Document Pack (Bookmarked) - CPWD Management Board 20 08 26
West Dunbartonshire Council · 20 August 2026
Back to Community Planning West Dunbartonshire Management Board — 20 August 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, 20 August 2026 ___________________________________________________________________ Time: 14:00 ___________________________________________________________________ Venue: Clydebank Health and Care Centre, Clydebank G81 1BS. ___________________________________________________________________ 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 Michelle McGinty Councillor Sophie Traynor 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 Clare Wilson, Head of Children’s Health, Care and Criminal Justice (Chief Social Worker – WDHSCP) 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: 7 August 2026 Page 2
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COMMUNITY PLANNING WEST DUNBARTONSHIRE MANAGEMENT BOARD THURSDAY, 20 AUGUST 2026 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 21 May 2026. 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 23 July 2026. 6 COMMUNITY JUSTICE PARTNERSHIP UPDATE To Follow Submit report by Clare Wilson, Head of Children’s Health, Care and Criminal Justice (Chief Social Worker – HSCP) providing an update regarding the above. Page 3
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7 VERBAL UPDATE FROM PLACE DIRECTOR FOR CPWD AND HEAD OF STRATEGY, SCOTTISH GOVERNMENT Verbal update from Brian Dornan regarding the above. 8 COMMUNITY WEALTH BUILDING To receive a presentation from Miriam McKenna, Improvement Service, regarding the above. 9 COMMUNITY LEARNING AND DEVELOPMENT STRATEGIC GROUP Verbal update from Claire English, Working4U Co-ordinator, regarding the above. 2025-28 ANNUAL UPDATE REPORT 10 TRAUMA-INFORMED AND RESPONSIVE STRATEGY 19 - 46 To receive report from Val Tierney, WD HSCP Chief Nurse on the progress towards the outcomes of the West Dunbartonshire Trauma Strategy and outline of next steps. 11 PILOT PROJECT UPDATE To Follow To receive report from Alan Douglas, Chief Officer – Regulatory and Regeneration, regarding the above. 12 WDC CLIMATE CHANGE ACTION PLAN 47 - 50 Submit report by Amanda Kean, Climate Change and Energy Co-ordinator, providing an update on recent progress of the Climate Change Action Plan and plans for future development and engagement. 13 UPDATE ON SELF-ASSESSMENT PROCESS - 51 - 54 DRAFT IMPROVEMENT PLAN To receive a report from Coin Smith, Communities Team leader, providing an update on the self-assessment process and a draft improvement plan for consideration. 14/ Page 4
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14 FLOURISHING DELIVERY IMPROVEMENT GROUP (DIG) UPDATE To receive a verbal update from Gail McFarlane, Chief Officer, Roads and Neighbourhood providing an update on the work of the Flourishing Delivery and Improvement Group. 15 NURTURED DELIVERY IMPROVEMENT GROUP To Follow (DIG) UPDATE Submit a report by Gillian Hamiton, Chief Education Officer, providing an update on the work of the Nurtured Delivery and Improvement Group. 16 EMPOWERED DELIVERY IMPROVEMENT GROUP (DIG) UPDATE To receive a verbal update from Selina Ross, West Dunbartonshire CVS providing an update on the work of the Empowered Delivery and Improvement Group. 17 EMERGENCY SERVICES SPOTLIGHT 55 - 57 POLICE SCOTLAND Submit report by local Police Scotland Team regarding the above. 18 EMERGENCY SERVICES SPOTLIGHT 59 - 60 SCOTTISH FIRE AND RESCUE SERVICE Submit report by local Scottish Fire and Rescue Service regarding the above. 19 DATE OF NEXT MEETING Members are asked to note that the next meeting of the CPWD Management Board will be on Thursday, 19 November 2026 at 2pm, on MS Teams. Page 5
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COMMUNITY PLANNING WEST DUNBARTONSHIRE MANAGEMENT BOARD Thursday, 21 May 2026 Present: Councillor Martin Rooney West Dunbartonshire Council Beth Culshaw West Dunbartonshire Council Lynsey Booth Police Scotland Rebecca Campbell NHS Greater Glasgow and Clyde Colin Smith West Dunbartonshire Council Gillian Hamilton West Dunbartonshire Council Anne Campbell West College Scotland Claire Cusick West Dunbartonshire Council Selina Ross West Dunbartonshire CVS Katy Roarty Scottish Government Brian Wardle Scottish Fire and Rescue Service Chris Kelly West Dunbartonshire Health and Social Care Partnership John Anderson West Dunbartonshire Leisure Trust Jonathan Howard DWP Nicola Moorcroft West Dunbartonshire Council Apologies: Peter Hesset West Dunbartonshire Council Councillor David McBride West Dunbartonshire Council Councillor Michelle McGinty West Dunbartonshire Council Joe McKay Scottish Fire and Rescue Service Sandie Scott NHS Golden Jubilee Fiona Taylor West Dunbartonshire Health and Social Care Partnership Gary I'Anson Police Scotland Richard Millar Scottish Canals John Binning Strathclyde Partnership for Transport Gail McFarlane West Dunbartonshire Council Laurence Bayston Skills Development Scotland Brian Dornan Scottish Government Carole Anderson NHS Golden Jubilee Lesley James West Dunbartonshire Council 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. Councillor Rooney advised that this would have been the last meeting of the CPWD Management Board meeting Lesley James, Chief Social Work Officer, Head of Children’s Health, Care and Criminal Justice, WD HSCP, attended. In her absence, he thanked Ms. James for her outstanding service, work within WD HSCP and highlighting, in particular, her huge contribution to Community Planning. Beth Culshaw, Chief Officer – WD HSCP concurred with Councillor Rooney’s comments, stating that as a founder member of the CPWD Board, the work of Ms James towards enhancing the lives of West Dunbartonshire residents should be celebrated. 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 19 February 2026 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. VARIATION IN ORDER OF BUSINESS After hearing Councillor Rooney, Chair, the Board agreed to vary the order of business as hereinafter minuted. COMMUNITY PLANNING EXECUTIVE GROUP A report was submitted by Peter Hessett, Chief Executive, providing an update of discussion at the Community Planning Executive Group (CPEG) meeting held on 28 April 2026. After discussion and having heard Colin Smitth, Communities Team Leader, in further explanation and in answer to Members’ questions, the Board agreed to note the content the report and Appendix 1 of the report: Minute and Action Note of Community Planning Executive Group meeting held 28 April 2026. Page 8
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VERBAL UPDATE FROM PLACE DIRECTOR FOR CPWD AND HEAD OF STRATEGY, SCOTTISH GOVERNMENT No verbal update provided, regarding the above, as Brian Dornan was absent from the meeting. 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. The Board agreed to note the detailed update provided within the report. UPDATE ON WHOLE FAMILY WELLBEING FUND APPROACHES A report was submitted by Claire Cusick, Senior Education Officer, providing information on the Whole Family Wellbeing Fund and an update on plans to deliver Whole Family Supports. Claire Cusick, Senior Education Officer, provided a detailed and informative presentation highlighting the Families Hubs, Drop-in sessions, Neurodevelopment Sessions for Parents and Festive Film events, including the assessment and evaluation of the impact of such work and feedback from users and staff and gave recognition to support provided by the third sector. After discussion and having heard the Senior Education Officer in further explanation and in answer to Members’ questions, the Board agreed to note the detailed report and presentation and the progress and strategic direction of plans. DRUG AND ALCOHOL PARTNERSHIP (ADP) UPDATE A report was submitted by Sylvia Chatfield, Head of Mental Health, Learning Disabilities and Addictions providing an update on the implementation of the Medication Assisted Treatment (MAT) Standards, drug-related deaths and alcohol specific deaths. After discussion and having heard Chirs Kelly, the Alcohol and Drug Partnership Strategy Officer in further explanation and in answer to Members’ questions, the Board agreed:- (1) to note that West Dunbartonshire ADP have successfully implemented the MAT Standards; (2) to note the drug-related death and alcohol-specific death data, including the unconfirmed increase in 2025; and (3) to submit a report to the November of the CPWD Management Board, after the publication of this year’s data (in August). Page 9
