Document Pack (Cpwd 21 06 22) Bookmarked
West Dunbartonshire Council · 21 June 2022
Back to Community Planning West Dunbartonshire Management Board — 21 June 2022 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: Tuesday, 21 June 2022 ___________________________________________________________________ Time: 10:00 ___________________________________________________________________ Format: MS Teams ___________________________________________________________________ Contact: Ashley MacIntyre, Committee Officer ashley.macintyre@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 JOYCE WHITE Chief Executive WEST DUNBARTONSHIRE COUNCIL Council Offices, 16 Church Street, Dumbarton G82 1QL Page 1
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Distribution: Councillor Martin Rooney (Chair) Councillor Michelle McGinty Councillor Craig Edward Joyce White, Chief Executive, West Dunbartonshire Council Beth Culshaw, Chief Officer of West Dunbartonshire Health and Social Care Partnership (WD HSCP) Laura Mason, Chief Education Officer, West Dunbartonshire Council Peter Barry, Chief Officer – Housing and Employability, West Dunbartonshire Council Fiona Taylor, Health and Social Care Partnership (WD HSCP) Joe McKay, Local Senior Officer – West Dunbartonshire, Scottish Fire & Rescue Service Noreen Shields, Nursing Director, NHS Greater Glasgow and Clyde Mark Newlands, Scottish Enterprise Elizabeth Dean, Department of Works and Pensions Selina Ross, Manager, West Dunbartonshire Community Volunteering Service Kevin Quinlan, Scottish Government Location Director Catherine Topley, Chief Executive, Scottish Canals Gordon Watson, Loch Lomond & the Trossachs National Park Liz Connolly, Principal, West College Scotland John Anderson, Manager, West Dunbartonshire Leisure Trust Sharon Kelly, Head of West Region, Skills Development Scotland Bruce Kiloh, Principal Transport Policy Officer, Strathclyde Partnership for Transport Damon Scott, Dunbartonshire Chamber of Commerce Gerry Watt, Scottish Prison Service Jimmy Hyslop, Operations Manager, Scottish Natural Heritage Anne MacDougall, Chair of the Community Alliance Lynn Ratcliff, Police Scotland Coleen Wylie, Police Scotland Amanda Graham, Chief Officer, Citizens, Culture, & Facilities Rona Gold, Community Planning Manager (Shared Service) Provost Douglas McAllister [substitute] Councillor John Millar [substitute] Councillor Gurpreet Singh Johal [substitute] Date of Issue: Tuesday 7 June 2022 Page 2
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COMMUNITY PLANNING WEST DUNBARTONSHIRE MANAGEMENT BOARD TUESDAY, 21 JUNE 2022 AGENDA 1 STATEMENT BY CHAIR 2 APOLOGIES 3 DECLARATIONS OF INTEREST Members are invited to declare if they have an interest in any of the items of business on this agenda and the reasons for such declarations. 4 RECORDING OF VOTES The Board is asked to agree that all votes taken during the meeting be done by roll call vote to ensure an accurate record. 5 MINUTES OF PREVIOUS MEETING 5 – 7 Submit for approval as a correct record, the Minutes of Meeting of the Community Planning West Dunbartonshire Management Board held on 3 February 2022. 6 CHAIR/ VICE CHAIR/ MEMBERSHIP 7 ACTION LOG 9 - 11 Rona Gold, report author. 8 COMMUNITY PLANNING EXECUTIVE GROUP 13 - 27 Joyce White, report author. 9 COMMUNITY JUSTICE PARTNERSHIP UPDATE 29 - 38 Beth Culshaw, report author. Page 3
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10 SCOTLAND LOVES LOCAL: GIFT CARD SCHEME 39 - 42 Damon Scott, report author. 11 DELIVERY IMPROVEMENT GROUP (DIG) UPDATES (a) Flourishing – Peter Barry 43 - 47 (b) Independent – Fiona Taylor 49 – 51 (c) Nurtured – Laura Mason 53 - 69 (d) Empowered – Selina Ross 71 - 75 (e) SAFE – Coleen Wylie 77 - 82 Page 4
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COMMUNITY PLANNING WEST DUNBARTONSHIRE MANAGEMENT BOARD Thursday, 3 February 2022 Present: Joyce White (Chair) West Dunbartonshire Council Councillor Jonathan McColl West Dunbartonshire Council Councillor Jim Finn West Dunbartonshire Council Laura Mason West Dunbartonshire Council Peter Barry West Dunbartonshire Council Amanda Graham West Dunbartonshire Council Beth Culshaw West Dunbartonshire Health and Social Care Partnership Jo Gibson West Dunbartonshire Health and Social Care Partnership Elaine Troup West Dunbartonshire Council Liz Connolly West College Scotland Sharon Kelly Skills Development Scotland Colleen Wylie Police Scotland Mark Wilson Police Scotland David Moore Scottish Fire and Rescue Damon Scott Chamber of Commerce Paula Potter DWP Jimmy Hyslop Scottish Natural Heritage Janice Kennedy Scottish Enterprise Also Attending: Rona Gold Shared Service, Community Planning, Argyll & Bute Council Ashley MacIntyre West Dunbartonshire Council Lynn Straker West Dunbartonshire Council Apologies: Councillor John Mooney West Dunbartonshire Council John Anderson West Dunbartonshire Leisure Trust Selina Ross West Dunbartonshire CVS Gerry Watt Scottish Prison Service James Russell Skills Development Scotland Fiona Taylor NHS Greater Glasgow and Clyde Gordon Watson Loch Lomond & The Trossachs National Park Lynne Ratcliff Police Scotland Laura Evans Police Scotland Joyce White in the Chair ITEM 5 Page 5
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DECLARATIONS OF INTEREST It was noted that there were no declarations of interest in any of the items of business on the agenda. RECORDING OF VOTES The Board agreed that all votes taken during the meeting be done by roll call vote to ensure an accurate record. MINUTES OF PREVIOUS MEETING The Minutes of Meeting of the Community Planning West Dunbartonshire Management Board held on 18 November 2021 were submitted and approved as a correct record. ACTION LOG After discussion and having heard from the Shared Service Community Planning Manager, the Board agreed the action log would be updated to reflect additional actions following the meeting. COMMUNITY PLANNING EXECUTIVE GROUP After discussion and having heard from the Chief Executive in further explanation and in answer to Members’ questions, the Board agreed to note:- (1) progress on the three overarching themes within DIG Action Plans; (2) improvement approach of including exception reporting from DIGs within future Executive Group meetings; and (3) inclusion of Community Planning within elected member information pack. DELIVERY IMPROVEMENT GROUP (DIG) – UPDATES (a) Flourishing – Peter Barry (b) Independent – Jo Gibson/ Fiona Taylor (c) Nurtured – Laura Mason (d) Empowered – Selina Ross (verbal update provided by Elaine Troup) (e) Safe – Coleen Wylie Having heard the relevant DIG Chairs and supporting officers in further explanation and in answer to Members’ questions, the Board agreed to note the updates given and the position going forward in terms of each DIG area. Page 6
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UPDATE ON THE COMMUNITY EMPOWERMENT STRATEGY After discussion and having heard from the Communities Manager in further explanation and in answer to Members’ questions, the Board agreed to:- (1) note the content of the report; and (2) the proposed reporting to CPWD Management Board. COMMUNITY JUSTICE PARTNERSHIP ARRANGEMENTS After discussion and having heard from the Chief Officer, West Dunbartonshire Health and Social Care Partnership in further explanation and in answer to Members’ questions, the Board agreed to:- (1) note the content of the report; (2) note the West Dunbartonshire Annual Outcome Progress Report 2020/2021submitted to Community Justice Scotland (Appendix 1); (3) note the national documentation, Justice Strategy, Community Justice Strategy and Outcomes, Performance and Improvement Framework (OPI) are under review; (4) approve the establishment of a West Dunbartonshire Community Justice Partnership; and (5) note the 1xfte Community Justice Co-coordinator will be required to deliver on the implementation and ambitions of West Dunbartonshire Community Justice partnership. DATE OF NEXT MEETING It was noted that the next meeting of the Board would be held on Thursday, 9 June 2022. The meeting closed at 11.35 a.m. Page 7
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Date of Meeting Action Owner Status Outstanding n/a n/a In progress 18.11.21 Gerry to reflect on what the Prison Service is doing to break barriers for young people being released from prison. What provision is made in order to provide this information and support? Gerry to provide an update. Update: Gerry Watt has stated that this be directed to HMP Polmont as Greenock will only take in adults and not young people. HMP Polmont contacted for response. Gerry Watt/ HMP Polmont ongoing 13.05.21 Invite MSYP nominees to the August CPWD Board Meeting. Update: Deadline of November 2022 to take into consideration academic year with exams in June and return to studies in August. Rona Gold / Clare English November 2022 18.11.21 All to review Flourishing DIG report and consider where you can contribute/ feed in to this work. All to provide feedback to Peter Barry. Update: feedback from CPWD members All June 2022 ITEM 7 Management Group : 21 June 2022 Action LoLog Page 9
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18.11.21 All to review DRAFT Safe DIG Strategy and provide feedback to Coleen. Update: feedback from CPWD members All June 2022 13.05.21 That a strong Communication plan was required to highlight CPP work to the wider communities eg. Newsletter Update: launch of e-bulletin to share information within CPWD Exec Group paper Amanda Graham / Rona Gold Summer 2022 18.11.21 Look in to Young Persons Guarantee and CPWD members signing up to this collectively. Information to be circulated to all CPWD members. Update: Information circulated Rona Gold In progress Complete 13.05.21 Engage with West College Scotland to explore how their Student Union can link to young people being represented in Community Planning Rona Gold / Liz Connolly Complete 13.05.21 Darren Dickson, Scottish Government representative, would provide more clarity when available on the appointment of the new Location Director Update: Scottish Government is reviewing Location Director roles and Chief Exec has submitted a response to this, indicating importance of this link to CPWD Darren Dickson Complete 12.08.21 Rona Gold to circulate the date(s) for online sessions to promote community planning. Update: Complete Rona Gold Complete 12.08.21 All to encourage employees to sign up and attend online sessions to promote Community Planning, taking place on the following dates 18th August, 15th September, 1st October. Update: Complete All Complete 12.08.21 Douglas Wilson/ Coleen Wylie to circulate draft Action/ Delivery plan for review. Douglas Wilson/ Coleen Wylie Complete Page 10
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18.11.21 Rona/ Colleen to issue a communication regarding ‘What Three Words’. Update: Complete Rona/ Coleen Complete 18.11.21 All to review Annual Report and provide feedback to Rona by 30 November 2021. All Complete 18.11.21 Rona to circulate COSLA Awards application process and guidance to all CPWD members. Rona Gold Complete Page 11
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Report by the Chief Executive Officer of West Dunbartonshire Council, Chair of the Community Planning Executive Group Management Group : 21 June 2022 ___________________________________________________________________ Subject: Community Planning Executive Group 1. Purpose 1.1 The purpose of this report is to inform CPWD members of what was discussed at the most recent Community Planning Executive Group meeting. 2. Recommendations 2.1 CPWD is asked to note: • Levelling Up synergies with Flourishing DIG are being considered. • Regarding National Care Service proposals, Laura Mason will be Exec Group lead and CPWD lead reporting on implications from Children’s Services perspective and Fiona Taylor from an Adult Services perspective. • A Community Planning ‘Communications, e-bulletin’ to be produced from July 2022 with information on partner activity for members of the CPWD Management Group and people within their organisations. 3. Background 3.1 The Community Planning Executive Group met on 19 April 2022. The group is chaired by the Council’s Chief Executive, and membership includes the five DIG leads. 4. Main Issues 4.1 Progress with reviewing DIG Plans and national issues emerging for consideration ITEM 8 Page 13
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The Executive Group noted continued progress with the development of DIG plans and implementation of actions. Acknowledgement was given to emerging areas of relevance to DIGs such as Levelling Up, and National Care Service proposals. It was agreed that making the synergies between the Fourishing DIG Plan and Levelling Up be explored. It was also proposed that with regards to the Care Service Review, information as this emerges will need to be considered and that Laura Mason be Exec Group lead and CPWD lead reporting on implications from Children’s Services perspective and Fiona from an Adult Services perspective. 4.2 Communicating Community Planning Discussion shaped a proposal of an e-bulletin, such as the one in Appendix A. The audience and recipients of this are people within CPWD Management Board organisations. The purpose is to build on the Roadshows that took place in 2021 promoting Community Planning and partnership working in West Dunbartonshire. It is proposed that information within the e-bulletin take a thematic approach based on the three overarching themes, agreed in the November 2021 CPWD Management Board meeting: Sustainability, Wellbeing, Empowered. 5. People Implications 5.1 Actions developed to address the themes may require other partner organisations to join DIG groups. 6. Financial Implications 6.1 The work of CPEG is focused on improving processes and approaches to how partners work together. The creation of action may identify resource needs to implement these. 7. Risk Analysis 7.1 Failure to respond to challenges would risk delivery against policy priorities. 8. Equalities Impact Assessment (EIA) 8.1 No actions are required as this is an update report. 9. Consultation 9.1 This report provides an update on ongoing activity. Page 14
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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. Joyce White - Chair, CPEG May 2022 ________________________ Person to Contact: Appendices: Background Papers: Wards Affected: Rona Gold, Shared Service Community Planning Manager, rona.gold@argyll-bute.gov.uk Appendix 1: Example of an e-bulletin for Community Planning Previous reports to Community Planning West Dunbartonshire Management Board on Executive Group activity. All Page 15
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Argyll and Bute CPP Bulletin 6th May 2022 Dear CPP bulletin distribution list members, This bulletin contains links to resources and information for people in communities, community groups and the third sector in Argyll and Bute. We make every effort to ensure that any hyperlinks in the Bulletin work – some of them may take longer to load. If you require printed copies of any of the documents attached in the Bulletin please contact cppadmin@argyll- bute.gov.uk. This Bulletin includes :- NEW Partner Good News Stories NEW Scottish Fire and Rescue NEW Scottish Fire and Rescue Safety Campaigns NEW Scottish Air Ambulance Re-procurement Project - Consultation NEW Argyll and Bute Online Police Recruitment CPP Welcome Pack Updated National Youth Justice Conference 2022 - Children's and Young People's Centre for Justice Let’s Move Together Fund: Delivered by Versus Arthritis SSEN encourages applications for its £1m Resilient Communities Fund Appendix 1 Page 17
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NEW Police Scotland - Spotlight on Scams Consultation - Scottish Carer's Assistance - Closes 23 May 2022 New Open Government Action Plan will strengthen public participation in decisions on health and climate change Argyll and Bute Council Weekly News Round Up Useful Coronavirus and Funding information :- COVID-19 Safety Measures update from Scottish Government Coronavirus (COVID-19): Distance Aware scheme UPDATED Coronavirus Caring for People Helpline – Test and Protect Scottish Government Guidance on Covid Restrictions UPDATED Changes to Covid Testing Important Covid-19 information in other formats and languages UPDATED Volunteering safely and local community groups providing a response Argyll and Bute Flexible Food Fund Worrying about Money Leaflet Argyll and Bute Third Sector Interface Funding Update Funding for Communities Sign up to Funding Alert Grantnet – Funding Search Tool Funding help available for businesses Other Partners Covid-19 information _____________________________________________________________________________ Partner Good News Stories Scottish Fire and Rescue Volunteer Firefighter Gerry Ralston from Mull gets running for charity. A volunteer firefighter, originally from Clydebank, and now based at Salen Fire Station on the Isle of Mull, Gerry is running 50 miles throughout April to raise money for NHS Charities. He’s already ran 50 miles in January and raised £2,000 for Maggie’s cancer charity. After he completes April’s challenge he’s planning to run the Glasgow 10K in October to raise money for the Firefighters Charity. His other fundraising efforts include donating £2,000 to light up Mull at Christmas with 20 trees and lights around the island. Gerry is pictured outside the Salen Hotel, which he runs, with his family. See more at: https://www.facebook.com/donate/1538970176484833/ Local crews from Oban Community Fire Station are pictured engaging with members of the public on and around Loch Awe. The team were promoting water Safety and Summer Outdoor Safety as well as raising awareness of the dangers and impact of wildfires on our local communities and environment. The team throughout the Argyll and Page 18
