Item 9 - Appendix 1 - Year 3 2024-2025 WDC Whole Family Wellbeing Report .
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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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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