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PILOT PROJECT UPDATE A verbal update was given by Colin Smith, Communities Team Leader, regarding Pilot Project in Alexandria. A report outlining next steps would be submitted to the next meeting of the CPWD Management Board. COMMUNITY WEALTH BUILDING To receive a presentation from Magda Swider, WDC Regeneration Coordinator, regarding the above. As Magda Swider was absent from the meeting, the Board agreed to defer this item to the August meeting of the CPWD Management Board. VIOLENCE AGAINST WOMEN AND GIRLS 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. The Board agreed to note the detailed report provided. SELF-ASSESSMENT PROCESS UPDATE A verbal update was given 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 Board agreed to note the update provided and that the information be circulated to all Board Members. FLOURISHING DELIVERY IMPROVEMENT GROUP (DIG) UPDATE To receive a verbal update from Gail McFarlane, Chief Officer, Roads and Neighbourhood on the work of the Flourishing Delivery and Improvement Group. No verbal update provided, regarding the above, as Gail MacFarlane was absent from the meeting. NURTURED DELIVERY IMPROVEMENT GROUP (DIG) UPDATE To receive a verbal update Lesley James, Head of Children’s Health, Care and Criminal Justice (Chief Social Work Officer – HSCP), on the work of the Nurtured Delivery and Improvement Group. No verbal update provided, regarding the above, as Lesley James was absent from the meeting. 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 and having heard Selina Ross in further explanation and in answer to Members’ questions, the Board agreed to note the update provided. DATE OF NEXT MEETING Members were asked to note that the next meeting of the CPWD Management Board would be on Thursday, 20 August 2026 at Clydebank Health Centre. The meeting closed at 3.10 p.m. Page 11
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Date Set Action Who Required by Date Status 21.05.26 Circulate information collated regarding CP self- assessment process Colin Smith Committee Officer As soon as possible Outstanding 21.05.26 Include agenda item ‘Community Wealth Building’ on next CPWD Management Board agenda. Committee Officer/Magda Swider August 2026 Complete 21.05.26 Include report from Alcohol and Drug Partnership, following the publication of this year’s data (after August 2026) – November meeting of CPWD Management Board Committee Officer/Chris Kelly November 2026 In progress 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: 20th August 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 23rd July 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 23rd July 2026. 3. Background 5.1 The Community Planning Executive Group met on 23rd July 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 23rd July 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 24th July 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: Thursday 23rd July 2026 ___________________________________________________________________ Time: 2pm on MS Teams ___________________________________________________________________ Item 1. Welcome, introductions and apologies. In Attendance: Peter Hessett (Chair) (PH), Selina Ross (SR), Lynsey Booth (LB), Clare English (CE) and Colin Smith (CS). 2. Note and action log of previous meeting Alexandria Pilot report to be prepared for May’s CP Board. Verbal update provided at CP Board. Report to follow. Verbal update on CPWD Self- Assessment to be provided to Board. Complete 3. DIG updates on Action Plans Nurtured DIG- Clare Wilson will present update at Board. Empowered DIG (SR)- Action plan encompassing Empowered and Independent DIG outcomes is being developed. Report will be presented at Board meeting. Flourishing (CE)- The Flourishing Action Plan has been circulated for approval. Report will be presented at Board. 4. Community Planning West Dunbartonshire CPWD Self-Evaluation Action Plan. A draft Action Plan was presented and discussed. A further version will be considered at pre-agenda meeting for possible presentation at the Board meeting in August. Linking Police data to target address violence against women and girls. Police Scotland’s analysts can provide data that may be useful in Targeting services. Further consideration will be given to how this is used when new Chief Social Worker is in post. Green Jobs Event hosted by Flourishing DIG. No update. Action for future meeting. ITEM 5 - APPENDIX 1 Page 17
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5. CPWD Management Board Meeting feedback Agenda items for CPWD: a) MSYP/Youth Council presentation b) Trauma Informed Practice- Emily Aitken c) Emergency Services Spotlight d) Climate Change Action Plan e) Community Learning and Development Update- Verbal report from Clare English. f) All standing items- 3 DIG reports and Community Justice Partnership (9 reports) 6. AOCB and Date of Next Meeting Meeting dates: CPWD Pre-agenda – Thursday 30th July at 10pm. (Teams) CPWD Board – Thursday 20th August at 2pm in Clydebank Health Centre. CPEG – Wednesday 21st October at 3pm (MS Teams) No. Action Progress 1 Action: Green Jobs Fair- Empowered DIG 2 Action: Possible presentation of Self- Evaluation Action Plan Page 18
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West Dunbartonshire Community Planning Partnership Management Group: 20th August 2026 Report by Val Tierney ___________________________________________________________________ Subject: Trauma-Informed and Responsive Strategy 2025-28 Annual Update Report 1. Purpose 1.1 The purpose of this report is to update the West Dunbartonshire Community Planning Partnership on the progress towards the outcomes of the West Dunbartonshire Trauma-Informed Strategy and outline next steps. 2. Recommendations 2.1 It is recommended that the West Dunbartonshire Community Planning Partnership Management Group: Note the activities undertaken during 2025/26 outlined in this report. Continue to support the Trauma-Informed Programme within West Dunbartonshire. Note the refreshing of the infrastructure to support the Trauma- Informed work in West Dunbartonshire. 3. Background 3.1 The Scottish Government and COSLA have a shared long-term ambition to make services and workforces across Scotland Trauma-Informed and Responsive. £50,000 has been allocated annually to each Local Authority to support this work since 2021/22. 3.2 The development of a Trauma-Informed and Responsive West Dunbartonshire supports the Community Planning Partnership's overall vision of making West Dunbartonshire a “great place to live, work and visit”. 3.3 Throughout the past year, West Dunbartonshire Council and HSCP have prioritised the development and implementation of Trauma-Informed Practice across all service areas. 3.4 Staff have participated in ongoing professional development, equipping them with the knowledge and skills to recognise and respond sensitively to individuals affected by trauma. ITEM 10 Page 19
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3.5 This approach aims to foster more compassionate interactions and enhanced our capacity to support service users that may have a trauma history, whilst also promoting a culture of safety, trust, choice, collaboration and empowerment within our teams. Trauma and Trauma-Informed Practice 3.6 Trauma refers to a range of events that are experienced as harmful to our physical and/or emotional wellbeing. The emotional and psychological response to traumatic events can have lasting effects on an individual's health and wellbeing. 3.7 By understanding the prevalence of trauma and its consequences, professionals are better equipped to provide sensitive, respectful, and effective support to those in need, ensuring that services are responsive to the unique experiences and needs of every individual. 3.8 Trauma-informed practice is an approach that acknowledges the impact of trauma on an individual and actively seeks to avoid re-traumatisation. 3.9 This practice involves creating environments characterised by safety, trustworthiness, and choice, as well as fostering collaboration and empowerment. Trauma-Informed Vision for West Dunbartonshire 3.10 Embedding Trauma-Informed and Responsive Practice takes time. We need to work collaboratively with Community Planning Partnership members to ensure sustainable change is achieved across West Dunbartonshire. 3.11 Our vision is to embed Trauma-Informed ways of working in everything we do, ensuring our community and staff are supported to reduce the negative impacts trauma can cause. Ensuring the Trauma-Informed Principles of Safety, Trust, Choice, Collaboration and Empowerment are understood and embedded in our services is key. 3.12 Four local outcomes have been created based on best practice and learning from other areas to support embedding Trauma-informed and Responsive Changes in a systematic way. The themes are: Staff Support & Wellbeing. Systems, Policies and Processes. Community Involvement. Leadership. 4. Main Issues Page 20