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Bute Area will continue this work throughout the summer months. See: Scottish Fire and Rescue Safety Campaigns One of the Scotland’s most rural fire stations is leading the way for female firefighter recruitment. Campbeltown Fire Station - on the Kintyre peninsula in Argyll - now proudly counts five females among its crew of eighteen on call firefighters. This bucks the national trend which sees, on average, less than seven percent of all on call firefighter roles taken up by women. The five – who hold a range of occupations as their day jobs - are helping to break down the gender stereotype of what a modern firefighter is. What’s more the youngest female member of the crew is also trained to drive the station’s fire appliances – which is no surprise given her full-time job is as an HGV mechanic. Find out more by clicking on the following links STV News Learn More About Our Campbeltown Firefighters and to see if you have what it takes, find out more here https://www.firescotland.gov.uk/careers/retained-volunteer ______________________________________________________________________________ Scottish Fire and Rescue Safety Campaigns Scottish Fire and Rescue are running safety campaigns throughout the summer and this issue of the CPP Bulletin is highlighting the Water Safety and Wildfires Campaigns. As the weather warms up, more and more of us spend time in the outdoors and may be unaware of the dangers lurking in seemingly innocent activities. The SFRS Water Safety Leaflet can be found here and the Wildfires Leaflet can be found here ______________________________________________________________________________ Scottish Air Ambulance Re-procurement Project - Consultation The Scottish Ambulance Service (SAS) is undertaking a consultation and engagement exercise as part of the re-procurement of the national air ambulance service for Scotland. SAS provides the air ambulance service to mainland Scotland and its islands. It is the only wholly publicly funded air ambulance service in the United Kingdom and is an invaluable resource to the Scottish public. The aircraft used by the Air Ambulance Service are owned and operated by a private company on a contractual basis and the current contract is due to expire. To support the development of a new air ambulance contract, a project team has been established and an important task for the team is to consult with all stakeholders. Following the consultation exercise, the formal process of selecting a provider for the new air ambulance contract will be taken forward. We want to ensure we gather opinions from everyone with a view on this important element of the Service before arrangements are renewed. If you wish to express any views or opinions about the aircraft, air ambulance staff, or quality of service, we would like to hear from you. You can complete the online survey here: https://www.formwize.com/run/survey3.cfm?idx=505d04080b0e0a08 Page 19
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_____________________________________________________________________________ Argyll and Bute Online Police Recruitment Live Local, Work Local. Police Scotland are hosting an online information event aimed at the residents from the Argyll & Bute are who would like to consider a career as a Police Officer and wish to work in the Argyll and Bute area. During the event attendees will learn about the recruitment process, the training, the role of a police officer and the endless opportunities available once a career in the Police is embarked upon. The event is being held on Thursday 12th May at 6:30pm – 8pm on Microsoft Teams. For more information and to reserve a space, email: recruitmentpositiveactionteam@scotland.police.uk _____________________________________________________________________________ CPP Welcome Pack Updated The CPP Welcome Pack online has been updated and can be accessed here. This update includes details of : the 3 newly elected Members of the Scottish Youth Parliament - Ryan MacIntyre, Baileigh McIntyre and Chloe Meikle. Ryan is a mental health advocate and Chair of the Cowal Youth Forum. Baileigh helps to lead the Bute Action Group and has an interest in mental health and period poverty matters. Chloe is a COP26 Local Champion for Argyll and Bute and is passionate about young people’s rights. the new Area Community Planning Group Chairs for Bute and Cowal and Helensburgh and Lomond – Charles Dixon-Spain and David Moore, respectively. Charles’s experience includes acting as Director and Chair of the Colintraive & Glendaruel Development Trust and Finance Director of the Walking Theatre Company in Argyll and David brings extensive experience from his career in the Scottish Fire and Rescue Service where he currently acts as Head of Prevention and Protection for the Argyll and Bute and East and West Dunbartonshire area. _____________________________________________________________________________ Page 20
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National Youth Justice Conference 2022 - Children's and Young People's Centre for Justice The Children and Young People’s Centre for Justice (CYCJ), the National Youth Justice Advisory Group (NYJAG) and the Scottish Government are pleased to invite you to the National Youth Justice Conference 2022: ‘Our Journey to Rights Respecting Justice’. This year’s conference will feature speakers from across the world, in addition to the work of Police Scotland, No Knives Better Lives, Our Hearings Our Voices, Youth Justice Voices and Blue Triangle, and enjoy a musical performance by Sistema Scotland’s ‘Big Noise’ programme with young people. Closing date for Applications: 30th May National Youth Justice Conference 2022 - Children's and Young People's Centre for Justice (cycj.org.uk) __________________________________________________________________________ Let’s Move Together Fund: Delivered by Versus Arthritis The Let’s Move Together Fund has been set up to: Help aid recovery from COVID-19 and reduce the long-term impact Reduce the widening of the inequalities in sport and physical activity for people with musculoskeletal conditions Support specific activities to increase availability of exercise opportunities in local communities across Wales, Scotland, and Northern Ireland Through Let’s Move Together, Versus Arthritis want to address and prevent the likely reduction of marginalised communities driving sport and physical activity forward, by fostering and protecting community bodies, coaches, and volunteers. Applications from organisations who support people with long-term health conditions, people from culturally diverse communities, disabled people and lower socio-economic groups are particularly welcomed. Grants between £1,000 and £5,000 are being offered as part of the fund. Additional funding may be available above the £5,000 limit but would need to be discussed with a member of the Versus Arthritis team before submitting the application. Funding should be spent within six months of being awarded. It is expected that all funds would be awarded by 30th September 2022. If you would like any further information about the Let’s Move Together Fund, please contact: Sophie Priestley (Trusts Manager) or Ashleigh Ahlquist (Physical Activity Manager): e-mail: physicalactivityVA@versusarthritis.org Inspiring active communities (versusarthritis.org) Page 21
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__________________________________________________________________________ SSEN encourages applications for its £1m Resilient Communities Fund With this year’s funding pot increased to £1m, SSEN is urging communities across the north of Scotland to submit their applications for the latest round of its Resilient Communities Fund (RCF). The aim of the fund is to help communities become more resilient in the face of severe weather events and prolonged power interruptions and, following the severe storms which battered the country this winter, SSEN has increased the total amount available in the north of Scotland in 2022 to £1m. Grants are available from £1,000 up to £20,000 however, in exceptional cases, multi-year and multi-community funding up to a maximum of £50,000 will be considered. The fund is looking to support projects which fall under these two categories: 1. Resilience for Emergency Events - To enhance community facilities, services and communication specifically to support the local response in the event of a significant emergency such as extended power loss. 2. Vulnerability - To protect the welfare of vulnerable community members particularly during significant emergency events such as extended power loss, through enhancing their resilience and improving community participation and effectiveness. The SSEN Resilient Communities Fund Panel, which includes national community groups and organisations with expertise in community resilience planning, will review applications and determine which projects should receive funding, with the successful applications to be awarded this summer. You can find out more about the Resilient Communities Fund and read SSEN’s annual fund reports and apply for funding here. The deadline for applications has been extended to 13 May 2022. _____________________________________________________________________________ Police Scotland - Spotlight on Scams This week, Police Scotland have had at least 3 reports of scams from people making purchases through online Marketplaces affecting people in Argyll and Bute and West Dunbartonshire. An incident in Dunoon has seen someone purchase a hot tub from what they believed was a genuine selling site on Facebook. The hot tub was paid for with delivery agreed, however it has never turned up. A similar incident in Oban has seen the victim purchase a vehicle online, however after paying for this and travelling to uplift it, it has transpired the address provided was not that of the seller. Finally a victim in Clydebank has been defrauded after buying jewellery from a Facebook shop however it appears this has been a fraudulent site created to copy a genuine store. Please remember, that when you purchase an item online through a private sale, you are risking being defrauded unless you physically see the item beforehand. It is easy for scammers to create fake profiles and offer goods for sale. Page 22
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Here are some signs to look for: Ideally meet in a public place to view an item before you part with your money. If prices are significantly below what similar items are selling for elsewhere, be suspicious. If using Facebook marketplace, look at the sellers profile – is this a new profile, do they have a history of selling other goods and does their profile page seem genuine. Don’t part with your money if you’re in any doubt. ______________________________________________________________________________ Consultation - Scottish Carer's Assistance - Closes 23 May 2022 The Scottish Government has launched a consultation on proposals for Scottish Carer’s Assistance. This is a new Scottish benefit, which will replace Carer’s Allowance and will be delivered by Social Security Scotland. Proposed changes include: Improving how support is provided to carers, and making links to wider services. Introducing new payments to better recognise the different impacts of different caring situations Extending support further after launch to help carers access opportunities outside of caring where they wish to do so, provide more financial stability, and better recognise different caring situations than the current benefit. The purpose of this consultation is to gather views on these changes from unpaid carers, the people they care for, support organisations and the wider public. For further information and to respond, visit the Scottish Carer's Assistance: consultation website _____________________________________________________________________________ New Open Government Action Plan will strengthen public participation in decisions on health and climate change Openness, transparency and citizen participation are at the heart of a new National Action Plan to strengthen co-operation between government and wider society. Scotland’s Open Government Action Plan 2021-25 will focus on involving people in decisions on making data open and accessible across key areas of government and understanding how public finances work. It will also allow people to participate in decision making on tackling the climate emergency and improving health and social care. For further information see The Scottish Government’s Open Government Action Plan 2021-25. ____________________________________________________________________________ Argyll and Bute Council Weekly News Round Up You can sign up to receive the Argyll and Bute Weekly News Round Up which is full of useful information, guidance, surveys and vacancies here. ______________________________________________________________________________ COVID-19 Safety Measures update from Scottish Government The latest Covid advice from the Scottish Government can be found here: Coronavirus in Scotland - gov.scot (www.gov.scot) Page 23
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Please help by sharing the videos and accompanying messaging on your social media channels and you can follow Scottish Government channels across Facebook, Twitter and Instagram to share and retweet content. _____________________________________________________________________________ Coronavirus (COVID-19): Distance Aware scheme Distance Aware is a scheme being rolled out across Scotland to prompt people to respect the space of others where possible. The scheme, developed by the Bevan Commission, and endorsed by the Scottish Government offers people an easily recognisable shield symbol which can be worn to signify to others that they’d appreciate some extra distance and care around them. Free badges and lanyards featuring the Distance Aware shield are now available for individuals to collect in libraries across Scotland. Badges are also available in ASDA stores and can be ordered online through participating charities. Details can be found here and the Distance Aware Toolkit can be found here. _____________________________________________________________________________ Coronavirus Caring for People Helpline – Test and Protect Scottish Government Covid Advice has now changed and Domestic Assistance while infected with Covid is no longer provided by Argyll and Bute Council; and all Covid related Business Grants have ended. Please note that the Test and Protect helpline closed at the end of April. From May onwards callers to this number will be redirected to appropriate services. ______________________________________________________________________________ Scottish Government Guidance on Covid Restrictions The Scottish Government has produced updated guidance containing the current Covid lockdown restrictions by council area. Please share this as appropriate. ______________________________________________________________________________ Changes to Covid Testing Advice on coronavirus (COVID-19) testing and self-isolation changed on 1 May 2022 Individuals mid-way through a self-isolation period should follow the revised guidance from 1 May. If you've tested positive you should follow the revised guidance to stay at home for 3 days if you're 18 years and under, or for 5 days if you're over 18 years. The way that we count these days has changed. Day 1 is the day after you took your test. If you were identified as a close contact, you should end daily LFD testing on 1 May. You may leave self-isolation if you feel well. If you later develop a temperature or feel unwell with respiratory symptoms, you should follow the revised guidance to stay at home. The following advice is taken from the Scottish Government’s website you can find out more about the changes to testing here ______________________________________________________________________________ Page 24
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Important Covid-19 information in other formats and languages BSL videos are available explaining steps you can take to help avoid infection from coronavirus (COVID-19); what to do if you think you have coronavirus (COVID-19) symptoms; self-isolation and shielding advice and helpline information. ______________________________________________________________________________ Volunteering safely and local community groups providing a response The current Scottish Government guidance on Covid-19 and phasing out of lockdown is such that everyone can, in-keeping with safety guidelines, access food and other domestic support. Therefore, Argyll and Bute Council’s main response is stepping down and we are on standby if needed for the future. See the Volunteering Safely Guidance here. If you have any comments or additional information for this webpage, please contact communitydevelopment@argyll-bute.gov.uk. ______________________________________________________________________________ Argyll and Bute Flexible Food Fund The Flexible Food Fund is having a really positive impact in communities across Argyll & Bute, putting cash in the pockets of those with no financial buffer. Bute Advice and ALIenergy have worked successfully to provide welfare rights, money and energy advice to over 200 households across Argyll and Bute. This holistic approach is supporting households to become financially stable and helps bring peace of mind to families across Argyll and Bute. Applications to the fund can be made via the online claim form available on the council’s website. If you need help or support to complete the form please call us on 01700 502784 and ask about the Argyll and Bute Flexible Food Fund. _____________________________________________________________________________ Worrying about Money Leaflet Please find attached a copy of a Worrying about Money leaflet that was produced by Independent Food Aid Network and the Community Food Forum for Argyll and Bute. Please share this widely as required. Please see the Leaflet: here _____________________________________________________________________________ Argyll and Bute Third Sector Interface Funding Update The TSI’s latest Funding Update can be found here. _____________________________________________________________________________ Funding for Communities Funds to support communities at this time can be found at here. _____________________________________________________________________________ Sign up to Funding Alert You can sign up to receive the Argyll and Bute Council monthly Funding Alert here. Page 25
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_____________________________________________________________________________ Grantnet – Funding Search Tool GRANTnet is a straightforward free to use service which can help you identify suitable funding for your activity or project across a wide range of funding sources. What is GRANTnet? Up-to-date information on over 7,000 grants and other incentives, Rapid identification of funding sources specific to need, Data sourced from EC and UK Government sources, including Government departments, local authorities, charitable trusts and corporate sponsors. How to access GRANTnet You can access the Grantnet home page here. When using the system for the first time, go to the ‘Log in / Register’ page here and enter your details including your e-mail address (this will become the username), name, organisation, postal address and telephone number. Clicking on the 'Register' button will generate an e-mail providing a password. Using GRANTnet - When you log into the system you must answer some questions about your organisation and the project which you wish to undertake. GRANTnet will then provide an overview of all the funds available. ______________________________________________________________________________ Funding help available for businesses Funds to support businesses at this time can be found at here. ______________________________________________________________________________ Other Partners Covid 19 information Here is our partner websites with other useful information :- Police Scotland - Information about how the Police is responding to COVID 19. Fire Scotland - Latest news and details of how they are providing an emergency response during COVID 19. Highlands and Islands Enterprise – Advice for businesses, communities and third sector organisations. Scottish Natural Heritage – Tips to support and enjoy local wildlife while socially distancing and virtual tours via podcast. Loch Lomond and the Trossachs National Park – Details of facilities and helpful advice for visitors and businesses. Argyll College UHI – Student support and advice. Page 26
