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West Dunbartonshire Council · 17 November 2022
Back to Community Planning West Dunbartonshire Management Board — 17 November 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: Thursday, 17 November 2022 ___________________________________________________________________ Time: 14:00 ___________________________________________________________________ Format: MS Teams ___________________________________________________________________ Contact: Ashley MacIntyre, Committee Officer Email: 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 PETER HESSETT Chief Executive Page 1
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Distribution:- Councillor Martin Rooney (Chair) Councillor Michelle McGinty Councillor Clare Steel Peter Hessett, 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) John Anderson, Manager, West Dunbartonshire Leisure Trust Liz Connolly, Principal, West College Scotland Elizabeth Dean, Department of Works and Pensions Lorna Gibson, Superintendent, Police Scotland Jimmy Hyslop, Operations Manager, Scottish Natural Heritage Sharon Kelly, Head of West Region, Skills Development Scotland Bruce Kiloh, Principal Transport Policy Officer, Strathclyde Partnership for Transport Anne MacDougall, Chair of the Community Alliance Joe McKay, Local Senior Officer – West Dunbartonshire, Scottish Fire & Rescue Service Mark Newlands, Scottish Enterprise Kevin Quinlan, Scottish Government Location Director Selina Ross, Manager, West Dunbartonshire Community Volunteering Service Damon Scott, Dunbartonshire Chamber of Commerce Noreen Shields, Nursing Director, NHS Greater Glasgow and Clyde Catherine Topley, Chief Executive, Scottish Canals Gordon Watson, Loch Lomond & the Trossachs National Park Gerry Watt, Scottish Prison Service 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: 3 November 2022 Page 2
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COMMUNITY PLANNING WEST DUNBARTONSHIRE MANAGEMENT BOARD THURSDAY, 17 NOVEMBER 2022 AGENDA 1 APOLOGIES 2 DECLARATIONS OF INTEREST Members are invited to declare if they have an interest in any of the items of business on the agenda and the reasons for such declarations. 3 MINUTES OF PREVIOUS MEETING 5 - 9 Submit for approval as a correct record, the Minutes of Meeting of the Community Planning West Dunbartonshire Management Board held on 28 September 2022. 4 ACTION LOG 11 - 12 Rona Gold, report author. 5 DRAFT CONTENT FOR COMMUNITY PLANNING ANNUAL 13 - 14 REPORT 2021/22 Appendix To Follow Rona Gold, report author. 6 COMMUNITY PLANNING EXECUTIVE GROUP 15 - 22 Peter Hessett, report author. 7 COMMUNITY JUSTICE ANNUAL RETURN To Follow Beth Culshaw, report author. 8/ Page 3
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8 SHAPING PLACES FOR WELLBEING To Follow Margaret-Jane Cardno, report author. 9 DELIVERY IMPROVEMENT GROUP (DIG) UPDATES (a) Flourishing – Peter Barry 23 - 29 (b) Independent – Fiona Taylor 31 - 32 (c) Nurtured – Laura Mason 33 - 37 (d) Empowered – Selina Ross To Follow (e) SAFE – Lorna Gibson 39 - 42 10 DATE OF NEXT MEETING Thursday, 16 February 2023 at 2.00 p.m. Page 4
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COMMUNITY PLANNING WEST DUNBARTONSHIRE MANAGEMENT BOARD Wednesday, 28 September 2022 Present: Councillor Martin Rooney (Chair) West Dunbartonshire Council Councillor Michelle McGinty West Dunbartonshire Council Peter Hessett West Dunbartonshire Council Amanda Graham West Dunbartonshire Council Peter Barry West Dunbartonshire Council Claire Cusick (on behalf of Laura Mason) West Dunbartonshire Council Beth Culshaw West Dunbartonshire Health and Social Care Partnership Fiona Taylor West Dunbartonshire Health and Social Care Partnership Rona Gold Shared Service, Community Planning, Argyll and Bute Council John Anderson West Dunbartonshire Leisure Trust Craig Bendoris Skills Development Scotland John Binning Strathclyde Partnership for Transport Rebecca Campbell NHS Greater Glasgow and Clyde Liz Connolly West College Scotland Bob Davidson Developing the Young Workforce West Lucy Dunbar Argyll and Bute Council Lorna Gibson Police Scotland Jimmy Hyslop Nature Scot Janice Kennedy Scottish Enterprise Sean Lynch West Dunbartonshire Council Gregg McKearney Scottish Fire and Rescue Judith McLaughlin Department for Work and Pensions John McLuckie Argyll and Bute Council Jimmy Monaghan West Dunbartonshire Council Selina Ross West Dunbartonshire CVS Damon Scott Dunbartonshire Chamber of Commerce Gerry Watt Scottish Prison Service Apologies: Councillor Craig Edward West Dunbartonshire Council Laura Mason West Dunbartonshire Council Lesley James West Dunbartonshire Health and Social Care Partnership Catherine Topley Scottish Canals James Russell Skills Development Scotland ITEM 3 Page 5
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Councillor Martin Rooney in the Chair STATEMENT BY CHAIR Councillor Martin Rooney, Chair, welcomed everyone to the September meeting of the Community Planning West Dunbartonshire Management Board. DECLARATIONS OF INTEREST It was noted that there were no declarations of interest in any of the items of business on the agenda. RECORDING OF VOTES The Board agreed that all votes taken during the meeting would 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 21 June 2022 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. VARIATION IN ORDER OF BUSINESS Having heard the Chair, the Board agreed to vary the order of business as hereinafter minuted. DYW WEST PRESENTATION Bob Davidson, Developing the Young Workforce West (DYW) gave a presentation to the Board. The main points covered in the presentation were an introduction to Developing the Young Workforce West and the Young Person’s Guarantee (YPG) and information on how organisations can become involved. Contact details and useful links: Bob Davidson, Programme Director, Developing the Young Workforce West - bob.davidson@dywwest.co.uk Page 6