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4.1 The West Dunbartonshire Trauma-Informed and Responsive Strategy supports all services’ progress toward becoming Trauma-Informed. By providing comprehensive support to our workforce and the communities we serve, we can ensure sustainable changes to our systems. Implementation remains service-specific, with this strategy ensuring a coordinated and effective approach across services. 4.2 Below headings outline the progress on the West Dunbartonshire Trauma- Informed & Responsive Delivery and Improvement Plan 2025-28 priority actions, and related activity that will support the delivery and improvement of Trauma-Informed and Responsive Practice within West Dunbartonshire. Full detail of each activity can be found in Appendix 1. 4.3 To date, the West Dunbartonshire Trauma-Informed and Responsive Steering Group has been working for over 2 years. The group consists of members from across West Dunbartonshire Council, HSCP and NHS GGC. Our subgroups also have input from our 3rd sector partners. The groups have an open-door membership to ensure we have the right people at the right time to progress our work. Staff Support and Wellbeing 4.4 The Staff Support and Wellbeing group first met in May 2025 and continue to meet on an 8-weekly basis. This group was vital to start the work, as meaningful progress cannot be made without staff having access to high- quality, relevant training and organisational support on their journey to becoming trauma-informed 4.5 The group engage with other Local Authority areas and 3rd Sector organisations to learn about good practice and discuss how to bring this to West Dunbartonshire. 4.6 The key priorities for the group are: Adding Trauma-Informed e-modules to iLearn. Identifying priority groups for training. Mechanisms for staff support identified and shared. 4.7 Staff wellbeing is a vital part of the Trauma-Informed programme in West Dunbartonshire, and we continue to be proactive in sourcing resources and opportunities to improve wellbeing. This has included mind mapping exercises using the various partner organisations to identify what already exists. 4.8 The results of this have now been added to various communication notes, service engagement and training follow-up support for participants and managers. Page 21
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4.9 The next steps for this are to identify what is possible to develop and where potential gaps lie in team support. Another factor is to ensure staff that regardless of location, staff knows where to access resources. 4.10 The Trauma Skilled e-modules went live on iLearn in September 2025 and are now on employee skills passports. This will encourage staff of all levels to engage with the trauma-informed approach adopted by West Dunbartonshire Council and HSCP. 4.11 As of June 2026, 74 individuals have attended a Trauma-Informed session hosted by the Trauma-Lead Officer for West Dunbartonshire. The cohorts for these sessions have been individuals who are from the priority training groups of front-facing workers working with people with known trauma. This includes staff such as our Council Information Officers. 4.12 25 Justice Social Workers and Housing employees have attended a Trauma- Skilled course. This group was identified as having contact with individuals with known trauma and therefore, it is vital they work with a trauma-informed approach. 4.13 Demand for training remains high and in the upcoming year, the group will continue to review options for training roll out and signposting of staff. Systems, Policies and Processes 4.14 Our Systems, Policies and Processes subgroup first met in August 2025. The group includes members from across the HSCP and Council with the goal of making sustainable trauma-informed changes across our organisations. 4.15 Membership is regularly reviewed and will continue to grow into 2026 to ensure the right involvement at the right time. 4.16 The group has been tasked with: Identifying opportunities to use the Trauma-Lens tool Scoping feasibility of adding trauma-informed practice requirements in procurement and commissioning processes Opportunities to use the National Trauma Transformation Programme (NTTP) Self-Assessment tool 4.17 Currently, a review on the Trauma-Lens tool is ongoing, this has involved meeting with teams and services that have used the tool to find out what has been beneficial. Community Involvement 4.18 The Community Involvement group first met in November 2025. The group includes members from across the Council, HSCP and 3rd Sector. The Page 22
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group is currently reviewing gaps in membership to ensure a representative voice from across West Dunbartonshire. 4.19 The group will be tasked with identifying good practice in terms of involving those with lived experience of trauma in decisions. 4.20 The group will continue to actively look for opportunities to use a trauma- informed approach to community involvement and identify gaps. Leadership 4.21 The work on leadership is progressed through the steering group with small working groups established where appropriate. 4.22 To date, 30 leaders have attended the Scottish Trauma-Informed Leadership Training ran by NHS Education for Scotland (NES). With an additional 17 participants engaging in a lived experience event in June 2025. 4.23 The next steps for the leadership work will be to create further workshops and events aimed at senior leadership. These events will increase leaders understanding of their role in embedding trauma-informed changes across West Dunbartonshire. New Group Structure 4.24 The infrastructure to support the Trauma-Informed work in West Dunbartonshire will be refreshed given the permanent appointment of the Programme Lead for Mental Health, Trauma and Suicide Prevention. The current infrastructure for the Trauma-Informed work consists of a steering group and a subgroup for each priority outcome area. 4.25 The proposed change to the infrastructure is the creation of a partnership group, combining the current Trauma-Informed and Responsive Steering Group and the West Dunbartonshire Suicide Prevention Steering Group. The new partnership group will have oversight of the current West Dunbartonshire Trauma-Informed and Responsive Strategy and the West Dunbartonshire Suicide Prevention Action Plan. 4.26 Membership for the new partnership group will continue to be reviewed to identify gaps in expertise and knowledge. The new partnership group will continue to be a multiagency group. 4.27 This partnership approach will increase collaboration between services and reflect the need for wider elements of wellbeing to be included within the Trauma-Informed and Responsive work. 5. People Implications Page 23
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5.1 The work to become Trauma-Informed and Responsive has included Staff Wellbeing as a key priority. The impact of this work, from highlighting existing staff wellbeing options to providing access to relevant high-quality training, has and will continue to have a positive impact on staff. 5.2 The NTTP has created various training resources for staff at all levels. Since the last report, some of the national e-modules have been added to iLearn. 6. Financial and Procurement Implications 6.1 There are no associated costs or procurement implications in the work to become Trauma-Informed. The annual allocation of £50,000 has been used to recruit a permanent Programme lead for Mental health, Trauma and Suicide Prevention 7. Risk Analysis 7.1 Failure to continue the work to become Trauma-Informed and Responsive in West Dunbartonshire may result in services being unable to meet legal requirements (such as maintaining Scottish Social Services Council registration of staff) and not adopting best practice. 7.2 There is also a risk of failing our service users, staff wider communities by increasing the risk of re-traumatising by accessing our services. Barriers exist for those with lived experience accessing our services, and without applying a trauma lens to our services, many of these barriers will remain unknown. This may result in an increase in costs to services – due to delays in our community with lived experience accessing preventative and primary care and support services. 7.3 The new partnership approach may have risks due to the changes to the group remit. This may include delays in progress as the new partnership group develops. 8. Equalities Impact Assessment (EIA) 8.1 The original EIA is attached in Appendix 2. Trauma impacts protected characteristics more than other groups, therefore, adopting Trauma-Informed ways of working will have a positive impact. 9. Consultation 9.1 This report has been developed with the Trauma-Informed and Responsive Steering group and mentioned subgroups. Page 24