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Argyll & Bute Council – Help and advice for residents, businesses, communities on Covid 19 and changes to council services. Scottish Enterprise – Business continuity advice. If you have information that you wish to share from your organisation please send this to cppadmin@argyll-bute.gov.uk Argyll and Bute’s economic success is built on a growing population cppadmin@argyll-bute.gov.uk 01546 604464 Page 27
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Report by Chief Officer – West Dunbartonshire Health & Social Care Partnership West Dunbartonshire Community Planning Partnership Management Group – June 2022 __________________________________________________________________ Subject: Community Justice Partnership 1. Purpose 1.1 The purpose of this report is to provide an update on the preparations and development of the Community Justice Partnership (CJP) in West Dunbartonshire. 2. Recommendations 2.1 The Community Planning (CP) Management Board is asked to: • Note the content of the report 3. Background 3.1 Further to the update provided to the CPP at the last meeting, local statutory partners have continued to meet to develop their understanding and generate commitment to the development of the CJP. 3.2 To date 4 workshops have been held and have been well attended by CP partners from the range of statutory bodies and supported by the Chief Executive of Community Justice Scotland and her team, two further workshops are planned prior to the launch of the CJP in September 2022. The workshops have focussed upon the following areas:- • Introduction to Community Justice • Domestic Abuse and the Caledonian Project • New and Emerging Community Justice Data Tools, and How These Might Support Horizon Scanning Activities • Justice Social Work/Experiences of Other Partnerships 4. Main Issues 4.1 Governance and Accountability: Previously Criminal Justice sat within the Safer Delivery & Improvement Group of Community Planning, West Dunbartonshire (CPWD) however following agreement at the February meeting of CPWD, work has progressed to establish the CJP. In the first ITEM 9 Page 29
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instance the Chair will be Beth Culshaw, Chief Officer, HSCP and the Vice Chair will be Coleen Wylie, Police Scotland. Membership of CJP will consist of representatives from the statutory partners who to date have participated in development workshops, with the exception of a representative to be identified from the Scottish Prison Service. The CJP will sit alongside the range of other community planning committees, including: • Adult Protection Committee • Child Protection Committee • Violence against Women Group • Alcohol and Drugs Partnership The previous paper to the CP Board outlined the range of national and strategic drivers for Community Justice West Dunbartonshire, these include increased diversion from formal justice process to support court recovery, reductions in the prison remand population, and the provision of community sentences for individuals who present a greater level of complexity and need. Additionally, there is a need to develop in the following areas: • Increased diversion from prosecution • Increased and more intensive Bail Supervision • Increased Electronic Monitoring as part of Bail and the provision of necessary support packages • More intensive Community Payback Order supervision requirement and needs based support • Increased and intensive voluntary and statutory throughcare provision • We have recently responded to the Scottish Government National strategy for Community Justice Revision Consultation as outlined in Appendix A Appendix A.docx 5. Options Appraisal 5.1 N/A 6. People Implications 6.1 N/A Post title Number of posts Grade/ SCP Hourly Rate Annual salary Gross costs (including on- costs 25%) Existing New Difference use + and - Page 30
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7. Financial and Procurement Implications 7.1 West Dunbartonshire community justice funding of £62,500 includes £12,500 for specific improvements to support Justice Social Work, which is reported within HSCP by the Head of Service, Children’s Health, Care and Justice. 8. Risk Analysis 8.1 Community Justice Arrangements must reflect the work of a range of cross- sector partners to deliver against the Community Justice Outcome Improvement Plan to reduce the risk of offending by individuals and its impact upon local communities. 9. Equalities Impact Assessment (EIA) 9.1 A refreshed EIA is required. 10. Environmental Sustainability 10.1 N/A 11. Consultation 11.1 The following people were consulted on this report: West Dunbartonshire HSCP Chief Officer, Head of Service (Children’s Health/Justice Social Work/ Chief Social Work Officer and Justice Social Work Manager. Senior Police Scotland representatives, Community Justice Scotland Chief Executive, other Community Justice co-ordinators and 2 Governors from Her Majesty’s Prison Service. 12. Strategic Assessment 12.1 Community justice incorporates multi-disciplinary agencies to deliver a whole systems approach to reduce re-offending in local communities. It encompasses a range of partners, including those represented within CPWD DIGs and more. Current governance and reporting arrangements have limited ability to demonstrate achievement against community justice quality indicators, therefore the development of the CJP is required. Name Beth Culshaw Designation Chief Officer, HSCP Date: 07/06/2022 Person to Contact: Appendices: Lesley James, CSWO, Appendix 1 - Draft COSLA Response to the Scottish Government National Strategy for Community Justice Revision Consultation Page 31
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Draft COSLA Response to the Scottish Government National Strategy for Community Justice Revision Consultation 1. Is the wording of the four national aims understandable? Yes 2. Do you think the four national aims capture the most important aspects of community justice? Yes, overall. However, our answers to the consultation questions on the individual Aims set out where we feel there are gaps and areas that require to be strengthened in the Strategy. 3. To what extent do you agree/disagree with the national aims for the revised National Strategy for Community Justice? Agree Do you have any further comments on the National Aims? Yes, these are outlined in our answers to the consultation questions on the individual Aims and actions. 4. To what extent do you agree/disagree that these community justice priority actions will contribute to the achievement of national Aim 1 (optimise the use of diversion and intervention at the earliest opportunity)? Agree 5. Do you have any further comments or suggested changes on how these priority actions will contribute to achieving Aim 1 (optimise the use of diversion and intervention at the earliest opportunity)? Overall feedback received by COSLA from local authorities – albeit limited due to timescales for responding to this consultation - indicates broad support for this aim, with some caution expressed in respect to the need for the actions to be gendered and violence against women and girls (VAWG) informed/assessed and competent. The focus of the Aim and actions associated with it is after somebody has entered the justice system. This is understandable and we should be using diversion/intervention over remand. However, we feel that there is not enough focus on prevention “at the earliest opportunity”, as this should include pre-custody. It is often not until people offend and enter the system that they are able to access the services and support they require. We should seek to prevent offending (and re-offending) in the first place and provide those services prior to the offence being committed. A specific aim touching on the importance of prevention and pre-custody should therefore be considered. However, the Strategy needs to be clear that this additional aim would not necessarily be for Community Justice Partners to deliver on and additionally set out where responsibilities lie within the wider Community Planning Partnership context. It is Appendix 1 Page 33
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important that expectations on Partners are laid out in the Strategy and in the accompanying Delivery Plan to minimise the risk of overwhelming locally and to ensure that there is commitment and buy in. Ongoing dialogue and engagement with Justice Partners are crucial, especially with regards to the development of the Delivery Plan following the Strategy's publication and we urge the Scottish Government to allow enough time for consultation with Local Government and other partners. Aim 1 also appears to combine what might need to be two separate Aims: one focussed on early intervention (and possibly pre-custody as per view above) and one on diversion. We have two actions related to early intervention and only one on diversion. We suggest that more of emphasis (and possibly a standalone Aim) is required on the diversion element. We also suggest considering an additional action around assessing and identifying need. We welcome the recognition in the consultation document of the differences between rural and urban geographies. There is nonetheless an aspiration to ensure that services are available Scotland wide. Feedback from rural local authorities has highlighted challenges particularly when commissioning services in rural areas due to difficulties in economies of scale, in turn leading to a reliance on statutory services. These barriers should be clearly acknowledged, and steps taken so rural and remote areas are supported to achieve parity in service provision. There needs to be clarity on what is being delivered nationally and expectations locally, in particularly around resourcing and cost. Diversion from prosecution in respect to domestic abuse and other forms of VAWG is problematic. Early intervention is unlikely to be ‘early’ as many victims do not seek authorities’ support for years. Perpetrators in view are unlikely to be early offenders. VAWG competent risk assessments and mitigations will be required to ensure that responses to VAWG offenders including those utilising domestic abuse/coercive control are robustly risk assessed and VAWG competent and that disposals support Aim 4 of the Equally Safe Strategy to ensure that perpetrators of such violence receive a robust and effective response. There will, therefore, require to be very close working with VAWG Partnerships across the range of priority actions and similar with Alcohol and Drug Partnerships (ADPs) as funding for roll out of MAT standards sits with the latter. Finally, Aim 1 helps frame the contribution of Appropriate Adults. Appropriate Adults can have input in ensuring effective communication/understanding, particularly on actions 2 and 3. 6. To what extent do you agree/disagree that these community justice priority actions will contribute to the achievement of national Aim 2 (ensure that robust and consistent community interventions and public protection arrangements are in place across Scotland?) Agree 7. Do you have any further comments on suggested changes on how these priority actions will contribute to achieving Aim 2 (ensure that robust and consistent community interventions and public protection arrangements are in place across Scotland)? A substantial expansion of community justice services supporting diversion from prosecution, alternatives to remand and community sentencing will require adequate funding. The ask on community justice partners to increase the quality and range of interventions is understandable, however we need to ensure that the resources and support are in place so it can be achieved and sustained locally. While the additional Covid-19 recovery funding provided to local authorities in 2021-22 and 22-23 for justice social work (and bail supervision Page 34
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in 22-23) was welcome, there is a need to better identify local resource requirements going forward as well as address a number of barriers and challenges faced by local authorities when using this funding. The time-limited nature of single year budgets is a case in point. As COSLA stressed in its submission to the Scottish Government's Spending Review, multi-year investment funding is required to unlock a strategic response that meets the aims of the relevant strategies and outcomes. Resourcing on an annual basis inhibits effective service design, has negative impacts on recruiting and retaining people with the skills needed to advance the community justice agenda, nor does it assist in strategic procurement activity which leads to stop-start service delivery. It can mean that interventions are limited to what can be provided within that financial year rather than interventions which will deliver the best outcomes. This is therefore not a Best Value approach. The lack of multi-year settlements has a knock-on effect particularly for the third and independent sectors. When councils are only able to offer single year budgets to partners, they also suffer from the same challenges of service design and recruiting and retaining staff. This uncertainty has an impact on the organisation and on the wellbeing of the workforce. While it is understood that it is challenging to provide longer term indications of budgets when Scottish Government is also only receiving single year budgets, as the Resource Spending Review demonstrates by seeking to go two years beyond the current UK Spending Review timetable, it is not impossible. Councils are expected by auditors to have longer term financial planning in place even when receiving single year budgets. Greater clarity from Scottish Government on spending intentions is therefore welcomed. Action 6, as it is the case throughout the consultation document, outlines a commitment to consistently available services to manage those who are given community sentences. While the intent behind this aspiration is indeed laudable, it is important to highlight that what is appropriate to deliver against local needs and priorities in the context of community justice responses may need to be very different in island/rural/urban geographic environments. It also is not possible to achieve due to different population and needs across the system. Consistency in this sense, ignoring warranted local variation, would additionally have significant resourcing implications and could result in services being funded which do not meet the needs of local service users. While it is key that individuals should of course have access to services, we need to be clear on what consistency can realistically look like, allowing for a degree of flexibility and local variation. On MAPPA, there was not sufficient detail in the consultation document to be able to comment in detail on Scottish Government's ambition to expand the coverage of existing national programmes that support public protection. We note this proposal, and we would be happy to engage with Scottish Government to discuss this in more detail. It has been noted in the feedback we received that multiagency public protection arrangements need to include Multi- Agency Risk Assessment Conferences (MARAC). We understand that national resourcing for MARAC is in planning. This will require ongoing engagement to ensure it reflects local needs. there which is currently not resourced nationally. Action 7 covers restorative justice. We are aware that progress is being made with the first test project area for delivery in Edinburgh, Lothian and Borders. As the 2023 Scottish Government target for implementation approaches, it is critical that the funding nature of a national roll out, local responsibilities and expectations are clearly established through ongoing dialogue across all key delivery and supporting partners at both a national and local level. We look forward to continuing engagement on this agenda through the Restorative Justice Stakeholder Group, including ongoing collaboration with Violence Against Women Partnerships and key Equally Safe stakeholders to ensure that Restorative Justice services Page 35
