with the Assembly steering group to deliver an information resource highlighting positive self-management practice and locally and nationally available support services. This will be housed on the WDCVS website and should be complete by the end of February 2026. Community Mental Health and Wellbeing Fund (Year 5/6 funding) The grant assessment panel met in mid-December to consider the allocation of year 5 resources (2026/7). Members will note that in line with the Scottish Government Fairer Funding pilot arrangements, 70% of the fund was to be committed to 2-year funding offers. The fund was again over-subscribed and due diligence arrangements are underway with the successful applicants to ensure awards can be completed by the end of February 2026. A list of awardees will be made available to the next Community Planning Management Board Meeting. ITEM 14 Page 65
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Arrangements to integrate Independent DIG into Empowered DIG Following the decision made at the last Community Planning Management Group meeting, a mapping exercise has been taking place to integrate the action plans/activities of the 2 DIG groups. The Chair and new Vice Chair plan to meet within the next few weeks to finalise arrangements with a view to presenting a refreshed 2026/7 action plan. 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 Availability of Self-Management resource tool Publication of Community Mental Health Fund for Adult Awardees 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 66
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Report by Selina Ross, WDCVS Community Planning West Dunbartonshire January 2026 Subject: Climate Action Hub – Activity Update Report 1. Purpose 1.1 The purpose of this report is to update CPWD Board members of the recent activity of the Climate Action Hub, facilitated and hosted by WDCVS. 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 Since its inaugural community planning partner conversation session in June 2025, the Climate Action Hub, supported by funding from Scottish Government has progressed a range of actions and initiatives. 3.2 This brief update report provides information on the activities taken forward and the engagement secured in that six-month period. 4. Main Issues 4.1 The Hub has committed to a range of engagement, knowledge exchange and funding support interventions. Engagement 4.2 Building on from the first June conversation session, the Hub has now delivered an additional 2 engagement events and attended three community-delivered sessions, engaging with around 150 local organisations. In addition, a programme of 1-2-1 visits with community organisations has taken place to help identify additional elements of a 2026/7 workplan. 4.3 The next hub event is a Biodiversity Awareness session planned for the 27th January, with 25 participants currently registered. ITEM 15 Page 67
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Knowledge Exchange 4.4 The Hub has produced a range of written resources, including three fact sheets (climate mitigation/adaptation & biodiversity; Net Zero and The Climate Crisis) and five support pieces covering biodiversity, energy and retrofitting, food and growing, re-use and the circular economy, and travel and transport). 4.5 These can be accessed via the WDCVS website: https://wdcvs.com/climate-action/. 4.6 17 organisations have so far been provided one-to-one support from the Hub, to develop their ideas and projects. Funding application support has also been given to four organisations – and the results of their applications is awaited. Funding 4.7 The Hub provided access to a Seedcorn Fund programme between Sept and November 2025, allocating £25,000 to 17 community groups, supporting a wide range of climate mitigation, adaptation and biodiversity projects. 4.8 Across 6 key themes, funded activities included: Growing & Biodiversity (Biodiversity): Improved allotment accessibility for disabled members Composting equipment and education Gardening tools and seeds Youth biodiversity and growing education Beekeeping courses Wildlife pond restoration Citizen science surveys Environmental maintenance equipment and volunteer safety training Outdoor education and space creation for young people. Food (Mitigation): Sustainable cooking classes focusing on climate-friendly diets, food waste reduction, and promotion of local food. Share & Repair (Mitigation): Repair equipment and storage Volunteer repair and safety training Sewing and fabric re-use workshops. Recycling (Mitigation): Youth-led recycling education projects. Building Energy Efficiency (Mitigation): Small-scale energy efficiency measures. 4.9 The end of year evaluation is pending and will be used to support the business case for 2026/27. Page 68
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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. 9. Consultation 9.1 Extensive consultation with partners and community members has been taken forward to support the activity of the Climate Action Hub. Thanks are recorded to all for their involvement and support. 10. Strategic Assessment 10.1 The level of engagement suggests a strong appetite for climate action across West Dunbartonshire across a range of themed activity areas. Person to Contact: Selina Ross, WDCVS, selina@wdcvs.com T: 0141 941 0886 Appendices: N/A Background Papers: N/A Wards Affected: All Page 69