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10. Strategic Assessment 10.1 Existing local strategies will be enhanced or supported by adopting a Trauma- Informed response locally. This includes: Local Outcome Improvement Plan 2017-27 (LOIP 2017-27) West Dunbartonshire Council Strategic Plan 2022-27 West Dunbartonshire Health and Social Care Partnership Strategic Plan 2023-26 Improving Lives Together 10.2 The strategies mentioned above have a commitment to working in Trauma- Informed and Responsive ways that align with the work occurring across West Dunbartonshire share the vision of West Dunbartonshire being a place that supports the needs of our community and enhances resilience. Name Val Tierney Designation Chief Nurse Date: 03/08/2026 Person to Contact: Emily Aitken, Programme Lead for Mental Health, Trauma and Suicide Prevention Appendices: Appendix 1 – Trauma-Informed and Responsive Delivery Plan 2025-28, Updated with progress Appendix 2 – Equality Impact Assessment Background Papers: Trauma-Informed and Responsive Strategy 2025-28 Page 25
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1 Official West Dunbartonshire Trauma Informed and Responsive Implementation and Delivery Plan 2025-28 Introduction West Dunbartonshire Council and West Dunbartonshire Health and Social Care Partnership have prioritised becoming a Trauma Informed and Responsive organisation. The West Dunbartonshire Trauma Informed & Responsive Delivery and Improvement Plan 2025-28 highlights the priority actions, related activity that will support the delivery and improvement of Trauma Informed and Responsive Practice within West Dunbartonshire. For West Dunbartonshire, 4 strategic areas have been identified that require strategic input and which local activity to progress Trauma Informed and Responsive Work will be structured, reviewed and evaluated. 1. Staff Support and Wellbeing Key aims: • Staff receive training, in line with the National Transforming Trauma Programme Knowledge and Skills Framework, that supports the development of the knowledge, skills, resilience, confidence and capacity to recognise and respond to people affected by trauma • Staff wellbeing is valued, and staff are empowered to access support to reduce the impact of vicarious trauma 2. Trauma-Informed Systems, Policies and Processes Key aims: • Policies and processes that cover access to services will reflect a trauma informed and responsive approach • Organisational support the long-term commitment to implementation of Trauma Informed Practice and provide sufficient resources to ensure sustainability 3. Community Involvement Key aims: ITEM 10 - APPENDIX 1 Page 26
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2 Official • Mechanisms to allow meaningful engagement with our community that include those with lived experience of trauma are created, promoted or empowered. • Community voice is empowered, and feedback loops are created to ensure any engagement is meaningful and the voice of the community is actively listened to 4. Leadership and Culture Key aims: • Leaders embody Trauma Informed Principles and understand the journey our services, communities and organisations will undertake • Whole systems approach to implementing and delivering trauma informed and responsive practices with an understanding that this works alongside other priorities and is not a competing demand Data and Evaluation Data and evaluation processes underpins all the work to be undertaken. It is important to ensure that processes are established that consider: • Data collection and evaluation tools that fit the strategic needs of West Dunbartonshire, the need of the community and reflects the expected outcomes nationally • Governance structures are in place to review learning, review priorities of group and provide evaluations and feedback of work undertaken Due to the nature of this work, lived experience and community engagement are vital to ensure long term delivery of trauma informed and responsive work. It is expected that engagement activities will seek to include those with lived experience in a meaningful way based on the nature of each activity. As the Trauma Informed and Responsive work develops, the local need and priorities may evolve, and the implementation and delivery plan will respond where appropriate following the approved governance structures. Page 27
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3 Official Delivery and Implementation Plan The delivery and improvement plan details the actions that will be delivered under the four strategic themes. 1. STAFF SUPPORT AND WELLBEING AIM TASKS RESPONSIBLE OFFICER STATUS/DUE DATE WHAT DOES SUCCESS LOOK LIKE? 1.1 Workforce Training Needs Trauma Informed e-modules to be hosted on West Dunbartonshire Council iLearn system Organisational Development (OD)/ Human Resources (HR) GREEN - Completed • Increased number of staff aware and accessing Trauma Training locally • Staff understanding of Trauma Informed Practice increases Review of Trauma Skilled e- module uptake within West Dunbartonshire Green - Ongoing Identify priority groups in West Dunbartonshire for training Steering Group, HR/OD GREEN - Completed • Workforce training needs analysis completed Launch of Training Checklist for West Dunbartonshire Staff to find appropriate training level Trauma Informed Practice (TIP) Lead Officer GREEN - Completed • Staff are confident they are trained on trauma appropriately for their role Page 28
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4 Official 1.2 Review of Staff Induction Processes Review of Skills Passports to include Trauma training at appropriate level HR/OD GREEN - Completed • New staff feel confident in their understanding of Trauma Informed Practice • New staff reporting organisation is committed to working in Trauma-Informed ways 1.3 Staff Wellbeing is Prioritised Identify current mechanisms for staff support and identify gaps Heads of Service, Strategic Leads, Steering Group, Senior Management Team (SMT), Senior Leadership Team (SLG), HR AMBER - Ongoing • Staff report their wellbeing is prioritised by the organisation • Staff report feeling valued and listened to by the organisation Signposting to support for staff wellbeing available and shared with all staff and developed in line with best practice Heads of Service, Strategic Leads, HR AMBER - Completed 1.4 Engagement and Communication Plans Development of engagement and communication plan for staff TIP Lead Officer GREEN - Ongoing • Good practice in relation to Trauma Informed Practice shared and celebrated Create West Dunbartonshire Trauma Programme Event Calendar for staff TIP Lead Officer GREEN - Completed • Staff engage in locally run Trauma Informed information events 2. TRAUMA-INFORMED SYSTEMS, POLICIES AND PROCESSES Page 29
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5 Official AIM TASKS RESPONSIBLE OFFICER STATUS/DUE DATE WHAT DOES SUCCESS LOOK LIKE 2.1 Importance of embedding Trauma Informed Principles to the way we work is understood Scoping exercise for the opportunities to use the Trauma Lens tool Steering Group, SMT, SLG GREEN - Completed • Services are designed and delivered with an understanding of Trauma-Informed Practice embedded within • Good practice relating to Trauma-Informed service design and processes shared and celebrated Workshops developed for priority areas to undertake trauma tool TIP Lead Officer AMBER - November 2026 2.2 Our Systems, Policies and Processes begin the journey to become more Trauma-Informed Scoping feasibility of adding Trauma Training requirements to appropriate procured services HR/OD, Procurement Officers RED - January 2027 • Procured services understand the Trauma- Informed vision for West Dunbartonshire Identify opportunities to apply Trauma Informed Principles to West Dunbartonshire Council or HSCP policies due for review Heads of Service, Strategic Leads, Steering Group, HR GREEN - Ongoing • New and reviewed policies developed applying a Trauma-Informed lens 2.3 Ensuring sustainable Trauma Informed change occurs NTTP Self Assessment tool adapted Steering Group, TIP Lead Officer AMBER - September 2026 • Services develop vision for their own service to become Trauma-Informed by identifying current strengths and areas of growth Workshops developed for priority areas to undertake trauma self-assessment tool TIP Lead Officer AMBER - November 2026 Page 30
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6 Official 3. COMMUNITY INVOLVEMENT AIM TASKS RESPONSIBLE OFFICER STATUS/DUE DATE WHAT DOES SUCCESS LOOK LIKE? 3.1 The voice of the lived experience community should be included in a meaningful way Identify current mechanisms for obtaining views of the community, service users, staff and lived experience SMT, SLG, Communities Team, Community Engagement and Development Officer (CEDO) GREEN - March 2026 • Community with lived experience feel empowered to contribute to decisions that impact them Scope feasibility of lived experience reference group with a specific remit for Trauma SMT, SLG, Communities Team, CEDO GREEN - June 2026 Develop and strengthen relationships with 3rd Sector partners with role for advocacy groups for lived experience of trauma SMT, SLG, Steering Group AMBER - Ongoing • Increase of 3rd sector partners on the West Dunbartonshire Trauma-Informed and Responsive Steering Group 3.2 Feedback loops are important Mapping exercise to identify gaps in obtaining and using feedback from those with lived experience in evaluations SMT, SLG, Communities Team, Community Engagement and AMBER - March 2027 • People with lived experience report their views of our services are collected and used to inform decisions Page 31