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can be developed in Scotland in a way that is safe for women and children who have experienced domestic abuse and other forms of gender-based violence and that perpetrators of such abuse are held accountable for their behaviors, ensuring policy coherence with Equally Safe aims. Any areas of violence and abuse/behaviours predicated on coercive control – including using/harming children within that context – requires to be very robustly and expertly risk assessed with mitigations firmly in place as well as investment in Violence Against Women Partnership awareness and expertise. 8. To what extent do you agree/disagree that these community justice priority actions will contribute to the achievement of Aim 3 (ensure that services are available to address the needs of individuals accused or convicted of an offence)? Agree 9. Do you have any further comments or suggested changes on how these priority actions will contribute to achieving Aim 3 (ensure that services are available to address the needs of individuals accused or convicted of an offence)? Action 8 – it is important that the Strategy recognises the difficult backdrop against which this action is placed. There are wider existing issues within social care, such as low pay, staff retention and provider sustainability, many of which are a product of under-resourcing. As COSLA has argued consistently, including in our response to the National Care Service consultation, investment in the system now would not address all of the challenges experienced in the system but would help support meaningful change. Feedback received by COSLA highlighted a general poor uptake on voluntary throughcare, despite it being offered consistently. It was highlighted that data sharing is key to successful voluntary throughcare. It was also noted that a lot of the important work that can lead to voluntary throughcare happens in prisons, and it is about pre-release, support and advice and how this is all linked into local communities. Prisons play a key role in terms of connecting individuals from across the prison estate to local communities. Many people going to prison were not employability ready before going in. It is important to be clear about what we are measuring in terms of an individual's readiness for employment and where we are expecting them to be when they leave custody as well as what support we are able to provide. Employability may feel some way off for many when they first leave prison, so it may not necessarily be one of the services they engage with straight away – local offers should reflect this. It should also be easy for people who have started an education or other support in prison for it to be followed up and continued when they leave. Employability services need to be present and reactive. Single year funding mitigates against effective employability service planning, commissioning specialist services, consistent key worker support and sustained employer engagement. Achieving better, sustainable outcomes for people who are furthest from the labour market is not a quick task. The reasons for unemployment can be very complex, especially when offending is also a factor. They require person-centred, intensive support and commonly take time to resolve. Single year funding prevents long-term planning for support services and results in the loss of expertise and the relationship between the client and the staff supporting, which is often critical to success. We continue to be supportive of the implementation of the SHORE standards in all local authority areas. SHORE Standards for Housing are a useful resource to support an individual’s community reintegration successfully, not just through meeting their housing needs, but also by improving their access to other public services and supporting their desistance from future offending. A more consistent and effective set of processes benefits housing providers and reduces the churn of individuals in and out of social housing. Page 36
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Around a third of those leaving prison do so without any accommodation to return to or appropriate arrangements for temporary accommodation. There is also strong evidence that homelessness and insecure or inappropriate housing is linked to the risk of reoffending and a return to custody. Currently local authorities, acting mostly independently of each other, seek to ensure that residents from their own area get some level of advice and support on liberation. In addition, the Scottish Prison Service employs Throughcare Support Officers to support prisoners prior to and following liberation. At a national level, outcomes in terms of both reoffending and homelessness are at best inconsistent. Therefore, an opportunity and a need exist for better joint working between housing services and the SPS. This could be supported by ensuring there is a renewed commitment from all partners to the SHORE standards with an option for this to be reinforced through the proposed Prevention of Homelessness Duties to be applied to all public bodies, albeit sufficient funding for local authorities will be required for this. The SHORE Standards could also be supported by a potential housing options service that could operate across local authority services and support more effective joint working between local authority housing services and the SPS as some form of advisory service. As a result, it would be useful if this option could be fully explored by partners to scope this out further. Additionally, both housing options and employability options need to be VAWG competent, require a robust gendered analysis and therefore gender competent responses. This requires that the Scottish Government invests meaningfully in local authorities and their community planning partners’ capacity to develop gender competent workforces/systems. Lastly, the action focuses mostly on individuals coming from a custody setting. It is important to widen this out to include those who are in the justice system (i.e. serving a community- based disposal) but not in custody, as they will potentially also have chaotic lifestyles. 10. To what extent do you agree/disagree that these community justice priority actions will contribute to the achievement of national Aim 4 (strengthen leadership, engagement and partnership working)? Agree 11. Do you have any further comments or suggested changes on how these priority actions will contribute to achieving Aim 4 (strengthen leadership, engagement, and partnership working)? Overall support was expressed for Aim 4 and its actions. However, feedback received by COSLA pointed at a need to more clearly outline how each Community Justice Partner can contribute to achieving improved community justice outcomes locally and to ensure that Partners take the lead appropriately. Understanding lived experience is essential to give arrangements credibility. There is a need to reinforce support for victims/survivors in terms of witness statements which may need support around adults with incapacity legislation /MHCT and Adult Protection and to ensure they are included and supported. All actions under this Aim also require that Community Justice Partnerships have the capacity and resources to support collaboration across VAWP and ADP and other key partnerships. Lastly, it appears that the focus on community, which was one of the four priority areas in the original 2016 strategy is not as visible in this version. The Strategy appears to focus very much on the justice element and supporting individuals who are within the justice system. A Page 37
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more visible and detailed focus on communities, community engagement and participation is needed, as this is also relevant to victims and families and central to community justice responses being understood as safe and appropriate in respect to different crimes. There are also opportunities for further development of the Appropriate Adult service in terms of roles such as court supporters and beyond. 12. Do you have any other comments on the National Strategy for Community Justice: Revision Consultation document that were not captured in the national aims and priority actions questions? It is important to highlight that the timescale given for the consideration of these proposals was too short and demanding, given the role that this Strategy will play in influencing local delivery, measuring performance, and the need to ensure coherence across all of the relevant policy and strategic areas informing implementation plans locally. While the consultation events that have accompanied this process have been very welcome, the tight time period allotted for this process has not provided sufficient time for Local Government to fully assess what the Strategy proposes and in turn inform this overall Local Government response. COSLA is also concerned about the consultation taking place over the pre-election period and immediately after the Local Government elections. We urge the Scottish Government to allow adequate time for the development of the Delivery Plan which will follow the Strategy and for the Plan to be developed collaboratively with Local Government and other Justice Partners. Page 38
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Report by the Chief Executive - Dunbartonshire Chamber of Commerce Management Group: 21 June 2022 __________________________________________________________________ Subject: Scotland Loves Local: Gift Card Scheme 1. Purpose 1.1 The purpose of this item is to highlight the Loves Local Campaign and associated Gift Card and to encourage its promotion by partners of the Community Planning Management Board. 2. Recommendations 2.1 It is recommended that the Management Board note the report and contact Damon Scott at Dunbartonshire Chamber of Commerce for further information. 3. Background 3.1 The Love Local Gift Card in West Dunbartonshire was highlighted at a meeting of the Management Board and this report contains further information of interest to partners. 3.2 The Scotland Loves Local Gift Card is the innovative new way of keeping spend local for longer in every community and region across Scotland. In West Dunbartonshire it is being supported by West Dunbartonshire Council and being promoted by Dunbartonshire Chamber of Commerce who have been leading the Loves Local Campaign to promote our high streets and support our local economy, jobs and communities. Disbursement of funds to lower income families and creation of a local currency through this initiative supports positive outcomes for community wealth building. 3.3 The card has been launched recently in West Dunbartonshire to help communities #ChooseLocal and works in very much the same way as a store gift voucher. The big difference is that, as it is rolled out, it will be accepted by all of the businesses that sign up to participate in West Dunbartonshire – from local independents to big high street brands. 4. Main Issues ITEM 10 Page 39
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4.1 Loves Local Campaign Activity has included: • Development and curation of dedicated websites for each of the towns in West Dunbartonshire (Alexandria, Dumbarton, Clydebank & Balloch) • Themes developed to tie in with key trading periods/opportunities across the year (Christmas, Valentines, Mothers Day, Easter, Fathers Day). • PR campaigns and distribution of campaign information to all local press and digital publications • A successful partnership with the Community Advertiser has been established to promote the core Loves Local messages, incorporate branding and to help promote #ChooseLocal. • Desk research & Telemarketing to identify businesses with card payments • Multiple in-person visits to businesses within each of the towns • Promotional Activity Via Social Media channels established for each town (Facebook, Instagram, Twitter) • Regular inclusion in Dunbartonshire Chamber of Commerce enews 5. People Implications 5.1 N/a 6. Financial & Procurement Implications 6.1 Partners are able to share existing published information 7. Risk Analysis 7.1 N/a 8. Equalities Impact Assessment (EIA) 8.1 Promotions are online and via hard copy / flyer posters. 9. Consultation 9.1 N/a 10. Strategic Assessment 10.1 The Loves Local Gift Card provides an opportunity to retain spending in West Dunbartonshire. This contributes to aims of Community Wealth Building. Name of report author Damon Scott Designation of report author Chief Executive - Dunbartonshire Chamber of Commerce Page 40
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Person to Contact: Damon Scott, damon@dunbartonshirechamber.co.uk Appendices: Web links to further information Background Papers: None Wards Affected: All Page 41
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Appendix: Web links for further information Buying the Gift Card (consumers) https://scotlandgiftslocal.com/ Business sign up: https://lovelocal.scot/giftcard/ FAQs for businesses: https://lovelocal.scot/faqs-merchants/ Appendix 1 Page 42
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Report by the Flourishing DIG Chair West Dunbartonshire Community Planning Partnership Management Group: 21 June 2022 ___________________________________________________________________ Subject: Flourishing DIG Update 1. Purpose 1.1 The purpose of this report is to update members on the development and delivery of activity being undertaken under the auspices of the Flourishing Delivery and Improvement Group (DIG). 2. Recommendations 2.1 The Community Planning Partnership (CPP) Management Group is asked to note the work undertaken. 3. Background 3.1 The Flourishing DIG action plan supports the local outcomes ensuring: • Our economy is flourishing diverse and dynamic, creating opportunities for everyone • Our local communities are sustainable and attractive • Increased and better quality learning & employment opportunities • Enhanced quality and availability of affordable housing options 3.2 This report provides members with an update on the key activity undertaken during the operational year to date. 4. Main Issues 4.1 The COVID Pandemic recovery has been the focus of the Flourishing Delivery and Improvement Group (DIG) partners over the last period and will continue to be a priority as we support our communities and businesses in returning the local economy back into a growth phase. 4.2 The Flourishing DIG fully recognises the challenge of the climate emergency and will ensure a clear focus on green jobs and a green economic recovery to the COVID pandemic. The Council’s Climate Change Action Plan can provide a foundation for discussion and development of ideas amongst DIG partners in the coming period. ITEM 11a Page 43
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4.3 The CPWD Executive Group agreed the key underpinning themes that will inform our future work. The three themes are Sustainability, Wellbeing and community empowerment. The Flourishing DIG will ensure that its action plan explicitly or implicitly reflects these themes and ensure that all partners play their role. 5. Employability 5.1 Working4U and partners have been developing a new approach to the delivery of local employability service called ‘No One Left Behind’ (NOLB). This has seen the development of the strategic employability partnership that includes representation from key agencies such as SDS and DWP, who are now working alongside Working 4U and local employability service providers to co-ordinate efforts for the benefit of local residents. 5.2 The local employability partnership has produced a plan to develop and manage employability services. The approach is based on a Scottish Approach to Service design and incorporates measures to ensure that service providers, staff, and service users can feed their views into the process of service design. 5.3 The strategic employability group is focused on the most effective use of grant funding for employability and has established a procurement framework to acquire services. We have complemented this with a competitive grant process that has allowed us to draw on a broader range of specialist service provision. The grant process generated interest from 17 organisations and of that group we have supported 14 with grants to deliver employability services and access to training in sectors where opportunities exist (care, hospitality, tourism, driving). 5.4 Working 4U has also developed a three year plan to guide the work of the local employability partnership. This followed guidelines set by the Scottish Government to reflect local needs and opportunities. The plan was drafted in April 2022 and acted as a trigger for the release of NOLB grant funding, and will cover the period from April 2022 to March 2025. 5.5 In the period 2021/2022 Working4U, despite delivering a remote service, has provided youth and adult employability support to approximately 750 people. Furthermore, through the provision of access to learning and training, 993 people have entered education and training and 457 have secured a qualification. During the course of the year 420 people have secured employment as a result of the support they have received. 6. Business Support 6.1 During the period January – March 2022, the Council Business Support team have continued to administer a range of Coronavirus Business Support funds on behalf of the Scottish Government. This recent support included grants for the hospitality and leisure business sectors and financial support for Taxi Page 44
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Drivers and Operators. In this three month period over 860 grant payments have been processed totalling more than £1.4 million. Since April 2020, the team have provided over £33 million to local businesses/individuals to provide them with critical financial support throughout the COVID pandemic. 6.2 During 2021/22, the Business Support team have provided advice through Business Gateway to support over 200 new start-up businesses. Growth Advisers have also worked closely with over 40 established local businesses to provide them with an action plan for growth. A range of business growth grants are also available to help businesses to recover and grow after the impacts of the pandemic. 6.3 The Social Enterprise Challenge Fund was developed in partnership with First Port and Working4Business partners and provides funding of up to £5,000 to assist local social enterprises to grow and diversify. Two social enterprises have been successful in obtaining financial support through this fund totalling £9,300. Working4Business partners assisted with the approval process which included the scoring of the applications and panel interviews. 6.4 The Scottish Government have confirmed additional funding to continue the delivery of the national Digital Boost Programme. The Digital Boost programme delivers Information and Communications Technology (ICT) advice to businesses across the country. Once the allocations per local authority have been agreed a tender specification will be developed by West Dunbartonshire Council for both East Dunbartonshire and West Dunbartonshire Council areas for Phase 7 Digital Boost activity. Since September 2021, The Council has assisted 9 businesses with one to one specialist support through Digital Boost and East Dunbartonshire have supported 10 businesses. 6.5 The Working4Business group are organising the next Business Awards event for May 2023. The previous two annual award events were unfortunately postponed due to the COVID pandemic. 7. Regeneration 7.1 Regeneration works across our towns continue with support from partners, in particular with the Chamber of Commerce as we promote the ‘shop local’ campaign. The Council signed up to the Shop Local Gift Card concordat, which, thanks to financial assistance from Scotlands’ Towns Partnership (STP), was promoted and managed locally by the Chamber of Commerce, and discussions are underway on how this continues to be resourced as STP funding comes to an end. 7.2 As well as delivering projects that bring additional footfall to our town centres, we have taken a strategic approach to town centre regeneration, and the recently approved Alexandria Masterplan and Clydebank Town Centre Development Framework, together with the ambitious Dumbarton town centre proposals contained within our Levelling Up Fund programme, provide a long Page 45