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www.dywwest.co.uk/ypg www.youngpersonsguarantee.scot MEMBERS OF THE SCOTTISH YOUTH PARLIAMENT (MYSPs) Sean Lynch and Jimmy Monaghan, Working 4U, West Dunbartonshire Council introduced a pre-recorded video by Jessica Boyle and Tian Qi Yu, Members of the Scottish Youth Parliament (MYSPs). The purpose of the video was to provide an introduction to the MYSPs. Contact details and useful links: Jessica Boyle, MYSP, Clydebank and Milngavie - Jessica.boyle.msyp@sypmail.org.uk Tian Qi Yu, MYSP, Dumbarton – tian.qi.yu.msyp@sypmail.org.uk Note: Please ensure Jimmy Monaghan – Jimmy.Monaghan@west-dunbarton.gov.uk is included in any emails being sent to the MSYPs to ensure they are fully supported. www.syp.org.uk CONSULTATION ON STRATEGIC PLAN The Shared Service Community Planning Manager provided a verbal update regarding Consultation on the Strategic Plan, confirming the consultation period had ended and thanking partner organisations for their contributions. COMMUNITY PLANNING EXECUTIVE GROUP A report was submitted by the Chief Executive providing an update on work progressing through the Community Planning Executive Group (CPEG). After discussion and having heard the Chief Executive in further explanation and in answer to Members’ questions, the Board agreed:- (1) to note that there had been a change to the chair of the Safer Development and Improvement Group (DIG) as Coleen Wylie, Chief Inspector - Local Area Commander, Police Scotland had moved post; (2) to note that Partnership working on Community Justice and on the Joint Children’s Services Action Plan will be regularly reported within Community Planning through either the Executive Group or the Management Board to ensure oversight and understanding of partners as to the requirements within these for Community Planning; and (3) to note the annual report for Community Planning West Dunbartonshire 2021-22 was being prepared and would come to the Management Board at its meeting in November. Page 7
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COMMUNITY JUSTICE UPDATE A report was submitted by the Chief Officer of the West Dunbartonshire Health and Social Care Partnership providing an update on national community justice developments and requesting delegated authority to the Community Justice Partnership (CJP) Development Group Chair to sign off the annual return on behalf of the Community Planning Partnership. After discussion and having heard the Chief Officer of the West Dunbartonshire Health and Social Care Partnership in further explanation and in answer to Members’ questions, the Board agreed:- (1) to note the content of the report; (2) to authorise the WD CJP Development Group Chair to sign and submit the Community Justice Scotland Community Justice Annual Return; and (3) to note the requirement to develop a local Community Justice Outcome Improvement Plan to be published in April 2023. JOINT INSPECTION OF SERVICES FOR CHILDREN AT RISK OF HARM IN WEST DUNBARTONSHIRE 2022 A report was submitted by the Chief Officer of the West Dunbartonshire Health and Social Care Partnership providing an update on the range of actions underway across the Community Planning Partnership to address the conclusions about key strengths and areas for development following the joint inspection of services for children and young people at risk of harm in West Dunbartonshire. After discussion and having heard the Chief Officer of the West Dunbartonshire Health and Social Care Partnership in further explanation, the Board agreed:- (1) to note the work taking place as part of a period of ongoing monitoring and evaluation; and (2) to continue to support the leadership of the required improvement work underway. DELIVERY IMPROVEMENT GROUP (DIG) UPDATES (a) Flourishing – Peter Barry (b) Independent – Fiona Taylor (c) Nurtured – Claire Cusick on behalf of Laura Mason (d) Empowered – Selina Ross (e) SAFE – Lorna Gibson Having heard the relevant DIG Chairs and supporting officers in further explanation and in answer to Members’ questions, the Board agreed to note the contents given and the position going forward in terms of each DIG area. Page 8
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FUTURE MEETINGS Thursday 17 November 2022 @ 2 p.m / MS Teams Thursday 16 February 2023 @ 2 p.m./ MS Teams Thursday 18 May 2023 @ 2 p.m./ venue TBC The meeting closed at 3.33 p.m. Page 9
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Date Set Action Who Required by Date Status 21.06.2022 Invite West Dunbartonshire Members of the Scottish Youth Parliament (MSYPs) to CPWD Management Board Meeting in 2022. Update: Pre-recorded video shared at the September Meeting of CPWD Management Board. Rona Gold/ Clare English November 2022 Complete 21.06.2022 Launch of E-Bulletin to share partnership news within the Community Planning Management Board. Update: E-Bulletin has now been launched. If you did not receive the email please contact Rona Gold to be added to the distribution list - Rona.Gold@argyll-bute.gov.uk. Rona Gold/ Amanda Graham 1 September 2022 Complete 28.09.2022 Bob Davidson’s contact details to be circulated to all partners of the Community Planning Management Board. Ashley MacIntyre ASAP Complete Complete In Progress Outstanding ITEM 4 Page 11