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7 Official Development Officer (CEDO) • Trauma-Informed training developed for those undertaking community engagement work Strengthen existing feedback loops and advise best practice for gaps Steering Group RED - Ongoing 4. LEADERSHIP AIM TASKS RESPONSIBLE OFFICER DUE DATE WHAT DOES SUCCESS LOOK LIKE? 4.1 Leaders have a good understanding of Trauma and the impact on services Leaders across services to attend Scottish Trauma Informed Leadership Training (STILT) Heads of Service, Strategic Leads, SMT, SLG, Team Managers RED - Ongoing • Leaders at all levels understand the importance of taking a Trauma-Informed Approach • Leaders embody Trauma-Informed Principles STILT Follow-up sessions developed locally TIP Lead Officer AMBER - March 2027 Trauma Informed briefing sessions offered to strategic groups TIP Lead Officer RED - Ongoing Page 32
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8 Official 4.2 Leadership buy-in is important for sustainable change Hold West Dunbartonshire Trauma Informed Leadership Events Steering Group, TIP Lead Officer GREEN - Ongoing • Leaders are informed of developments from the local and national programme and what this means for their services 4.3 Governance and accountability are important for programme sustainability Creation of West Dunbartonshire Trauma Informed and Responsive Practice Strategy Steering Group, TIP Lead Officer GREEN - February 2025 • A clear and shared vision is developed for this work locally Trauma Informed and Responsive Steering group developed to include multi- agency partners Steering Group GREEN - Ongoing Page 33
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1 Equality Impact Assessment record layout for information Owner: Margaret –Jane Cardno Resource: Joint Service/Establishment: Joint – West Dunbartonshire Council & HSCP First Name Surname Job Title Head Officer: Emily Aitken Programme Lead for Trauma Informed Practice Include job titles/organisation Members: Emily Aitken, Programme Lead for Trauma Informed Practice, West Dunbartonshire Health and Social Care Partnership (WD HSCP) Ailsa King, Health Improvement Lead, WD HSCP Cols Young, Community Engagement and Development Officer, WD HSCP Please note: the word policy is used as shorthand for strategy policy function or financial decision Policy Title: West Dunbartonshire Trauma Informed and Responsive Strategy 2025-28 The aim, objective, purpose and intended outcome of policy The aim of the strategy is to set out the vision for West Dunbartonshire Council and Health and Social Care Partnership (HSCP) to become a Trauma-Informed and Responsive Organisation. The strategy provides the national and local context as well as 4 key outcomes that will be worked towards during 2025-2028. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy Trauma Informed and Responsive Steering Group ITEM 10 - APPENDIX 2 Page 34
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2 Does the proposals involve the procurement of any goods or services? NO If yes please confirm that you have contacted our procurement services to discuss your requirements SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Y Relevance to Human Rights (HR) Y Relevance to Health Impacts (H) Y Relevance to Social Economic Impacts (SE) Y Who will be affected by this policy? All residents and staff in West Dunbartonshire Who will be/has been involved in the consultation process? - Trauma Informed and Responsive Steering Group Page 35
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3 Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups Needs Evidence Impact Age West Dunbartonshire has an ageing population and an ageing workforce. The older we are, the more life we have experienced and therefore are more likely to have experienced a traumatic event. Can have more protective factors but different risks. The nature of an ageing population and workforce will mean an increase in the need for services that understand the impact of trauma for our population and the risk of skills being lost from the workforce. Childhood is a sensitive time for development and can experience Adverse West Dunbartonshire Census 2022 Demography Data West Dunbartonshire in Numbers Intergenerational Trauma and Its Relationship to Mental Health Care: A Qualitative Inquiry | Community Mental Health Journal HSCP Workforce Plan 2022/25 Whole systems approach which means services through the lifespan will begin their journey to becoming Trauma Informed. Understanding that different kinds of traumatic events will have different impacts on age groups. The strategy mentions the ways different age groups will experience trauma, and the impact trauma can have on health outcomes which can appear in later life. - Positive impact Page 36
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4 Childhood Experiences (ACEs) which are unique to children & young people. Intergenerational Trauma can also impact multiple generations of families and mean increased needs on services for family support. Page 37
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5 Needs Evidence Impact Disability Disabled people are more likely to experience trauma than non-disabled populations. Many disabled people also face barriers to accessing services and communicating personal history. Disabled people are more likely than non-disabled people to experience partner abuse. 34% of adults report having a long-term condition in the WD Health and Wellbeing Survey. 21% of the Scottish population reporting having a long-term condition in the Census. Trauma and Intellectual disabilities NHS Greater Glasgow and Clyde 2022/23 adult health and wellbeing survey: West Dunbartonshire report (scot.nhs.uk) Scottish Household Survey https://Office of National Statistics (2018): Women Most at Risk of Experiencing Partner Based Violence in England and Wales Census: Disability and Unpaid Caring 2022 The West Dunbartonshire Trauma Informed and Responsive Strategy 2025- 28 will have a positive impact on the disabled community by ensuring services become trauma-informed and responsive. - Positive impact Needs Evidence Impact Gender Reassign Transgender population more likely to experience Trauma. Core Competencies for Healthcare Practitioners and Clinics Providing Gender-Affirming Care from the Patient Perspective: An International Qualitative Study - ScienceDirect The strategy encourages services to become trauma-informed and responsive. Page 38
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6 Transgender populations have received an increase in hate crimes recorded. National debates on future of gender affirming care has caused distress for this community. Transgender populations report barriers to accessing services, such as health care or police. Transgender and those undergoing Gender assignment related procedures are at a greater risk of discrimination than the general population. 230 transgender people or with a trans history. Gender Identity Healthcare Protocol for Scotland (September 2024) Gender identity healthcare services standards – Healthcare Improvement Scotland Standard 1 includes mention of Trauma-Informed Hate crimes recorded by the police in Scotland, 2022-23 Self-reported access to health care, communicable diseases, violence and perception of legal status among online transgender identifying sex workers in the UK - ScienceDirect West Dunbartonshire Census 2022 Gender This includes services that may have perceived barriers for populations undergoing gender reassignment. - Positive Impact Marriage & Civil Partnership Experiencing trauma impact relationships. Trauma is also more likely to be experienced through relationships with others. Experience of certain kinds of trauma in a relationship can impact relationships Military spouses experience secondary trauma Birth trauma can impact relationships Census 2022: Marital Status for West Dunbartonshire Residents The strategy applies to all in West Dunbartonshire regardless of relationship and marital status. The strategy will encourage staff to understand the role relationships can play in trauma recovery and trauma happening. Overall, positive impact. Page 39