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term vision for the reimagining our town centres against a backdrop of declining High Street retail. We continue to support and develop projects that improve and bring vibrancy to our town centres, including for example the new Canal-side Activities Centre in Clydebank town centre being delivered in 2022/23, and the now underway public realm and lighting enhancements to the Smollett Fountain in Alexandria to improve the setting and pedestrian activity around this important town centre feature. In Alexandria, this will be closely followed by the development of further Masterplan projects using Scottish Government’s Place Based Investment Programme fund. 7.3 The West Dunbartonshire Energy centre has been operational since November 2020 delivering heat to The Leisure centre, Care Home, Titan Enterprise, and Aurora House. The District Heating network is performing well and the newly established West Dunbartonshire Energy LLP is overseeing its growth. The 147 Social Housing units on Titan Boulevard are connected and will be commissioned as flats are completed in August 2022. Clydebank Housing Association has also agreed to connect 45 flat units on Dumbarton Road. Plans continue to secure funding to connect West College Scotland, and the Golden Jubilee University Hospital, and agreement to connect the Clydebank Health Centre. The Council are also pursuing funding from the Scottish Government Green Growth Accelerator fund to enable expansion and connection to the Dalmuir multi story flats and officers continue to work with the Queens Quay landowners to bring in 1,000 new homes. 7.4 Good placemaking will continue to underpin the regeneration, development and improvement work in the town centres as we aim to align funding and resources, with Council, DIG partners and external funding, to achieve our ambitions. The improvements we have delivered in the town centres over the past five years have been guided by placemaking and more recently, the move to creating 20 minute neighbourhoods - where people have their day to day needs provided within easy walking or cycling distance. For environmental and health & wellbeing reasons active and sustainable transport is now one of the regeneration priorities; Connecting Clydebank, Connecting Dumbarton and the proposed Green Corridors project in Alexandria Masterplan will contribute to this ambition. Scottish Government’s Place Based Improvement Programme funding will help us realise these ambitions over the next five years 7.5 Council secured £19.9m Levelling-Up Funding from UK government for an ambitious programme of regeneration of Dumbarton Town centre including the acquisition and remodelling of the Artizan shopping centre, the refurbishment and reuse of Glencairn House as central library and museum, and Connecting Dumbarton, which will see pedestrian and cycle links improved between train station and town centre. The City Deal Exxon project is progressing as planned as are the plans to convert the brownfield Carless site into a Scottish Marine Technology Park in co-operation with the Malin Group. Page 46
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8. People Implications 8.1 There are no personnel issues. 9. Financial and Procurement Implications 9.1 There are no specific financial implications arising as a consequence of this report. 10. Risk Analysis 10.1 There are no specific unassessed risks relating to this report 11. Equalities Impact Assessment (EIA) 11.1 Equalities Impact Assessments are carried out in all key action areas as required. 12. Consultation 12.1 Ongoing consultation activity with both providers and service recipients is undertaken allowing for flexibility of approach as needs throughout period of pandemic and as we recover. 13. Strategic Assessment 13.1 The contents of this report could impact on all community planning strategic priority areas. 13.2 The activity being developed and supported by the Flourishing DIG will continue to contribute and reinforce our efforts to develop a strong economy that provides access to opportunity for all in West Dunbartonshire. Name Peter Barry, Chief Officer Housing & Employability Person to Contact: Michael McGuinness Michael.mcguinness@west-dunbarton.gov.uk 0777 442 8294 Background Papers: Flourishing DIG Action Plan 2020-22 Wards Affected: All Page 47
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Report by Interim Head of Health and Community Care Management Group : 21 June 2022 _________________________________________________________________ Subject: Independent Delivery and Improvement Group 1. Purpose 1.1 The purpose of this report is to summarise the current activity within West Dunbartonshire HSCP Independent Delivery and Implementation Group. 2. Recommendations 2.1 It is recommended that the Board note the contents of this report. 3. Background 3.1 The Independent DIG works to a Local Outcomes Improvement Plan (LOIP) and the key local outcomes detailed in the LOIP are: • People are supported to live independently • The quality of life for older people is improving 4. Main Issues 4.1 The Independent DIG met on the 11th April 2022 and discussion built on previous discussion at the last meeting to consider the 3 Key Themes within the LOIP that focus on the broad headings of: • Carers – Supporting carers and also those they care for to live independent lives • Activity – As both an action that in itself helps promote independence, and also as a functional action which is a component part of the assessment for frailty scoring 4.2 The main focus of this meeting was to consider the heading of ‘Carers – promoting independence’ and generate discussion to identify additionality that the Independent DIG could provide to support Carers. ITEM 11b Page 49
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4.3 Kim McNab presented an initiative that the Carers Centre will be implementing for consideration for inclusion in the LOIP. This initiative is named ‘Carer Aware’ and will engage with local businesses to offer them ‘Carer Aware’ training, led by the Centre’s Marketing and Engagement person. 4.4. This training will recognise that carers often had limited time away from home and their caring duties to complete activities such as food shopping, attending the hairdresser, visiting the bank. This causes stress and anxiety which is enhanced when faced with queues. 4.5 The initiative will allow Carers to recognise accredited local businesses and therefore know that they can identify themselves as a carer and the business will be in a position to support their needs. 4.6 Further discussion is required (as noted in the LOIP) to consider the appropriateness of this initiative within the LOIP and the relevant outcome measures that would be agreed. 4.7 The existing LOIP was reviewed and older aims that have subsequently been superseded or no longer relevant removed. 4.8 The West Dunbartonshire ‘Unscheduled Care Design and Delivery Action Plan’ contains a number of work streams, specifically under the ‘Falls and Frailty Delivery Programme’, that will promote independence and empowerment for citizens. 4.9 A summary of these activities will be presented to the next DIG to allow members to consider any potential for additionality that the DIG could provide. 4.10 The current LOIP is now in progress, with process and outcome measures being considered at the next meeting. 5. People Implications 5.1 Nil 6. Financial Implications 6.1 Nil 7. Risk Analysis 7.1 NA 8. Equalities Impact Assessment (EIA) 8.1 NA Page 50
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9. Consultation 9.1 NA. 10. Strategic Assessment 10.1 The LOIP will link with relevant HCSP / Local Authority Strategic action points Person to Contact: Fiona Taylor Background Papers: NA Wards Affected: Page 51
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Report by the Chief Education Officer Management Group: 21 June 2022 __________________________________________________________________ Subject: Nurtured DIG Update 1. Purpose 1.1 The purpose of this report is to: • update members on the work of the Nurtured Delivery and Improvement Group (DIG). 2. Recommendations 2.1 Community Planning West Dunbartonshire is asked to: • note progress and focus of work. 3. Background 3.1 Through multi-agency planning, the Nurtured DIG aims to ensure: • all West Dunbartonshire children have the best start in life and are ready to succeed; • families are supported in accessing education, learning and attainment opportunities and • ensure improved life chances for all children, young people and families. 3.2 The Nurtured DIG aims reflect the ambitions of the Council’s Integrated Children’s Services Plan (ICSP) 2021-23. (App.1) 3.3 In response to COVID19 partners have re-aligned priorities and support addressing challenges faced by children, young people and their families at this time. They are all now focussing on delivering core services in this period of recovery, informed by what is known about impact of the pandemic on our children and families. 3.4 Since March 2020 all Nurtured DIG engagement has been remote. This has proven effective and ensured the range of stakeholders has been able to attend. ITEM 11c Page 53
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3.5 Our Plan embeds the principles of Getting It Right for Every Child and ensures the United Nations Convention of Children's Rights is central to the development of our supports, services and engagement with all stakeholders. As identified in a previous Equalities Impact Assessment, this plan will have a positive impact of children and young people. 4. Main Issues 4.1 At time of writing, the Nurtured DIG Plan for session ’22-’23 is currently being reviewed. It will reflect next steps in progressing our ICSP and recent developments nationally and locally. The plan will focus on four main work streams: supporting mental health and wellbeing, the Getting It Right for Every Child refresh, the implementation of The Promise ’21-24 and the development of the Whole Family Wellbeing Fund plans. Members of the DIG will lead these work stream groups consisting of a range of partnership staff. 4.2 Extensive work has taken place relating to the recent inspection of children at risk of harm. An Oversight Group, chaired by Beth Culshaw, Chief Officer Health and Social Care Partnership, is focussed on implementing improvement plans to support the areas of development identified by the Care Inspectorate. Updates on progress and impact of the Action Plan will be reported at future meetings. 4.3 The Nurtured DIG will play a significant role in contributing to the required action and monitoring emanating from the inspection. A draft action plan has been devised and will involve input and support from a range of DIG members. A series of Improvement Planning Sessions with the Care Inspectorate are planned and will develop the skills, knowledge and understanding of DIG partners and service areas. 4.4 Work continues across all services and partners to improve our approaches to early identification of neglect. This ensures all vulnerable children remain a priority and that multi- agency meetings and care planning meetings are prioritised and informed by the Team Around The Child processes. All supervision sessions ensure standards of care are maintained. A cycle of multi-agency auditing is planned as part of the Joint Inspection Action Plan and will ensure robust Quality Assurance processes to inform improvement. 4.5 A priority of Children and Young People's Mental Health Community Supports and Services group is to establish a new service for young people experiencing emotional distress with the aim of "ask once get help fast". The new service 'West Dunbartonshire Distress Brief Intervention Associate Programme for young people aged 16yrs to 24yrs (26yrs for care experienced young people)' is specifically aimed at supporting young people who are experiencing 'emotional distress' and not requiring clinical interventions. Training of staff in two high schools has taken place and plans to expand this to the remaining three mainstream high school will happen before the end of the school year. Page 54
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4.6 The range of additional mental health and wellbeing supports noted in the February 2022 Partnership report continues to be developed and progressed. 4.7 Plans are underway to provide support to low income families over the summer holiday period. Alternative to free school meal funding payments will continue and a holiday food and childcare programme will be implemented. This will provide access to free childcare to enable families to continue working or remain in education or training. These plans align with the Child Poverty Action Plan and are targeted at six specific low income groups. A range of multi-agency partners will be involved in identifying families requiring support, supporting engagement and delivering sessions. 4.8 Phase 2 of CYP Community Mental Health Supports & Services Review is still being developed, exploring young people’s experiences of accessing mental health support, mental health information, and their understanding of the resources within the local area. The Health and Social Care Partnership Mental Health and Wellbeing in Primary Care Local Planning Group is finalising a Year One plan which will identify and help children, young people and their families with access and signposting to a range of mental health support pipelines. A development session planned for 19th May will inform the final version of this plan. 4.9 Plans to implement the national Trauma Training Plan are well underway. A newsletter has been established as a key means of raising awareness of Adverse Childhood Experiences and Trauma, communicating key messages, sharing good practice and learning opportunities and as a stimulus for action. There are currently 400 members of the Council workforce involved in this ‘community of practice’. Recent themes explored have been: bereavement and loss, healing through arts and the first 1001 days. Further viewing of the Resilience film is due to take place on 22nd June 2022.The purpose First 1001 Days. 4.10 There has continued to be a multi-agency focus, involving a range of partners and young people to review reporting formats for children's hearings. This work includes development of an assessment format in collaboration with panel members, Social Work, education, health and Scottish Children’s Reporter Administration. Parents, carers, children and young people are being consulted as an integral part of the process. This work will provide more relevant and inclusive reports to children's hearings where significant decisions in respect of the arrangements for the care of children and young people are agreed. 4.11 Educational Services are focussed on supporting the transition of our severe and complex learners to the next stages in their education and learning journey. An experienced panel of Education leaders from all service areas has been established which has identified the most appropriate setting to meet the needs of those who need the support of an enhanced setting. Transition planning with partners is in place to support those moving to adult services Page 55
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and beyond school. Approval has been given to expand the Additional Support Needs (ASN) learning estate to provide additional capacity in Kilpatrick School and to establish a new ASN school in the former Riverside Early Learning Centre. 4.12 Working 4U continues to address the underlying causes and symptoms of poverty. Activities centre on delivery of specialist services (Work, Learn, Money) with support for families, children and young people reflected in their contribution to the local child poverty action report. Recent key activities have included the development of youth outreach delivering diversionary activities and programmes for young people across the council. 4.13 A range of partners from Educational Services, Working 4U, Y-Sort-it and local organisations are embedding our new Engaging Learners Pathway. This aims to support those young people most at risk of dis-engaging with mainstream secondary education with a view to improving outcomes for them. The Youth Connections element of the pathway which is led by the Youth Alliance, focuses on three key areas of a young person’s life: • School life – Increased learning opportunities and attainment; • Home life – Work, Learn, Money support offered to family members through Working4U’s Family Opportunity Hubs; and • Community life – Support to access community based provision. To date, 33 young people have been referred onto the programme. • 16 Young People have been referred by the Education Interrupted Learners, of which 10 are participating in a group work programme. • 17 disengaged Young people have been referred and are all currently participating in one to one mentoring. 5. People Implications 5.1 There are no people implications as a result of this report. However, it is essential that partners re-align resource allocation and priorities to meet the needs of children, young people and families at this time. 6. Financial Implications 6.1 There are no direct financial implications for Community Planning West Dunbartonshire resulting from this report. All activities related to the implementation of these interventions are contained within service Budgets. 7. Risk Analysis 7.1 If the Council is unable to ensure positive outcomes for children, we will not be meeting their needs (Children and Young People Act 2014) (Equalities Act 2010). Page 56
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7.2 If the Council is unable to meet the needs of children, young people and families this could result in reputational damage. 8. Equalities Impact Assessment (EIA) 8.1 The revised supports and guidance enhance the quality of the service provided to all children, young people and families, therefore it can be seen to have a positive impact in terms of the equalities. 9. Consultation 9.1 Legal Services and the Section 95 Officer have been consulted in relation to the content of this report. 10. Strategic Assessment 10.1 This report reflects the Council’s aspiration to reduce inequalities for the people of West Dunbartonshire. Person to Contact: Claire Cusick Senior Education Officer Appendix Appendix 1 – WDC Integrated Children’s Services Plan 2021-23 Background Papers: CPD Nurtured DIG Report February 2022 Wards Affected: All Page 57
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Integrated Children’s Services Plan 2021-2023 Page 59