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28.09.2022 For those still wishing to contribute to the Consultation on the Strategic Plan, please contact Rona Gold ASAP - Rona.Gold@argyll-bute.gov.uk All partners of the Community Planning Management Board ASAP Complete 28.09.2022 Amanda Graham to make contact with Bob Davidson to discuss comms around Developing the Young Workforce West. Amanda Graham December 2022 Complete 28.09.2022 The Annual Report for Community Planning West Dunbartonshire 2021-22 to be shared at the November meeting of the CPWD Management Board. Rona Gold/ Amanda Graham November 2022 Complete 28.09.2022 Local Community Justice Outcome Improvement Plan to be developed and published. Beth Culshaw April 2023 In Progress 21.06.2022 All members to consider signing up to the Young Persons Guarantee. List of all those signed up to be provided. Update: Contact details and useful links shared: Bob Davidson, Programme Director, Developing the Young Workforce West - bob.davidson@dywwest.co.uk www.dywwest.co.uk/ypg www.youngpersonsguarantee.scot All partners of the Community Planning Management Board 28 September 2022 In Progress Page 12
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Report by Shared Service Community Planning Manager Management Group: 17 November 2022 ___________________________________________________________________ Subject: Draft content for Community Planning Annual Report 2021-22 1. Purpose 1.1 The purpose of this draft report is to provide CPWD members with the annual report for noting, for the period April 2021 to March 2022. 2. Recommendations 2.1 CPWD is asked to note the CPWD annual report for 2021-22. 3. Background 3.1 The Community Empowerment (Scotland) Act 2015 requires that Community Planning Partnerships prepare and publish a progress report each year. Annual reports of West Dunbartonshire Community Planning Partnership can be found on the webpages: https://www.west- dunbarton.gov.uk/community/community-planning-west-dunbartonshire/about- community-planning/ 4. Main Issues 4.1 The report contains a selection of case studies under the heading of each Delivery and Improvement Group, reflecting the range of successful Community Planning Partnership working which took place between April 2021 and March 2022; a time of partnership response to the pandemic, vaccinations programmes and emerging impacts. 4.2 Following the Management Board the report will be published on the webpage: https://www.west-dunbarton.gov.uk/community/community- planning-west-dunbartonshire/about-community-planning/. Partners may request printed copies if required for their organisation by contacting: cppadmin@argyll-bute.gov.uk ITEM 5 Page 13
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4.3 Performance measures referring to the latest available data provide the data available at the time of producing this report. Some data may not relate to the year 2021-22 due to impacts of the pandemic on reporting periods and timing of data released for nationally collated figures. 5. People Implications 5.1 There are no identified people implications. 6. Financial Implications 6.1 There are no identified financial implications. 7. Risk Analysis 7.1 Failure to publish an annual progress report would prevent a statutory obligation for the Community Planning Partnership being met. 8. Equalities Impact Assessment (EIA) 8.1 There are no identified EIA requirements. 9. Consultation 9.1 The five DIG leads have been consulted as part of the data and information gathering process for this report. 10. Strategic Assessment 10.1 This report meets the statutory requirement for the publication of an annual progress report by Community Planning West Dunbartonshire. John McLuckie, Partnerships Lead – Community Planning, Shared Service ________________________ Person to Contact: Rona Gold, Shared Service Community Planning Manager, rona.gold@argyll-bute.gov.uk, Appendices: Annual Report 2021-22 Background Papers: Previous Community Planning West Dunbartonshire Annual Reports Wards Affected: All Page 14
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Report by the Chief Executive Officer of West Dunbartonshire Council, Chair of the Community Planning Executive Group Management Group: 17 November 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 the content and in particular the work underway to improve reporting to, and content of, future Management Board meetings. 3. Background 3.1 The Community Planning Executive Group met on 3 October 2022. The group is chaired by the Council’s Chief Executive, and membership includes the five DIG leads. 4. Main Issues 4.1 Improving Management Board meetings to enable discussion and highlight reporting The Executive Group discussed ways in which it can support improvements to future meetings of the Management Board. A number of suggestions were raised including the format of DIG reports to be in a highlight style to help point Management Board members to key matters for awareness and scrutiny; and a possible thematic discursive feature at future meetings as part of the agenda. A paper is being prepared with suggested improvements for discussion and agreement between the Chair of the Executive Group and the chair of the Community Planning Management Board. ITEM 6 Page 15