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7 differently (birth vs military trauma). Over 29,000 people currently married or in a Civil Partnership in West Dunbartonshire. Pregnancy & Maternity Experiencing trauma can impact the pregnancy, including resulting in low birth weight. Partner violence second common reason for death and injury to pregnant person. 10% of UK women report experiencing Intimate Partner Violence during pregnancy. Trauma in Pregnancy: Assessment, Management, and Prevention | AAFP Partner violence (pregnancy) - UK National Screening Committee (UK NSC) - GOV.UK (view-health-screening- recommendations.service.gov.uk) The Effects of Trauma History and Prenatal Affective Symptoms on Obstetric Outcomes - PMC (nih.gov) The strategy explicitly mentions the importance of maternal and pre-natal trauma-informed care. The strategy will have a positive impact on the group by supporting services to apply trauma-informed principles to pregnancy care and understand the risks of trauma of this population. Positive impact Needs Evidence Impact Race West Dunbartonshire has an increasing population of asylum seekers and refugees. A large portion of asylum seekers and refugees will have experienced trauma. Experiencing racism can result in traumatisation that West Dunbartonshire Census 2022 Data Mental health of asylum seekers and refugees: The role of trauma and postmigration living difficulties and the moderating effect of intergroup contact - ScienceDirect An Evidence-Based Approach for Treating Stress and Trauma due to Racism - ScienceDirect Cultural considerations are mentioned in the strategy, including the importance of supporting faith and cultural traditions as part of being trauma informed Positive impact Page 40
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8 many services are not equipped to handle. Religion & Belief Individuals can experience trauma related to religious practices. Religion can also offer a supportive community for those to heal from trauma. 10 religions registered on the census, along with non- stated and no religion. West Dunbartonshire Census 2022 Data Religious trauma and moral injury from LGBTQA+ conversion practices - ScienceDirect Coping with Trauma: The Relationship between Religiosity, Spirituality, and Post- Traumatic Symptoms among Civilians Exposed to Ongoing Rocket-Fire - ScienceDirect Cultural considerations are mentioned in the strategy, including the importance of supporting faith and cultural traditions as part of being trauma informed. Positive impact Needs Evidence Impact Sex Men, women and non-binary people can all experience trauma. Different kinds of trauma more likely depending on gender. Women are more likely to report sexual abuse, while men are more likely to report physical abuse. This can be seen in the Scottish Household Survey 2019. Scottish Government: Scottish Household 2019 West Dunbartonshire 2022 Census Data West Dunbartonshire in Numbers 2023 Gender differences in the relationships between different types of childhood trauma and resilience on depressive symptoms among Chinese adolescents - ScienceDirect This strategy mentions the different kinds of trauma that all populations can experience but does note the importance of recognising Violence Against Women and Girls (VAWG) and gendered differences in abuse experienced by the general population. Positive impact Page 41
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9 Gender differences also exist in which coping strategies are applied and the recovery process from trauma. Sexual Orientation LGBTQ+ youth populations often experience homelessness at a higher rate than non-LGBTQ+ populations. Older LGBTQ+ populations are at an increased risk of injury due to Intimate Partner Violence. LGBTQ+ populations can experience discrimination through use of language in professional environments. This can lead to distrust. Hate crime recorded with a sexual orientation as the aggravator recorded as 26%, although this number has decreased since the last record. West Dunbartonshire data from Census 2022 shows around 2,239 members of our population identify as lesbian, gay, bisexual or other sexual orientation. West Dunbartonshire 2022 Census Data Hate crimes recorded by the police in Scotland, 2022-23 The Complexity of Trauma for LGBTQ+ People: Considerations for Acute and Critical Care - ScienceDirect Gay and lesbian homeless/street youth: Special issues and concerns - ScienceDirect The Complexity of Trauma for LGBTQ+ People: Considerations for Acute and Critical Care - ScienceDirect Although the strategy does not mention the LGBTQ+ population specifically, we understand the risk of trauma this population can experience and must ensure services understand this too. Positive impact Page 42
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10 Needs Evidence Impact Human Rights Human rights and trauma-informed practice have a lot of overlaps. Supporting human rights requires an understanding of different life experiences. Experiencing a breach of human rights can be traumatising and increases the need for trauma-informed care and support. Many aspects of Human Rights and the United Nations Convention on Rights of a Child (UNCRC) involve freedom from harm, discrimination, access to health and education and a right to life. Overlaps with Human Rights and Embedding Trauma Informed Practice Article 3 UNCRC , Article 19 (Protection from Violence, Abuse, and Neglect), Article 39 (Recovery from Trauma and Reintegration) Improvement Service: Joining the Dots Across Key Policy Agendas Applying a Trauma-Informed approach will strengthen a Human Rights Based approach. The key vision of both agendas focuses on removing barriers to support and reducing inequalities. Positive impact Health Trauma is a public Health Issue. GGC Director of Public Health Report 2024 The strategy applies to all in West Dunbartonshire and makes specific Page 43
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11 Trauma can impact mental, social and physical health. Experiencing 4 or more Adverse Childhood Experiences (ACEs) can result in poorer health throughout the life course. The experience of trauma and associated outcomes is not universal, and many social factors play a role in protecting from harm caused by trauma. NTTP Evidence of Outcomes through Life course: https://www.traumatransformation.scot/app/uploads/2 023/09/Evidence-Summary.pdf Impact of the Social Determinants of Health on Adult Trauma Outcomes - ScienceDirect links to health outcomes and trauma. Improving the workforces understanding of this link will improve health outcomes for those who have lived experience of trauma. The strategy recognises the importance of staff wellbeing and aims to improve access to support for staff. Positive Impact Needs Evidence Impact Social & Economic Impact Those in lower socio- economic groups are more likely to experience trauma throughout life. Experiencing trauma can cause issues in accessing meaningful employment. Contributions of trauma and economic insecurity... : Mental Health Science NTTP Evidence of Outcomes through Life course: https://www.traumatransformation.scot/app/uploads/2 023/09/Evidence-Summary.pdf Economic evaluations and cost analyses in posttraumatic stress disorder: a systematic review - PMC The strategy will apply to all staff and residents regardless of social and economic status. The strategy itself has no impact on individuals social and economic status. However the strategy understands the importance of protective factors, such as having a higher economic status can support. Page 44
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12 Trauma itself and the care to support individuals has a cost. Adopting a Trauma- Informed approach to services can be cost- effective by providing support earlier. Neutral impact Cross Cutting To improve health and wellbeing while reducing inequalities within our community, we must work together across agendas to reduce the issues. Many other agendas and areas require adopting a Trauma-Informed Approach and this commitment is felt locally. This includes VAWG, Community Justice Approaches, Education, The Promise and others. Tackling inequalities, trauma and adversity Education Scotland: Keeping Trauma In Mind Equally Safe 2023 - preventing and eradicating violence against women and girls: strategy Community Justice Scitland Corporate Plan: 2023- 2026 Improvement Service: Joining the Dots Across Key Policy Agendas The Promise Scotland: Plan 2024-26 The development of the strategy and workstreams as part of it have adopted a multiagency approach and will continue to address any gaps. Tackling trauma and becoming trauma informed are of importance in all settings (public, private and 3rd sector). Positive impact Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this No negative impacts – overall a positive impact on equality groups by ensuring services they are accessing do understand the issues that trauma can understand. Will the impact of the policy be monitored and reported on an ongoing bases? Page 45