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Contents • Foreword 2 • Consultation and decision-making 3 • Family help 3 • Supporting those with additional needs 3 • The United Nations convention on the rights of the child 3 • Supporting children, young people and families who need it the most 3 • Mitigating against poverty 5 • Continuing collaboration and engagement and engagement processes 5 • Our strategic priorities 2020-2023 6 • Strategic outcomes 2021-2023 7 • Page 60
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Our Integrated Children’s Services Plan for 2021-2023 identifies our priorities for supporting children, young people and their families. These priorities will be carried out in collaboration with a range of agencies and partners and reflect the needs identified by us and in consultation with them. Our joint plan for 2021-2023 will be reported through our Nurtured Delivery and Improvement Group to the Community Planning West Dunbartonshire Management Board. Nurtured Group membership consists of partners from Educational Services, HSCP, Housing and Employability, Police Scotland, third sector partners, our Youth Alliance, Champions Board, SDS, Our Communities team and The Scottish Children’s Reporter and we will work in partnership to deliver our priorities over the next three years. Our plan embeds the principles of Getting It Right For Every Child and ensures the United Nations Convention of Children’s Rights is central to the development of our supports, services and engagement with all stakeholders. Our plan was delayed as a result of the impact of the COVID-19 pandemic, in order to allow us time to evaluate its impact on our communities and to re-align our focus reflecting identified needs. It is clear the impact of the pandemic on our children, young people and families will continue to influence our planning and focus for time to come. We know through experience and consultation that more families are in need of help to mitigate against the impact of poverty, that the emotional wellbeing of our children and young people and those who care for them has been impacted and that the repercussions on child development, attainment and achievement will continue to become more evident over time. Therefore, our plans and priorities will remain agile to address these issues. We will continue to work together to develop a West Dunbartonshire where all of our residents are: • flourishing • independent • nurtured • empowered • safe 2 West Dunbartonshire Council INTEGRATED CHILDREN’S SERVICES PLAN 2021-2023 Jonathan Hinds Head of Children’s Health, Care and Justice, Chief Social Work Officer West Dunbartonshire Council Laura Mason Chief Education Officer West Dunbartonshire Council Foreword Page 61
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Consultation and decision-making Our Integrated Children’s Services Plan has been informed by a range of consultation with children, young people and their families. This has ensured we are reflecting the voice, views, experiences and contributions they can make to our plans. Members of our Youth Alliance and Champions Board are integral to our Nurtured DIG and central to the review and evaulation processes of our plans as we progress. We have used information and data gathered from a range of consultation processes. Our Cost of the School Day survey for parents, pupils and staff informed our understanding of the challenges families face and informed interventions to mitigate against the impact of poverty on health and wellbeing and engagement in school and the community. We used local and national information from surveys of the impact of COVID on our children and young people to identify issues pertinent to them and which they feel have impacted on their lives. It is clear from these that we need to ensure a continued focus on supporting mental health and our responses to the trauma they have and are experiencing. Family help When reflecting upon engagement and involvement, children, young people and their families identified the opportunity to engage in a range of local out-of-school and extra curricular opportunities was valued. Our SHINE programme (Summer Holidays Involve Nurture Engage) and wider partner holiday programmes were recognised as being a valuable means of supporting fun family holiday activities which were free and provided an opportunity to access healthy food across the community. In collaboration we identified families most at risk, who benefited from this support and engagement over the holiday periods. We will continue to develop and extend this reflecting the current challenges presented by the pandemic. Our continued focus on supporting families with early help has been a successful means of ensuring timely and effective supports. In evaluations, families report they feel enabled and more able to manage the challenges they are presented with. They recognised the value of the range of parenting supports provided by partners, across the age ranges of children and young people. The consistent local ELC provision as a result of the Early Years Expansion has provided increased opportunities for them to access education and work. We know families have been challenged as a result of the pandemic in a range of ways. Financial worries, support mechanisms, change, loss and trauma experiences have increased stress on them. We will use this information to ensure our plans provide the earliest help by those closest to them. Supporting those with additional needs Reflecting national findings about involvement and engagement of children, young people and families with additional support needs, it is clear from our consultations that opportunities to be involved and included in activities as a family and out of school are important and valued but not happening often enough or varied enough. Collectively we will address this as part of our new plan. Our support for transitions to adult services has been good and developed well over recent years; with increasing numbers of young people accessing appropriate supports and destinations supported by multi-agency planning. However, evaluations by all involved identify we could continue to develop our transition processes ensuring all young people, regardless of setting are supported appropriately to their next destination. It is clear from staff and parent evaluations that we are effective in meeting the learning needs of children with additional support needs. However, the increasing numbers of children identified with additional support needs necessitates the development of robust professional learning programmes supporting all staff understanding and skills in the range of social, emotional and developmental needs of children and young people. The United Nations convention on the rights of the child The UNCRC incorporation in Scottish Law requires us as an Authority to protect and deliver Children’s Rights. To facilitate this process, we have aligned our implementation as an integral feature of our Children’s Planning. We will continue to develop this via our implementation of the Promise recommendations and our Participation and Engagement Strategy. These will ensure increased levels of participation from all sectors of children and young people and will help to demonstrate the impact of co-production of strategic planning and participatory budgeting on decisions effecting them and their communities. Our experiences and evaluations tell us COVID-19 has had a far reaching impact on our children and young people. We will use this information to plan with them how best to address their challenges as we progress towards recovery. Supporting children, young people and families who need it most Children and young people who are care experienced or Young Carers recognised the value of being involved and included in exercise and out of extra curricular activities can be compounded by challenges associated with their home circumstances. Partners have been innovative and committed to maintaining relationships and contact during the pandemic, however, it is clear this has proved a challenging and testing time for young people already marginalised. Together we will continue to plan supports to overcome barriers for learning, exercise and fun beyond the school day 3 4 West Dunbartonshire Council INTEGRATED CHILDREN’S SERVICES PLAN 2021-2023 West Dunbartonshire Council INTEGRATED CHILDREN’S SERVICES PLAN 2021-2023 Reducing the cost of the school day WEST DUNBARTONSHIRE Page 62
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Our strategic priorities 2020-2023 We are committed to Getting It Right For Every Child and our priorities for the next three years are based on these principles, reflecting our collective experiences of the impact of the pandemic. We will address the challenges of poverty, mental health and providing early family help; ensuring voices of those we serve are reflected in our subsequent actions; enabling them to be active participants. The priorities are: 1 Ensuring the wellbeing and safe care of all children and young people 2 All children and young people have equitable access to appropriate health provision and advice 3 Improved attainment and achievement for all children and young people 4 Ensure all children and young people have a safe and stable home environment 5 Respecting the voices of all children and young people in their life choices 6 Developing the engagement and participation of children and young people in all aspects of their lives 7 Ensuring all children and young people are empowered to overcome barriers to inclusion and have equitable access to opportunities which can increase feelings of isolation and anxiety; ensuring they are provided with a range of support mechanisms to be involved and engaged. In collaboration with The Promise Partnership Fund, we have created the posts of Promise Keepers. These postholders will work with partners across the Council to help us take the principles of the Promise to the heart of our work and plans. We are committted to ensuring transformational change to children, youg people and families in or on the edges of care. Our plans will ensure care-experienced young people and families are central to our decision making processes. Mitigating against poverty Whilst our Education Service was very well placed to support children and young people continue their learning online, our experiences during the pandemic inform us there was a clear divide in terms of families’ abilities to support their children’s engagement with online learning. Those with limited digital resources or internet access stuggled initially and were at risk of missing out and being isolated. In partnership with Scottish Government, Educational Services, Housing and Employability teams, HSCP and local partners have ensured connectivity and access to devices to all families considered in need either through deprivation, numbers in households, looked after status or other dividing means. This facility has ensured continuity in education, mentoring opportunities, individualised supports and wider social participation. We will continue to engage with families for whom circumstances change; supporting accordingly. Our Child Poverty Report has focused our joint work on supporting families to maximise income, supporting access to work, supporting the cost of living and in a range of other ways such as our Family Opportunities Hubs based in our local high schools and serving the local learning communities: supported by staff from a range of service areas. We are clear the economic and social impacts of poverty on our communities have been compounded by COVID-19 and are likely to remain so for time to come. Reflecting local and national statistical analysis, we will continue to ensure our joint planning focuses support to help address this impact on our most vulnerable members of our community. Continuing collaboration and engagement processes From necessity our means of networking, planning and engagement with children, young people, their families and partners has evolved. The opportunities presented have ensured continuity in Child Planning processes via remote meetings, continuity in collaborative planning, professional learning and the continued engagement with children and young people via a range of platforms such as Google Meet, Zoom and Microsoft Teams. Feedback informs us these developments have suited some families and enabled them to engage in a way that is accessible and comfortable to them. For others it has proved challenging and face-to-face engagement is preferred. This online remote model has been beneficial and supported our employees in flexible working approaches. We will continue to capitalise on this whilst remaining agile to the evolving picture of our communities and their needs post pandemic. 5 6 West Dunbartonshire Council INTEGRATED CHILDREN’S SERVICES PLAN 2021-2023 West Dunbartonshire Council INTEGRATED CHILDREN’S SERVICES PLAN 2021-2023 Page 63
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7 8 West Dunbartonshire Council INTEGRATED CHILDREN’S SERVICES PLAN 2021-2023 West Dunbartonshire Council INTEGRATED CHILDREN’S SERVICES PLAN 2021-2023 Wellbeing Indicator: Safe We will ensure the wellbeing and safe care of all children and young people LOIP: Improve life chances for all children, young people and families In partnership we will do the following: Indicators of progress UNCRC article: Continue to work across all services and partners to improve our approaches to early identification of neglect Ensure the Working with Neglect Practice Toolkit is used by all partners when there is a child at risk in the home Continue to work with colleagues in adult services to raise awareness of children and young people, including young carers, living with neglect and other issues impacting on their wellbeing Ensure that families are enabled to contribute to the development and planning of local services which are sustainable and lead to long-term positive outcomes for children and young people Reduced numbers of children and young people experiencing neglect becoming looked after or named on child protection register Greater support from colleagues in adult services evident within team around the family arrangements, supporting early identification and provision of early help Above will be evidenced by adult activity - single and multi-agency and service user feedback Self evaluation and service user feedback (3), (6), (12), (19), (27), (28), (29), (31), (39) Continue to improve multi-agency evidence based supports to ensure early response to meet the complex needs of children, young people and their families, by the development of effective local multi-agency forums with a view to collaboration towards a consensus in respect of those in need of early help Ensure that specific groups of children and young people such as children with disabilities, young carers, those who are care experienced, looked after at home or in kinship care are represented and their needs proactively considered at the earliest possible stage Ensure that special needs in pregnancy services are offering timely and responsive early help to vulnerable pregnant women ensuring a better start in life for babies in more vulnerable family situations Ensure that children, young people and their families are enabled to contribute to the development and planning of local services which are sustainable and lead to long-term positive outcomes for children and young people Reduced numbers of children and young people becoming looked after or named on child protection register More effective, timely and targeted responses to requests for assistance and support Audit activity - single and multi- agency and service user feedback Self evaluation and service user feedback Support staff to feel more confident in the use of chronologies as a tool assisting all staff to both identify harmful patterns of behaviour, and use this understanding in their work with families Further develop staff in the methodology and practice in respect of multi-agency chronology building Increased staff confidence in use of chronologies Audit activity - single and multi agency evidencing chronology building at all levels of service Self evaluation and service user feedback (3), (6), (12), (19), (27), (28), (29), (31), (34), (39 Wellbeing Indicator: Safe We will ensure the wellbeing and safe care of all children and young people LOIP: Improve life chances for all children, young people and families In partnership we will do the following: Indicators of progress UNCRC article: Through Better Hearings, we will continue to ensure that non-disclosure meaures are complied with by all agencies Develop a more effective and accessible report format for Children’s Hearing jointly with all stakeholders and partners Ensure that all reports are appropriately shared with children, young people, their families and the team around the family % compliance with measures Progress through plan utilise change science methodology, evaluate and review inclusive of service user feedback and impact assessment in respect of accessibility and understanding (2), (3), (6), (12), (14), (16), (21), (24), (25), (27), (28), (29), (30) Wellbeing Indicator: Healthy We will ensure all children and young people have equitable access to appropriate health provision and advice LOIP: All West Dunbartonshire children have the best start in life and are ready to success In partnership we will do the following: Indicators of progress UNCRC article: Ensure all children are reviewed as per Revised Universal Pathway Ensure all young carers have access to effective and timely health assessments and support within universal health provision Ensure all care experienced children and young people, including those looked after at home and in kinship care have access to appropriate medical, dental and mental health care via the Looked after Children and Young People Health Service and within universal health provision Ensure all TATC arrangements include an active reference to health outcomes for all children and young people Review uptake of all developmental assessments via Child Health Dashboard Improved health and wellbeing outcomes for all young carers Evidenced by self reporting, feedback and outcomes reported within TATC arrangements Improved health and wellbeing for all children and young people, who are looked after at home and in kinship care Evidenced via reporting framework with LACC health, audit activity and service user feedback re improved health outcomes, reported within TATC arrangements (3), (4), (6), (18), (24), (26), (27) Support young people with programmes to improve their mental health and wellbeing Develop access to counselling and mental health supports for P6-S6 pupils Ensure effective access to counselling and mental health supports for all young carers, children with disabilities, care experienced children and young people, including those looked after and in kinship care Numbers of young people accessing supports % increase in uptake of youth counselling and family wellbeing support % increase of staff trained in mental first aid % increase of young people becoming ambassadors (3), (4), (6), (18), (24), (26), (27) Strategic outcomes 2021-2023 Strategic outcomes 2021-2023 Page 64