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4.2 Scottish Government Place Director It was confirmed that the Place Director from Scottish Government for the Community Planning Management Board is Colin MacBean, Deputy Director of Enterprise and Innovation at Scottish Government. Part of the role of the Place Director is to act as a bridge between a Community Planning Partnership and Scottish Government, a critical friend, and - where needed - a capacity-builder and local change agent. More detail of the role of Place Director is within the attached appendix. 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 Community Planning Executive Group 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. 10. Strategic Assessment 10.1 Progressing work as outlined in this report ensures CPWD can deliver on the outcomes set in the Local Outcome Improvement Plan. Peter Hessett - Chair, CPEG 14 October 2022 ________________________ Person to Contact: Rona Gold, Shared Service Community Planning Manager, rona.gold@argyll-bute.gov.uk 01436 658862, 07780 004561 Appendices: Role of Place Directors Background Papers: Previous reports to Community Planning West Dunbartonshire Management Board on Executive Group activity. Wards Affected: All Page 16
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ROLE OF PLACE DIRECTORS 1. Place Directors and Teams perform an important role: to understand, promote and support how public services work together and with communities, to improve wellbeing and outcomes on local and national priorities. 2. There is now strong Ministerial focus on tackling a series of intense and common challenges facing Scotland and her public services at this time, as reflected in the Programme for Government, Bute House Agreement, Covid Recovery Strategy, National Strategy for Economic Transformation and Tackling Child Poverty Delivery Plan. While many of the interventions in these documents are specific actions and investments by SG, others require deeper changes in how public services work. These deeper changes will typically reflect what matters for people, places and communities locally. 3. With this in mind, the focus should be on the following in particular: • how SG strategic priorities land and play out locally: recognising there is now a strong alignment between SG strategic priorities for Scotland and local partners’ understanding of what matters most for people and communities in their own areas: notably Covid Recovery themes (financial security for low-income households; wellbeing of children & young people; good, green jobs & fair work); meeting Climate Change and Child Poverty Targets. But broad national challenges apply in distinctive ways in different places. These require responses from public services and their third sector, business and community partners that are shaped around what matters for local communities. • an underpinning focus on Place1: broader Place-based work on tackling inequalities, sustainable public services and community empowerment; recognising that work may be taken forward sub-locally, locally or regionally. • With an emphasis on public services being shaped around what matters to people, especially those experiencing disadvantage, in holistic and seamless ways. 4. Place Directors are also a bridge between a Community Planning Partnership (CPP) area and SG, a critical friend, and - where needed - a capacity-builder and local change agent. This latter aspect means intervening (for instance by bringing in resource from elsewhere in SG) where this can be helpful to facilitate, or create conditions for, local and regional reform. In these ways, Place Directors are active and constructive participants in the collective leadership of place. 5. We want to encourage Place Directors and teams to use their engagement to help us understand where there are innovative and potentially powerful examples of local 1 In this context, the definition used for Place is based on that used in the ‘Place Principle - Place Principle: introduction - gov.scot (www.gov.scot)’ Appendix 1 Page 17
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transformation, and where there may be obstacles that are genuinely inhibiting local partners’ efforts to drive reform. 6. Place Directors should focus on understanding and supporting the collective impact of public services on improving outcomes and empowering communities in places and for vulnerable communities of interest. We are also interested in how partners work together to make a difference at regional level, for instance to support sustainable and inclusive economic growth. A Role Tailored to Where It Can Add Most Value 7. Place Directors should use their discretion as to how they engage to add most value. Formal CPP board meetings will often be good places to engage, be visible to local partners and develop understanding of local challenges, ambitions and actions. However, in some CPPs they may be of less value – e.g. if these meetings consider issues formally rather than substantively; or if a theme (e.g. economic development) is considered in a different setting. 8. Place Directors should look to build and maintain good working relationships with key local leaders and other strategically important individuals. While these may differ from area to area, the local authority chief executive will always be a key contact. Others will typically include the NHS chief executive, HSCP chief officer, area commanders for Police Scotland and SFRS, the Third Sector Interface lead and CPP manager. Most areas will also have other local leaders who are committed and insightful. 