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13 The work undertaken as part of the strategy will be updated on a yearly basis to the West Dunbartonshire Community Planning Management Board. There will be regular progress reports to the steering group on a quarterly basis and input to other strategic groups at invitation. The strategy has a delivery plan which will help to steer work. Issues noted on equalities issues will be raised via the governance processes established (Trauma Informed and Responsive Steering Group) What is your recommendation for this policy? It is recommended to approve the strategy to allow the work to become a Trauma Informed and Responsive organisation to begin. Please provide a meaningful summary of how you have reached the recommendation Researching using nationally and locally available data along with academic articles have shown that the implementation of this strategy will have an overall positive impact on the West Dunbartonshire population and staff. Page 46
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Official Report by Amanda Kean, Climate Change & Energy Coordinator CPWD Management Board: 20 August 2026 _________________________________________________________ Subject: West Dunbartonshire Council Climate Change Action Plan - Update 1. Purpose 1.1 The purpose of this report is to provide CPWD Board members with an update on recent progress of the Climate Change Action Plan and plans for future development and engagement. 2. Recommendations 2.1 The Board is asked to note the content of this report and future opportunities for partner engagement. 3. Background 3.1 West Dunbartonshire Council’s Climate Change Strategy and Action Plan were published in 2021 and focus on nine key themes, with an overarching aim of achieving net zero carbon emissions from Council activities by 2045 in response to the global climate crisis. 3.2 The Climate Change Action Plan Group includes representation across Council service areas and was established to aid the monitoring and delivery of the Action Plan. This brief update will focus on the actions from this year as well as next steps to update the Strategy and Action Plan. 4. Main Issues 4.1 The Climate Change Action Plan sets immediate and longer-term actions relating to climate change mitigation and adaptation. Actions across key themes include: Energy, Water and Assets Feasibility study of renewable energy production at development sites in West Dunbartonshire Update lighting and controls for heating systems in a number of public buildings Housing Continue the installation of smart heating controls in all homes ITEM 12 Page 47
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Official Retrofit project to install external wall insultation, ventilation and glazing Pilot heat pump installation project, funded by Scottish Enterprise Waste and Circular Economy Monitor changes to general waste collection to encourage recycling and implement food waste caddy roll out Sustainable Travel Improve cycle and footpaths to support active travel routes Staff travel survey to gauge current habits changes required to facilitate or incentivise shifts to more sustainable options City Region-wide expansion of EV charging infrastructure Sustainable Procurement Promote sustainable procurement across the Council Develop and promote internal asset reuse and trading platform Biodiversity, Greenspace and Landscape Increase tree canopy coverage to meet Climate Change Forest target Audit of green and blue infrastructure across West Dunbartonshire Climate Impacts, Risk and Adaptation Conduct benchmarking against Adaptation Scotland Framework Schools and Education Build climate knowledge, leadership and participation across schools Reduce energy and water use across educational settings Deliver circular economy projects across schools to reduce waste Communities and Health Assist businesses to reduce energy and carbon emissions and provide grant support to install energy efficiency/renewable measures Support community groups to set up circular economy repair cafes Continue to promote green skills and jobs through informative tours of Queens Quay Energy Centre. 4.2 The Council's emissions for 2024/25 were reported in November 2025 showing significant progress; 33.8% reduction on the previous year, 44.7% reduction on 2012/13 baseline and 5.7% ahead of projected target. These are positive steps however to reach a target of 61% reduction by 30/31 the Council will need to reduce carbon emissions by a further 16.3% and investment is required to reduce gas, electricity and diesel consumption. 4.3 A ‘ClimateView’ dashboard is being developed for West Dunbartonshire, supported by Scottish Climate Intelligence Service (SCIS). This will be a Page 48
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Official public facing platform that shows the trajectory to net zero carbon emissions for the local authority area and actions to achieve this target. Council actions are currently being compiled, and we will be engaging with strategic partners to input their actions onto the ClimateView dashboard. 4.4 The Climate Change Strategy and Action Plan are under review, with internal and strategic partner engagement to commence in the coming months to inform updates. 5. Options Appraisal 5.1 N/A 6. People Implications 6.1 There are no people implications. 7. Financial and Procurement Implications 7.1 There are no financial implications. 8. Risk Analysis 8.1 The majority of significant carbon emissions reductions have now been realised by the Council. Consistent improvements and increased resources across service areas are not required to ensure the Council’s carbon emissions maintain a downward trajectory towards Net Zero. 9. Equalities Impact Assessment (EIA) 9.1 Not required for this report. 10. Environmental Sustainability 10.1 Not required for this report. 11. Consultation 11.1 Not required for this report. 12. Strategic Assessment 12.1 Not required for this report. Page 49
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Official Person to Contact: Amanda Kean, amanda.kean@west-dunbarton.gov.uk, 07557 575905 Appendices: N/A Background Papers: West Dunbartonshire Council – Climate Change Action Plan Wards Affected: All Page 50
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Official National Community Planning Self-Assessment West Dunbartonshire CPP – Draft Improvement Plan Improvement actions Lead Implications [Risk, Cost, Resource] Target Date Measure Outcomes 1. Further develop the partnership’s approaches to Board member induction and ongoing development. 1. Develop a standard CPP induction pack using national guidance, with local West Dunbartonshire content. Communities Team Risk: Inconsistent partner engagement. Cost: CPP support capacity. November 2026 Induction pack agreed and in use. All new members receive induction. Board members clearly understand roles and responsibilities. More confident and effective Board. 2. Review approaches to community engagement to ensure they are coordinated and reach all communities. 1. Add a standing community engagement item to CPP Board agendas. Executive Group Risk: Information overload. Cost: Regular engagement updates. Improved oversight of engagement activity. Reduced duplication and improved reach. 2. Develop and maintain a shared engagement log. Empowered DIG November 2026 Engagement log in place. List of key community contacts developed. ITEM 13 Page 51
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Official Improvement actions Lead Implications [Risk, Cost, Resource] Target Date Measure Outcomes 3. Re-establish engagement leads network and agree common principles. Empowered DIG TBC Agreed engagement principles. 3. Consider ways that all partners can provide leadership and contribute to the partnership’s work. 1. Introduce shared or rotating leadership roles. (e.g. co-chairs of groups) Executive Group/CPWD Board Addressed in DIG Review 2025 with introduction of Vice Chairs for DIGs. Evaluate impact/effectiveness in August 2027. Partners taking on leadership roles. Board members clearly understand roles and responsibilities 2. Share good practice and learning from other CPPs. Scottish Government Place Director (Currently Brian Dornan) Ongoing Examples shared with the Board. Page 52