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Wellbeing Indicator: Healthy We will ensure all children and young people have equitable access to appropriate health provision and advice LOIP: All West Dunbartonshire children have the best start in life and are ready to success In partnership we will do the following: Indicators of progress UNCRC article: Develop mental health first aid ambassador programme including proactive selection of both young carers and care experienced ambassadors (3), (4), (6), (18), (24), (26), (27) Develop the Icelandic Prevention Model (known as Planet Youth) as part of the Scottish pilot Completion of baseline survey (date TBC) Development of action plan with stakeholders Completion of follow up survey (3), (4), (6), (18), (24), (26), (27) Develop new and/or enhanced support and services aligned to the community mental health and wellbeing supports and services framework and programme for Government allocation Completion of a review and analysis of WD children and young people’s community mental health and wellbeing services and supports Progression of the development of a new WD Distress Brief Intervention (DBI) Associate Programme for young people aged 16 years to 24 years (26 years for care experienced people) Establishment of a WD DBI Associate Programme Implementation Group with associated implementation plan Number of frontline staff trained in level 1 DBI Implementation of phase 1 of DBI programme (3), (4), (6), (18), (24), (26), (27) Implement staff training component of the new CPWD Suicide Prevention Action Plan 2021-2023 Implement joint suicide response protocols Number of workforce trained on suicide prevention and self-harm Progress through plan (3), (4), (6), (18), (24), (26), (27) Continue to roll out Breastfeeding Friendly Scheme, including hard to reach pregnant mothers; building upon success of Gold Award 2% increase in breastfeeding at 6-8 weeks in most deprived data zones by 2022 Reach of project (3), (4), (6), (18), (24), (26), (27) Deliver child healthy weight minimum standards, including hard to reach pregnant mothers % of children in P1 at healthy weight (3), (4), (6), (18), (24), (26), (27) 9 10 West Dunbartonshire Council INTEGRATED CHILDREN’S SERVICES PLAN 2021-2023 West Dunbartonshire Council INTEGRATED CHILDREN’S SERVICES PLAN 2021-2023 Wellbeing Indicator: Achieving We will improve achievement and attainment for all children and young people LOIP: Families are supported in accessing education, learning and attainment opportunities In partnership we will do the following: Indicators of progress UNCRC article: Review and improve the function of multi-agency response and planning teams in schools Widen offer and reach of engagement opportunities Progress through joint services review plan Reduction in numbers of young people accessing day placements Numbers of young people accessing alternative pathways support (3), (4), (5), (6), (12), (18), (28), (29), (30) Review and improve support for most disengaged learners Develop the role and supports from our Interrupted Learner Service Ensure that all children living with disability or neurodiversity are offered educational opportunities which maximise their potential to achieve, and include transitional opportunities into higher or further education Increased reach of IL Service Numbers of young people supported Achievement and attainment figures (3), (4), (5), (6), (12), (18), (23), (28), (29), (30) Increase the number of care experienced young people, children and young people looked after at home and in kinship care, achieving a sustained positive destination More young people receiving continuing care have positive destinations on leaving school (3), (4), (6), (12), (27), (28), (29), (30), (31) Develop professional learning (across all age sectors) in speech language and communication with a real awareness on how interaction/ communication/language dev impacts on wellbeing as well as attainment Development of programme Number of establishments and staff trained across all sectors Number of communication enhanced environments (3), (4), (5), (6), (12), (18), (28), (29), (30) Deliver PEEP Learning Together Programme Number of EELs trained to deliver PEEP programme Numbers of families engaged in the programme Numbers of parents who uptake training and work following the programme Increased parental knowledge and confidence in how to support their child’s learning and play in day-to- day life Children’s personal, social and emotional development, communication and language, early literacy and maths and/or health and physical development improve (3), (4), (5), (6), (12), (18), (28), (29), (30) Strategic outcomes 2021-2023 Strategic outcomes 2021-2023 Page 65
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Wellbeing Indicator: Nurtured We will ensure all children and young people have a safe and stable home environment LOIP: Improve life chances for all children, young people and families In partnership we will do the following: Indicators of progress UNCRC article: Develop a CPWD 10 year nurtured strategy Completion of action plan to support the development of the strength based strategy in response to key themes from rapid systematic review Number of partners participating in strength-based ‘Resilience’ hub Implementation of training programme plan aligned to NHS National Education for Scotland (NES) trauma training framework implementation (2), (3), (6), (12), (14), (16), (24), (25), (27), (28), (29), (30), (31) Focus on preventative support to families by utilising early help opportunities wherever possible, by the development of effective local multi-agency forums with a view to collaboration towards a consensus in respect of those in need, including increased uptake of the Family Nurse Partnership Service Identification of family based alternative care wherever possible to secure long-term stability, including provision of direct support to kinship carers and themed understanding of their needs. And those children and young people in their care Ensure more effective provision of child contact for all care experienced children % reduction children and young people becoming looked after or named on child protection register % reduction children in kinship care requiring formal care placements % increase kinship placements providing secure, permanent care for children and young people % reduction in drift and progression of plans for children within prescribed timeframes towards permanence at home as a positive destination Above will be evidenced by audit activity - single and multi-agency and service user feedback Self evaluation and service user feedback Data reflecting uptake of Family Nurse Partnership Child Health Dashboard provide uptake on RUP antenatal contact % increase in uptake Family Wellbeing supports (2), (3), (4), (5), (6), (12), (14), (16), (18), (20), (24), (27), (28), (29), (30), (31) Deliver effective parenting support that helps families including: Family First, Positive Parenting Programme (PoPP), Solihull Approach, Family Nurse Partnership, Incredible Years, Video Interactive Guidance (VIG), Parent Under Pressure (PUP), Family Group Decision Making, Family Group Therapy % of parents accessing family supports indicating an improvement in their family wellbeing % increase in improved outcomes for children on completion of parent programmes (2), (3), (4), (5), (6), (12), (14), (16), (18), (20), (24), (27), (28), (29), (30), (31) 11 12 West Dunbartonshire Council INTEGRATED CHILDREN’S SERVICES PLAN 2021-2023 West Dunbartonshire Council INTEGRATED CHILDREN’S SERVICES PLAN 2021-2023 Wellbeing Indicator: Nurtured We will ensure all children and young people have a safe and stable home environment LOIP: Improve life chances for all children, young people and families In partnership we will do the following: Indicators of progress UNCRC article: Ensure our residential and foster placements meet the needs of our children and young people regardless of setting i.e. parents, foster carers or supported carers Support children and young people to remain in a positive care placement until they are ready to move on and/or provide good quality accommodation with effective local options to support their needs Provide effective and timely planning support as per continuing care legislation and guidance Feedback from children and young people % reduction in placement breakdown or disruption % increase in placement figures and moving on rates evidencing young people accessing housing, employment and further educational opportunities locally % increase in positive destinations for all care experienced young people (2), (3), (6), (12), (14), (16), (21), (24), (25), (27), (28), (29), (30), (31) Identify eligible two year olds and optimise uptake of early learning and childcare Identify two year old children of care experienced adults Improve delivery of Play at Home programme and resources Online programmes for parents of babies and toddlers including: baby massage, baby yoga, Bookbug and Play at Home % increase in uptake of free ELC for eligible two year olds and children of care experienced adults 30 month assessment Uptake of sessions offered online (3), (4), (5), (6), (12), (18), (28), (29), 30) Strategic outcomes 2021-2023 Strategic outcomes 2021-2023 Page 66
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Wellbeing Indicator: Respected We will respect the voices of all children and young people in their life choices LOIP: Improved life chances for all children, young people and families In partnership we will do the following: Indicators of progress UNCRC article: Implement the national Independent Review of Care Report (The Promise) recommendations (Rights and Participation) in collaboration with children and young people Develop the role of the Champions Board/Mini Champs with all aspects of Corporate Parenting Develop wider engagement and reach of children and young people with the Champions Board (Rights and Participation) Progress of Implementation Plan Reach of Champions Board Reach and numbers of engaged (2), (3), (4), (5), (6), (12), (13), (14), (16), (17), (18), (30) Develop Mentors in Violence Prevention Programme Number of schools participating in Mentors in Violence Programme Number of young people trained and partners engaged (2), (3), (4), (12), (13), (14), (18), (30) Deliver the National Relationships, Sexual Health & Parenthood Programme in education and community settings Improving access for young people, parents and professionals on sexual health and relationship matters and how to stay safe online Numbers of support sessions and participants, learning about safety online % increase of parents/carers reporting they feel supported to parent their children % of young people who say they are informed to make lifestyle choices and decision (2), (3), (4), (12), (13), (14), (16), (18), (30) Ensure that all children and young people with complex needs or neurodiversity are active participants in all planning respect of their needs Develop our Transition Framework and Timeline to support post school transitions for children with complex needs Ensure that where appropriate young people requiring ongoing support from adult services are planned for in a timely fashion and are active participants in all planning respect of their needs % increase of young people achieving and sustaining a positive destination on leaving school Service user feedback (2), (3), (4), (5), (6), (12), (13), (14), (16), (17), (18), (30) Continue to implement aspects of the Carers (Scotland) Act 2016 that apply to young carers Development and implentation of Young Carers Strategy Numbers of young carers supported with statements Number of young carers supported via groups and 1-1 support sessions (2), (3), (4), (5), (12), (13), (14), (16), (17), (18), (30) 13 14 West Dunbartonshire Council INTEGRATED CHILDREN’S SERVICES PLAN 2021-2023 West Dunbartonshire Council INTEGRATED CHILDREN’S SERVICES PLAN 2021-2023 Wellbeing Indicator: Responsible We will develop the engagement and participation of children and young people in all aspects of their lives LOIP: Improved life chances for all children, young people and families In partnership we will do the following: Indicators of progress UNCRC article: Implementing new UNCRC Bill (Act) and findings from previous Rights Action Plan (2020-2023) (ALL) Progress through Implementation Plan Number of services, staff and stakeholder awareness raising sessions (2), (3), (4), (6), (8), (12), (13), (14), (16), (17), (18), (30) Promote a model of participation and engagement that will involve children and young people in the life of children’s services plan and in locality planning Design and delivering opportunities for young people’s Participatory Budgeting Production and implementation of plan % of participatory budget agreed by young people (2), (3), (6), (12), (14), (16), (21), (24), (25), (27), (28), (29), (30) Improve the quality of planning for vulnerable children ensuring their rights and voice are integral to the process Undertake the locality based joint professional learning and Child’s Plan training for all staff, including third sector partners % satisfaction woth planning processes Numbers of training sessions % staff trained % satisfaction with training (2), (3), (4), (6), (8), (12), (13), (14), (16), (17), (18), (30) Implement changes to the Age of Criminal Responsibility and the impact this will have upon children and young persons Educate partners on the changes to the Age of Criminal Responsibility Progress through implementation plan Number of awareness raising sessions and partners engaged (2), (3), (4), (5), (6), (8), (12), (13), (14), (16), (17), (18), (40) Facilitate young people’s meaningful involvement in and contribution to Play Sufficiency Assessments as required by section 16D of the Planning (Scotland) Act 2019 (Guidance due for imminent publication by Play Scotland, opportunity for West Dunbartonshire to be a test site) https://www.playscotland.org/about/play-strategy/ policy-scotland-supporting-play/ Number of young people involved in Play Sufficiency Assessment Play Sufficiency Improvement Plan (2), (3), (4), (6), (12), (13), (31) Undertake engagement using a co-production approach with young people, seeking views from children, young people and their families on local needs in relation to community mental health and wellbeing supports and services Completion of report on findings and key recommendations for future children and young people’s community mental health & wellbeing supports and services (2), (3), (4), (5), (6), (8), (12), (13), (14), (16), (17), (18) Strategic outcomes 2021-2023 Strategic outcomes 2021-2023 Page 67
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Wellbeing Indicator: Included We will ensure all children and young people are empowered to overcome barriers to inclusion and have equitable access to opportunities LOIP: Improved life chances for all children, young people and families In partnership we will do the following: Indicators of progress UNCRC article: Continue our multi-agency approach to helping families with housing, debt, to access employability support and employment and with income maximisation Progress with Child Poverty Action Report and associated indicators (2), (3), (4), (6), (17), (18), (23), (26), (27), (31) Ensure care experienced children and youong people are supported to access to local facilities and clubs Increase the range of the leisure, sports, and arts programmes available to children, young people and families and support them in overcoming barriers to attending Extend the SHINE holiday hunger programme; ensuring targeted support for care experienced children and young people and those with additional support needs % increase in participation rates % increase in options and participation numbers Number of partners, participants, lunches % of participants and families to indicate they benefited from involvement (2), (3), (4), (6), (18), (23), (26), (27), (31) We will continue to offer evidence based parenting opportunities to our most vulnerable families both virtually and face-to-face when circumstances permit We will continue to support and train frontline staff engage with families who find our services hard to access Numbers of families engaging with opportunities and parenting programmes Number and confidence of staff engaging in training and coaching sessions (2), (3), (4), (6), (17), (18), (23), (26), (27), (31) Plans and structures that support us to succeed Health and Social Care Partnership Strategic Plan and Annual Performance Reports Education Service Plan and Annual Performance Reports Council and NHS GG&C Mainstreaming Reports Local Outcome Improvement Plan and Safe Strong and Included Delivery and Improvement Group Criminal Justice Partnership Plan Raising Attainment Strategy Corporate Parenting Strategy CPP Improvement Plan WDC Local Housing Strategy Pregnancy and Parenthood in Young People Strategy Community Planning Parenting Strategy 15 West Dunbartonshire Council INTEGRATED CHILDREN’S SERVICES PLAN 2021-2023 Strategic outcomes 2021-2023 Page 68
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Report by Chair of the Empowered DIG Management Group: 21 June 2022 _______________________________________________________________ Subject: Empowered DIG Update 1. Purpose 1.1 The purpose of this report is to update members on the progress of the Empowered DIG, outlining the core outcome areas of the 2022-24 workplan. 2. Recommendations 2.1 The CPP Management Group is asked to • Note the contents of the report and the work undertaken and planned. 3. Background 3.1 The Empowered DIG action plan spans three local outcomes: We live in engaged and cohesive communities; Citizens are confident, resilient and responsible and Carers are supported to address their needs. 3.2 Following recent discussions within the Management Board the group have adopted the agreed strategic themes - Empowerment, Sustainability and Wellbeing - to guide the development of the refreshed action plan. 4. Main Issues 4.1 To ensure the maximum benefit from DIG collaboration, members have chosen to focus activity in 8 key areas. Implementation of the Community Empowerment Action Plan (Empowerment) 4.2 The Project Board and Project Teams continues to progress activity against the 7 themes of the outline delivery plan – awareness, knowledge and understanding of community empowerment; building confidence; promoting the National Standards for Engagement; collaboration; building skills; resources and infrastructure; and social renewal and increased participation. ITEM 11d Page 71