9. Place Directors of course need to balance this role with their other responsibilities in work and beyond. So it is important that their role complements – not replaces - that of SG colleagues. It will not usually be for Place Directors and teams to test how individual reform programmes are taken forward in places across Scotland – that will be for relevant policy teams to lead on. In particular, policy leads separately need strong relationships with delivery partners and understanding of significant local issues, as part of effective policy delivery. A Place Director cannot be a substitute for this. 10. However, Place Directors and teams are uniquely placed to check how SG's ambitions, national reform programmes and messages are landing overall locally. For instance, how coherent and consistent do our messages appear; do local partners interpret these messages in the same way SG does; how well does our messaging help local partners plan for transformation with confidence; and to that extent are the Purpose, National Outcomes and Values in the National Performance Framework reflected in local action? 11. Place Directors are also well placed to demonstrate SG’s commitment to systems leadership, and to understand how deeply local public services display the qualities of systems leadership. These qualities include collective working towards a shared vision; leaders throughout the system working on parity of esteem and focusing on outcomes for communities rather than organisational benefits; allowing variation in delivery Page 18
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models to fit needs of different populations; transcending organisational barriers; and willingness to experiment, take managed risks and learn. 12. In summary, the Place Director role offers a number of distinctive strengths: • understanding local conditions, challenges and opportunities • seeing how these are being addressed in the round • building and maintaining trusting relationships with key local leaders • using these relationships to gain understanding of how life feels for local leaders and how SG expectations appear to them in the round • using these relationships to provide constructive challenge where appropriate, as a critical friend • feeding that local experience back into SG - how national policies and priorities (adapted for local circumstances where appropriate) play out on the ground • using understanding of SG and wider system to connect local partners with sources of help and advice where needed. • using these relationships to provide a rapid and direct channel of communication to senior local management when needed (e.g. to inform briefing for oral PQs; to inform Cabinet visits). 13. Annex A sets out where Place Directors can add value and where others in SG should lead. Public Service Reform Team May 2022 Page 19
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Annex A What This Requires and How Place Directors Can Best Add Value Issue Suggested Role for Others Where Place Directors Can Add Value a. Priorities & Ambition Understanding of local partners about these priorities and what these mean for them Policy teams work with stakeholders to set out priorities clearly and test understanding. This includes (i) what success looks like for these priorities; (ii) how policies work in the round, including to support person- centred approaches; and (iii) scope to flex delivery to reflect distinctive local conditions. Can help understanding of local partners about clarity of expectations (both individually and particularly how local partners view these in the round); what these mean for local partners; and what success looks like for them. Can channel any queries, concerns and other feedback to relevant policy leads. Understanding of local partners about how to pursue these priorities in ways that reflect local conditions Policy teams use stakeholder relationships to check understanding on this; and, where needed, provide clarification, guidance or assurance about scope for local discretion. Can use understanding of local conditions to see how local partners intend to reflect these in pursuing these priorities. Can capture work at sub-local authority, local authority and regional levels, including across locational boundaries. Can relay any concerns and queries back within SG. Ambition of local partners: what difference they want to make on these priorities. Policy teams use stakeholder relationships to test this. Sponsor / relationship management leads test this in their engagement with public sector bodies. Understand ambition of local partners collectively and act as a critical friend. Can relay any concerns and queries back within SG. Commitment of local partners to underpinning principles of delivery: person-centred, holistic, seamless, empowering; built on strong, trusting partner relations. Policy teams reinforce and test commitment to these principles in the context of their (person- centred) policies. Sponsorship / relationship management leads reinforce and test commitment for their public sector bodies. Can reinforce importance of these principles and act as a critical friend. Can relay any concerns and queries back within SG. Page 20