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Official Improvement actions Lead Implications [Risk, Cost, Resource] Target Date Measure Outcomes 3. Improve performance reporting to better monitor progress against LOIP outcomes. 1. Introduce a simple reporting template linked to LOIP outcomes. To be considered at LOIP Review Risk: Over-focus on data. Cost: Staff time. August 2027 Template agreed and used. Clearer understanding of progress against LOIP outcomes. 2. Increase use of case studies and lived experience to supplement performance data. To be introduced at time of LOIP Review. Reintroduce space for good news stories within DIG report template. August 2027 Regular case studies reported. 3. Consider the development of a high- level, accessible performance dashboard for the partnership. To be considered at LOIP Review August 2027 Dashboard developed which all partners contribute to. Page 53
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Official Improvement actions Lead Implications [Risk, Cost, Resource] Target Date Measure Outcomes 4. Review resource sharing arrangements to support LOIP priorities and early intervention. 1. Undertake a high-level mapping of partner contributions (staff time, assets, activity). Executive Group Risk: Variable partner capacity. Cost: Staff time. Resource: Partner input. Pre-LOIP review. Spring 2027 Baseline resource overview produced. Better understanding of collective contribution. More informed prevention decisions. 2. Share and promote existing examples of effective resource sharing. Scottish Government Place Director (Currently Brian Dornan) Examples reported to Board. Page 54
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OFFICIAL SENSITIVE: POLICE AND PARTNERS Community Planning West Dunbartonshire Management Board Update from Argyll and West Dunbartonshire Division Date: 20th August 2026 Rep: Supt Lynsey Booth Location: Clydebank Health Centre Operation Ballaton - re-launched in April 2026 in Balloch. This is a multi- agency operation to address the increase in ASB and violence in Balloch and the wider National Park area due to the increase in seasonal numbers visiting the area. This operation sees Police Scotland partner with LLTNPA, BTP, WDC, SFRS, Scotrail and other partners to maintain public safety and minimise any seasonal disruption to the local community. Op Ballaton has been stood up countless times over the summer when the relevant trigger point has been reached (owing to the good weather we’ve been experiencing). Op Ballaton - tabletop exercise was carried out in June, in which partners tested their response plans to less-routine events that may occur. Op Ballaton - successful in addressing ASB issues on land and the volume of ASB-related issues have seen a noticeable decline from previous years. The main ASB-related issue this year is the use of PWC’s (personal watercraft – mainly jet skis) on Loch Lomond itself. This scale of this problem has grown year on year. This has seen LLTNPA and Police Scotland officers carry out joint waterborne patrols to deal with this. There has been a significant ITEM 17 Page 55
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OFFICIAL SENSITIVE: POLICE AND PARTNERS increase in the enforcement activity being carried out and LLTNPA have reported more offenders to the PF for breaches of the Loch Lomond Byelaws this year than any other. Further work is ongoing with relevant partners to give us additional tactics to deal with these issues. Youth Engagement Officers - along with partners, have ran the ’Young Drivers Programme’. This has seen them deliver practical inputs on road safety to all S5 pupils (about to go into S6) at all five secondary schools in West Dunbartonshire. Various education and enforcement activity has been undertaken in this period (by Community Policing & Preventions Officers) to deal with the growing problem of the illegal use of e-scooter and non-EAPC compliant e-bikes. Youth Engagement & Preventions Officers - In June 2026, they supported an open water swimming experience event in Loch Lomond at Balloch. This event, which was held during National Drowning Prevention Week, was principally ran by the West Dunbartonshire Leisure Trust to give primary 6 and 7 pupils from West Dunbartonshire schools an awareness of the risks associated with swimming in open water. Retail crime - A police-led retailers consortium was established in June 2026, which saw approximately 2 dozen local retailers come together in a forum to address the issue of retail crime. We have seen a spike in shopliftings (which have increased by over 40% in the first quarter of the financial year), which although of concern, is representative of the national picture. Thanks to funding from the Retail Crime Task Force, police procured VHF-handheld radios which have been used to introduce a shop watch radio link scheme to members of this consortium. This allows the real time sharing of intelligence concerning the activities of known and suspected shoplifters. AI Products - Across Scotland, a trend has emerged in respect of exploitation online facilitated by use of “AI” products. This includes the modification of pictures posted online by victims and these images are subsequently modified into indecent images by online actors who subsequently make demands for finance. This is a pattern of offending recognised across the UK and is being reviewed by the National Crime Agency to ensure a robust and consistent response maximising use of investigative technologies. Within West Dunbartonshire, the Sextortion figures for this YTD are 13, with 3 of those being identified as AI images. This compares with 22 sextortion offences in WDC all last year, of which only 2 were AI-Generated Page 56
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OFFICIAL SENSITIVE: POLICE AND PARTNERS In respect of prevention, Youth Engagement Officers working within Schools in West Dunbartonshire to educate children around online safety and the reporting mechanisms available to them should they be victim or be aware of others being victim to online exploitation. Nationally, Police Scotland’s Specialised Crime Division supported by Cyber Crime supports local officers with complex online investigations targeting persons seeking to commit crimes online. Page 57
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SFRS Update to the Community Planning West Dunbartonshire Management Board on 20th August 2026. The following summarises some of the Operational Response, Community Safety Engagement and Partnership Working activity undertaken by the SFRS during the last quarter. • Firefighter for a Day (ASN Schools) – Community Crew Commander Henderson and Clydebank operational crews delivered two Firefighter for a Day programmes, engaging 9 young people from ASN schools; 4 pupils from Choices School Dumbarton (April) and 5 pupils from Kilpatrick School (May). • Lithium-Ion Battery Safety Initiative – In partnership with West Dunbartonshire Council, our Community Action Team (CAT) have undertaken a high-rise lithium-ion battery safety campaign across 19 residential high-rise buildings. Information posters, adapted safety leaflets and direct engagement with tenants and caretakers helped raise awareness of safe battery charging, storage and maintenance practices, with the initiative potentially reaching 870 households and over 1,000 residents. • Good Egg Safety Partnership – SFRS have supported the delivery of child car seat safety guidance alongside “Good Egg” during the Clydebank Community Fire Station Charity Car Wash in June. • Lomond Shores Open Water Swimming Programme – SFRS have supported sessions delivered by West Dunbartonshire Leisure and Scottish Swimming, providing water safety education, survival advice and risk awareness to local school pupils. • Hoarding Awareness Week – CAT personnel delivered the new SFRS Hoarding Awareness presentation to frontline staff from local authorities, housing associations and NHS services, promoting awareness of the fire risks associated with hoarding and referral pathways for Home Fire Safety Visits. • Choices for Life – Throughout May, CAT personnel supported Police Scotland's Choices for Life programme, delivering ASB & deliberate fire-setting prevention and CPR awareness inputs to S1 pupils across all West Dunbartonshire secondary schools, promoting positive decision-making and community safety. • Operation Ballaton – SFRS Officers have supported Operation Ballaton, the Police Scotland led operation which focuses on Community Safety in Balloch and the surrounding area of the Loch Lomond National Park. ITEM 18 Page 59
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• World Drowning Prevention Day – Local SFRS teams comprising of operational crews, CAT and our Youth Volunteers have supported World Drowning Prevention day at Loch Lomond Shores on 25th July 2026. • Operational Debriefs - SFRS have hosted and facilitated a number of multi agency operational debriefs across the LSO Area to promote operational learning and improve operational response. • Community Engagement and Fundraising – All of our West Dunbartonshire stations are participating in summer season of Fire Station Open Days and Car Washes aimed at promoting key community safety messaging and fundraising for charity. Page 60