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4.3 Given the long-term nature of the plan, this remains a live document subject to up-date at regular intervals and as tasks are completed. Work is ongoing to align the following key activity areas milestones into the 2022 action plan: • Kindness Campaign • Participatory Budgeting • Community Asset Transfer. Increased Rate of Volunteering (Empowerment) 4.4 The profile of volunteering continues to rise and will be boosted further with the formal launch of Scotland’s Volunteering Action Plan in June 2022. The 2021 Third Sector census identified a relatively stable adult volunteering rate of around 30%, but with a reduced number of volunteering hours committed, largely due to the implications of lockdown. 4.5 Mirroring the national perspective, despite the welcome increase in volunteering interest during the early days of the pandemic, West Dunbartonshire continues to rely on a civic core. This necessitates a need to consider issues of under-representation and the changing nature of volunteering demand. 4.6 In line with the key principles of the Volunteering Action Plan, activities planned to be included in the next DIG plan address issues of inclusion, place, recognition and participation and include: • Improving Supply and Demand • Improving the Volunteer Experience • Annual Volunteer Survey. Implementation of the CLD Action Plan (Empowerment) 4.7 The Community Learning and Development (Scotland) Regulations 2013 place a statutory requirement on local authorities to publish a CLD plan every three years. The current plan spanning the period 2021 – 2024, offers a commitment to work collaboratively to overcome the most significant issues facing our communities. 4.8 The Plan is underpinned by a partnership delivery approach including the Adult Learning Partnership, Youth Alliance and Community Alliance. These partners include representatives from other council services (Education, Libraries, Leisure) and health and social care services. They also include representatives from relevant organisations from third and independent sectors and West College Scotland. 4.9 The aim of the Plan and its alignment with the Empowered DIG is to improve access to learning opportunities (no wrong door) and work together to support staff with the relevant skills to meet the changing demands they face Building on the positive recovery messages contained within the plan, the DIG action plan will focus on three key areas in support of individuals, families Page 72
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experiencing poverty and disadvantage, and thriving community organisations being: • Expand opportunities for Community Based Adult Learning • Align volunteering experience and employability • Increasing support to community organisations. Support to improve community mental health and wellbeing (Wellbeing) 4.10 Good mental health and well-being supports citizens to achieve their potential, cope with the everyday stresses of life, and positively contribute to their community. As part of the 2021-22 Recovery and Renewal Fund, the Minister for Mental Wellbeing and Social Care announced a new Communities Mental Health and Wellbeing Fund (the Fund) to support mental health and well-being in communities across Scotland. 4.11 The Fund distributed by West Dunbartonshire CVS as the Third Sector Interface (TSI’s), targeted resourcing towards community groups and organisations, reflecting the importance placed on community support as part of the overall mental health infrastructure. 4.12 Given the recent announcement that the fund will again be made available to West Dunbartonshire CVS for the period 2022-23, it has been determined that the Empowered DIG offers an effective vehicle through which to ensure the benefit of the fund is maximised. Planned activity milestones will include: • Representation on the Fund scoring panel • Engagement with the awardees network. Oversight of Dementia Friendly West Dunbartonshire (Wellbeing) 4.13 The refreshed DIG action plan seeks to build on the successful re- establishment of Dementia Friendly West Dunbartonshire partnership in 2021- 22. Dementia Friendly West Dunbartonshire (DFWD), a cross-sector authority wide initiative, commenced in 2015, providing a programme of community level awareness raising. 4.14 After a brief hiatus during the height of the pandemic, the DFWD management group resumed monthly meetings in 2021 to ensure delivery against the activity plan agreed and funded by the Dementia Strategy Group. In addition, the partnership has successfully secured external funding for a Call Blocker initiative, to reduce the prevalence of telephone financial scam calls. 4.15 Oversight by the Empowered DIG and via the Safe DIG provides a strong partnership governance route through which the planned activities can be monitored and reported: • Dementia Ambassadors Network • Awareness Raising and Community Pledge Programme • Communications Strategy • Herbert Protocol Community Roll-out • Call Blocker Roll-out. Page 73
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Increasing physical activity (Wellbeing) 4.16 The health benefits of a physically active lifestyle are well documented, associated with better mental and physical wellbeing, improving cognitive function, reducing the risk of stress and depression and reducing the risk of falls in those with mobility issues. 4.17 While previous generations were generally more active, current work and travel patterns have contributed to higher levels of sedentary behaviour. The Scottish Health Survey (2020) suggests that only 62% of West Dunbartonshire adults meet the guideline 150 minutes of moderate or vigorous physical activity per week. 4.18 In line with the Scottish Household Survey having identified walking as the preferred activity across the authority, the DIG planned activities, working collaboratively with the Independent DIG where appropriate, are: • Health literacy around the benefits of walking/wheeling • Strength and Balance activity • Supporting and promoting the 150-minute standard • Dementia Friendly Walking Accreditation. Supporting 20-minute neighbourhoods (Sustainability) 4.19 The Programme for Government commits the Scottish Government to working with local government and other partners to take forward ambitions for 20- minute neighbourhoods. These are places designed to give residents the ability to meet the vast majority of their daily needs within a 20-minute walk (approximately 800 metres) of their home; through access to safe walking and cycling routes, or by public transport. 4.20 Research consideration of 20-minute neighbourhoods in a Scottish context highlight two key ambitions which fall within the remit of the Empowered DIG: • Every neighbourhood in Scotland should be facilitated to be a 20-minute neighbourhood • Communities should be empowered to make changes in their neighbourhoods to allow them to meet their daily needs in a fair and equitable way. 4.21 In seeking to progress defined milestones for the final plan, the Empowered DIG will work collaboratively with the Flourishing DIG. Approaches addressing the cost of living challenge (Sustainability) 4.22 In support of the West Dunbartonshire Child Poverty Action Plan and against the backdrop of the emerging cost of living challenges, the Empowered DIG has identified the need to focus on how best to engage partners in a life-cycle approach to challenging community poverty. Page 74
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4.23 In light of the emerging nature of the situation and alongside and in support of the Nurtured DIG, activities to be taken forward to address the drivers of poverty are being finalised across the 3 key activity areas: • Maximising Earnings engagement to address the, • Income Maximisation • Cost of Living support. 5. People Implications 5.1 There are no personnel issues at this time 6. Financial Implications 6.1 There are no funding issues at this time. 7. Risk Analysis 7.1 There are no specific unassessed risks relating to this report 8. Equalities Impact Assessment (EIA) 8.1 There are no specific EIA requirements relating to this report 9. Consultation 9.1 Ongoing consultation activity is planned across both the DIG membership and the Chairs Group as the final workplan is signed-off. 10. Strategic Assessment 10.1 The contents of this report could impact on all community planning strategic priority areas. Person to Contact: Selina Ross selina@wdcvs.com Background Papers: Wards Affected: All Page 75
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OFFICIAL Report by Chief Inspector Coleen Wylie, Safe Delivery and Improvement Group Chair Management Group: 21 June 2022 __________________________________________________________________ Subject: Safe Delivery and Improvement Group Update 1. Purpose 1.1 The purpose of this report is to update the members on the progress of local outcomes within the Local Outcome Improvement Plan 2017-2027 being delivered by the Safe Delivery and Improvement Group (DIG). 2. Recommendations 2.1 Community Planning West Dunbartonshire are asked to note the contents of this report. 3. Key Discussions 3.1 The most recent Safe DIG meeting was held on 25 January 2022 with the next meeting due to be held on 16 May, however partnership activity and progress has taken place during this time. 3.2 As described in previous updates, Safe DIG meetings will continue to choose specific themes from current action plan allowing fuller discussion around some of the challenges and support required for particular issues. Updates as follows; 3.3 Anti-social behaviour/Violence “Safe Summer” partnership meetings have continued since being set up in February 2022. These allow for necessary discussion and planning of joint activities to address objectives agreed in revised Action plan, focusing on problematic locations such as Balloch Park. Planning will consider learning from notable instances of ASB in past years. Several joint action plans have already taken place during periods of good weather, involving Police Scotland, WDC, BTP, Scotrail (Travel Safe teams), National Parks. Partnership activity will extend to include youth diversionary services where available, to educate and divert young people from the harms associated with this behaviour. ITEM 11e Page 77
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OFFICIAL In consultation with key stakeholders, the Safe DIG is working towards developing an Anti-social Behaviour strategy, which will include policy statements from relevant agencies/services which drives appropriate information sharing and proportionate interventions which tackle early indicators of this type of behaviour. Key to this is effective community engagement and reporting. Night Zone West (NZW) Following from the SafeDIG in January a Working Group was established, led by WDC Communities Team, to review the present status of NZW with an ambition to work with partners to establish a sustainable model of providing a safe environment and a safe place for those socialising in the late evening across West Dunbartonshire’s main towns. The focus of this group is to review potential gaps and opportunities whereby the initiative can be improved to complement existing community services and assets, and to pilot a model that can be expanded to cover a wider area and over an extended time period. 3.4 Tacking Substance related harms- Location based Needs Assessment Highlighted and brought to the Safe DIG by West Dunbartonshire Alcohol and Drugs Partnership, this initiative is bringing partners together from a range of safety, health and wellbeing backgrounds to consider a Public Health approach to tacking substance related harms. A working group has been established and early discussion has taken place to consider necessary objectives/outcomes with a focus on engaging with people most at risk of harm and including wider community. The initiative will focus on the area of Dalmuir, to consolidate and evaluate data and information held by partners to assess known risk factors whilst assessing where potential gaps and opportunities lie for enhanced prevention activity. 3.5 Suicide Prevention - Distress Brief Intervention (DBI) DBI is a partnership approach led by West Dunbartonshire HSCP and aims to provide a framework for delivering support to people experiencing distress. Training is provided by the charity SamH and has been ongoing with referrals being accepted as of March 2022. Training allows for staff from partner organisations to identify individuals in need, engage with them and refer them to qualified staff who will contact the person in distress within 24-hours and provide community-based support, including distress management planning, for a period of up to 14 days. The West Dunbartonshire service will target 16-24 year olds or 26yrs if care experienced, for the first 12 months. Page 78
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OFFICIAL 4. Additional Matters – Partnership Approach to Water Safety (PAWS) 4.1 The PAWS group continues to be active with good representation from key partners/stakeholders, completing review/debrief following any notable water related incidents/safety concerns and identifying areas for improvement and awareness raising. PAWS groups is being establishe in all local authority areas of Scotland as per the Community Safety Minister’s Action Plan on Water Safety. This will be done using the model that we designed in WD 12 months ago and I think is great recognition of the work that all partners are carrying out in the area with the support of Safe DIG. 5. People Implications 5.1 No, all activity is delivered through the existing teams of the Community Planning partners. 6. Financial Implications 6.1 There are no direct financial or procurement implications from the updates detailed in this report. 7. Risk Analysis 7.1 The responsibilities contained within the Community Empowerment (Scotland) Act 2015 and the Community Justice (Scotland) Act 2016 are fundamental to planning and delivery of better services. The partners’ commitment to the Safe DIG is an acknowledgement that the importance of this work is recognised. 8. Equalities Impact Assessment (EIA) 8.1 Whilst an EIA is not required for the focus of the Safe DIG, for each of the new outcomes agreed by the Safe DIG Partnership, these will be checked against the aspects of Equality, Wellbeing, Sustainability and Empowerment. 9. Consultation 9.1 This is an update on areas of work relating to the current work of the Safe DIG. Consultation is carried out relevant to each project and initiative, as appropriate by the action lead/partner agency. 10. Strategic Assessment 10.1 This report confirms that the SPWD continues to deliver against the outcomes set in the Local Outcome Improvement Plan. However the impact on Page 79
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OFFICIAL resources and operational capacity as a result of Covid 19 cannot be underestimated and there will be challenges in some delivery. ________________________ Person to Contact: CI Coleen Wylie coleen.wylie@scotland.police.uk Appendices: Partnership Approach to Water Safety Quarter 4 update paper. Background Papers: None Wards Affected: ALL Page 80
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OFFICIAL Partnership Approach to Water Safety West Dunbartonshire PAWS The PAWS group held their Q4 review on 14/4/22 via Microsoft Teams. Public Rescue Equipment (PRE) • West Dunbartonshire Council are looking at protective housings for the life rings on the bridges over River Leven to deter misuse of equipment. • PRE inspections continue to be carried out by WDC, National Park staff and various local volunteers. Education • Police Scotland and Loch Lomond & Trossachs National Park Rangers worked together to deliver practical water safety input to 1100 school pupils which was very well received. • The first of 5 new water safety packages from Water Safety Scotland will be launched on 25/4/22 and will be utilised by Partners throughout WD with the support of WSS. Multi Agency Training • The second delivery of the RNLI Waterside Responder Scheme in WDC will take place on 21 and 22 April 2022 at Bowling Harbour and Duncan Mills Memorial Slipway on Loch Lomond. Event will be hosted jointly by RNLI and SFRS and attended by Police Scotland, Loch Lomond & Trossachs National Park, Loch Lomond Rescue Boat, and Scottish Canals. Media • Partners continue to be active on their social media accounts raising awareness and amplifying the messages of Partner agencies. Minister’s Action Plan on Water Safety • Members of the PAWS Group were invited to meet with Community Safety Minister, Ash Regan, on 25/3/22 for the launch of her Water Safety Action Plan at Loch Lomond. • The event was well attended by Partners who had the opportunity to discuss the work we are doing in WD. • The Action Plan sets several targets, one of which is for all Local Authority areas in Scotland to set up a PAWS group. This will be done using the model designed in WD which I believe is recognition of the fantastic efforts made by Partners with the ongoing support of Safe DIG. Incident Review • Unfortunately, on 26/2/22, an adult male returning to his home address after drinking alcohol is believed to have accidentally fallen into the River Leven near Renton. His body was recovered from the river by Police Marine Unit on 7/3/22. • PAWS Group convened on 28/3/22 to hold an Incident Review. • An update on this review was submitted to Safe DIG on 28/3/22. Suicide Prevention Appendix 1 Page 81
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OFFICIAL • Link between PAWS and WDC Suicide Prevention Groups has been established. Yoker Bridge • Chris Dalrymple of Renfrewshire Council is acting as a single point of contact between the 3 local authority areas of West Dunbartonshire, Glasgow, and Renfrew regarding the bridge. • Chris is now a member of WD PAWS and will support the Group. Drowning Incident Review (DIR) • DIR is in the final stages of it’s Pilot Process and will soon be available for wider use by water Safety Groups as per the Minister’s Action Plan for Water Safety released on 25/3/22. • Water Safety Scotland granted me access to DIR as a continuation of the pilot for the review held in WD on 28/3/22. This is the first time that DIR has been implemented in any Local Authority area in Scotland after a drowning incident. PAWS Document Revision • A revised PAWS document for 2022/23 will be created during Q1 when the statistics for 2021 are published by RoSPA. James Sullivan WDC PAWS Chair Scottish Fire & Rescue Service Page 82