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Issue Suggested Role for Others Where Place Directors Can Add Value b. Delivery & Accountability Understanding of progress nationally Corporate and policy-specific arrangements for performance oversight. No formal role. Understanding of progress locally Policy-specific arrangements for performance oversight (where appropriate) - including to understand impact on inequalities. No formal role. Can note how and how well local partners appear to monitor and understand progress; and liaise with relevant SG colleagues where appropriate. Understanding of experiences of local delivery: what is working well; challenges Policy leads, working with improvement support teams, sponsor/relationship management leads and others, seek feedback on positive examples and challenges. Use relationship management with national stakeholders to test their desire to understand progress, as part of sector-led commitment. Can perform a supporting role in feeding back positive examples of which they’re aware. Can pick up and feed back into SG, where there appear to be challenges to local delivery. SG working with partners, using learning to support improvement and address barriers Improvement support teams take account of learning for their support offers. Role as “change agent” – connecting local partnerships to support offers in SG and beyond (PSR team can assist Place Directors in this). Accountability for progress Neither LAs nor CPPs are accountable to SG. But many partners are, through sponsorship. No formal role. Can act as critical friend. Important role to build good ongoing relationships with senior LA management, so Place Director can approach them quickly should a need arise – e.g. info on key issues affecting the locality and/or council (recognising where Ministers may themselves be accountable - e.g. to inform briefing for oral PQs). c. Refining Policy & Ambitions SG’s understanding of how it feels to be local leader and front-line staff (public services; third sector; business; community) Tested and obtained as part of policy development; and through sponsorship of public bodies / relationship management with other bodies. Important role to understand how life feels for local partners, and how they view SG’s expectations both individually & in the round. Use own relationships with local contacts to develop understanding. Can obtain potentially Page 21
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distinctive feedback from what obtained nationally from local public sector, third sector, business & community interests. Opportunities to share reflections as a network Using learning to inform refinements to policy (including to support both national and local priorities) Policy leads reflect learning in refining policy. Can reinforce learning messages, including for what these might mean for local priorities. Page 22
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Report by the Flourishing DIG Chair Management Group: 17 November 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 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 Cost of Living Crisis 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 9a Page 23
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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 Over the last quarter emphasis has been placed on developing our contribution to the Regional Investment plan for the UK Shared Prosperity fund (UKSPF). The fund has a potential value of £3.8million for West Dunbartonshire and is centred on core investment principles. The core investment principles are: Communities and Place - to enable places to invest to restore their community spaces and relationships and create the foundations for economic development and build resilient and safe neighbourhoods through targeted investment and crime prevention. Supporting Local Business – to enable places to fund interventions that support local businesses to thrive, innovate and grow. This includes visible improvements to local retail, hospitality and leisure sector facilities and targeted support for small and medium sized businesses to undertake new to firm innovation, adopt productivity enhancing energy efficient and low carbon technologies and techniques. People and Skills – to reduce the barriers some people face to employment and support them to move towards employment; reduce levels of economic inactivity through investment in bespoke intensive life and employment Page 24
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support tailored to local need; and provide skills development through a wider range of routes. 5.5 In West Dunbartonshire we have aimed to develop interventions in all three investment priority areas. We have established a sequential approach for identifying the appropriate mix of priorities that are consistent with the outputs and outcomes set out by the UKSPF guidelines. This approach prioritises and builds on existing commitments. This includes: • Reviewing existing activity where continuity beyond European Structural fund end dates is an issue and identify what can be supported through UKSPF. For example the current employability service is delivered with European Structural Funds that end in June 2023; • Review existing plan priorities and consulting with stakeholders and partners to identify eligible activity from those plan priorities that could be delivered within the budget constraints. 5.5 The funding in West Dunbartonshire will focus on all priorities with approximately £950,000 being invested in communities and place; £500,000 investment in business and £1.7m investment in people and skills. In addition, £672,000 will be focussed on improving numeracy rates in West Dunbartonshire. 5.6 The next step in the development of the UKSPF following UK Government endorsement of the plan will be to establish the methods for using the funds and establishing an appropriate monitoring framework. 5.7 Meanwhile, in the first two quarters of 2022/2023 we have supported 893 people to access employability services, with 200 securing employment. During the same period 280 people have secured a qualification and 726 have entered education or training. In addition, we have assisted people to maximise income through benefits with approximately £3.82m of additional income being secured by people using our benefits advice service. 6. Business Support 6.1 Over the last couple of years COVID-19, Brexit, rising inflation and the energy crisis have all had and continue to have a significant impact on the economic climate and as a result the policy context at national and local level has had to change in order to address these economic challenges. This has led to an increased requirement for the development of a new Economic Development Strategy for the local area. A new Economic Development Strategy has therefore been developed which provides an updated economic vision and strategic priorities for West Dunbartonshire for a five year period from 2022-2027. This will replace the previous Economic Development Strategy 2015- 2020 and will align with the Glasgow City Regional Economic Strategy and Scotland’s National Strategy for Economic Transformation. The Strategy, which is being presented to the Infrastructure, Regeneration Page 25
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and Economic Development Committee on 2 November, has five objectives: • Stimulating economic investment and growing the business base; • Establishing an inclusive economy by improving the skills of our people and supporting them into work; • Creating a prosperous place where people choose to live, work, visit and invest; • Addressing climate change and supporting a green recovery; • Building stronger partnerships and new approaches to delivery. 6.2 A Local Investment Plan has been developed for the UK Shared Prosperity Fund which has been submitted to the UK Government for their approval as part of a wider Glasgow City Region Investment Plan. UK Government have advised that we should hear in October/November whether the Investment Plan has been approved. The business support proposals within the Investment Plan include a Business Recovery & Growth fund, Early Stage Growth grants, Towards Net Zero Grant, Enhancing Tourism Events & Attractions Fund, Business Gateway Expert Help and Shopfront & Small Business Improvement Grants. 6.3 Since April 2022, the Business Support team have provided advice through Business Gateway to support approx. 100 new start-up businesses. Business Growth Advisers have also continued to work with established businesses to provide continued advice and grant support to help them to recover and grow. A Business Survey that was sent out to local businesses that received grant support last year has shown encouraging results. So far, the survey has had a response rate of 57% (16 responses) and feedback received shows that the Council’s business growth grants have assisted with the creation of 27 jobs and helped to safeguard 90 jobs within the local area. 100% of businesses that have responded also advised that the grant support has helped them to increase their turnover making them more sustainable. During 21/22, £56,258 of business growth grant support was provided to 28 local businesses which levered an additional £251,068 of private investment into the local area. 6.4 A High Growth Start-Up Challenge Fund has been developed in partnership with Working4Business partners and will provide funding of up to £5,000 to assist early stage businesses with growth potential to increase their turnover and create local jobs. This competitive fund launched during September and Working4Business partners will assist with the approval process which will include the scoring of the applications and panel interviews. 6.5 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. A quick quote tender exercise has been undertaken by West Dunbartonshire Council for both East Dunbartonshire and West Dunbartonshire Council areas for Phase 7 Page 26
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Digital Boost activity. The successful supplier was NS Design Ltd and they will continue to work with businesses until the end of March 2023. 6.6 The Working4Business group have agreed that the next Business Awards event will be held in May 2023, and invitations to tender to run the event will close shortly. 7. Regeneration 7.1 As well as delivering projects that bring additional footfall to our town centres, we have taken a strategic approach to town centre regeneration. 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 term vision for the reimagining our town centres against a backdrop of declining High Street retail. 7.2 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 which will be delivered in 2023, 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. The Regeneration team is working closely with the Alexandria Traders Group to quickly address any concerns arising from roadworks, and Business Support team will offer grant assistance to the traders for a Christmas market event following this phase of public realm works. Further funding from Scottish Government’s Place Based Improvement Programme will be invested in Alexandria Masterplan projects. 7.3 Council has 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. Connecting Dumbarton works will be delivered in 2023, and the Artizan Centre remodelling will be phased over a number of years. The planning application for Glencairn House is now expected to be submitted by November 2022. At September’s Infrastructure Regeneration & Economic Development Committee, approval was given to invest in short-term improvements to the Artizan Centre in Dumbarton town centre including demolition of vacant blocks, introduction of meanwhile uses in temporary spaces, and property and landscaping improvements. Committee also agreed that additional work on the next phases of the regeneration of the Centre including feasibility work on developments that bring footfall to the town centre will be undertaken. 7.4 The West Dunbartonshire Energy Centre and Heat Network have been operational since November 2020 delivering heat to The Leisure centre, Page 27
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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. Clydebank Housing Association has also agreed to connect 45 flats on Dumbarton Road. Since the last report to CPWD, talks have progressed with the Golden Jubilee Hospital and West College Scotland, and subject to the agreement of funding, timescales for connection have been developed. Discussions are also advanced with Clydebank Health Centre. The Council are pursuing funding from the Scottish Government Green Growth Accelerator and Heat Network funds to enable expansion and connection from the Golden Jubilee to the Dalmuir multi story flats and officers continue to work with the Queens Quay landowners to bring in 1,000 new homes. 7.5 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 network of safe walking and cycle routes 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 7.6 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. A Stage 1 Vacant and Derelict Land Grant Fund application to deliver greenspace and access improvements on the Exxon site to realise the wider ambitions of the masterplan has been approved and Stage 2 will be submitted shortly. 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 Page 28
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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: Gillian McNamara Gillian.mcnamara@west-dunbarton.gov.uk 07815 705769 Background Papers: Wards Affected: All Page 29
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Report by the Independent DIG Chair Management Group: 17 November 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 Actions 4.1 Valued Carer Initiative: Kim McNab (Carer Centre) updated the group following the successful launch of the ‘Valued Carer’ card. This is one component of a wider ‘Carer Aware’ community initiative that the Carers Centre is promoting. 4.2 20 local businesses have so far signed up, and early feedback is positive from both carers and local businesses owners, building on the ‘Shop Local’ ethos. 4.3 In addition, the publicity surrounding the launch has resulted in an increase in number of referrals to the Carer Centres and increased visits to their website. Statistics demonstrate highest new referrals in the 35-64 age group and a 3% increase in referrals from men. 4.4 Power of Attorney (POA) Campaign: Joe McCormack (Citizens Advice Bureau) updated the group on the initiative currently being developed in ITEM 9b Page 31
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partnership between the HSCP, CAB and the Carers Centre to promote knowledge of and enhance accessibility to appoint POA to loved ones. 4.5 Funded through the HSCP to promote the uptake of POA, the Carers Centre and CAB will work together to identify carers (and those they care for) who would like to apply for POA. CAB will then support completion of the process, including the registration of the POA at the Office of Public Guardian. 4.6 This initiative will be monitored and data gathered. This will inform ‘next steps’ decision making, with the aim of a continued focus on supporting awareness and completion of POA’s. This is a key component of Anticipatory Care Planning (ACP), allowing citizens the ability to define their preferred choices ahead of increasing health and social care needs. 4.7 The DIG is also considering activities to promote awareness of Anticipatory Care Planning. 4.8 Digital solutions: this was carried over to the next meeting due to apologies from the lead for this action. 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 9. Consultation 9.1 NA. 10. Strategic Assessment 10.1 Links with Strategic Plans of all members in this group. Person to Contact: Fiona Taylor Background Papers: NA Wards Affected: Page 32
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Report by the Nurtured DIG Chair Management Group: 17 November 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. 3.3 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. 3.4 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. 3.5 Findings of the recent Care Inspectorate Inspection of children and risk of harm and National developments and policies are reflected in the ICSP and subsequent N.DIG Plan for 2022-23. ITEM 9c Page 33
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4. Main Issues 4.1 The Nurtured DIG Plan for session ’22-’23 focusses on progressing our ICSP and recent developments nationally and locally. Outcomes identified address five main work streams: supporting mental health and wellbeing, the Getting It Right for Every Child refresh, the implementation of The Promise ’21-24, Whole Family Wellbeing and Child Poverty plans. Members of the DIG lead these work stream groups consisting of a range of partnership staff. 4.2 The Nurtured DIG continues to play a significant role in contributing to the required action and monitoring emanating from the Joint Inspection of children at risk of harm. A draft action plan has been devised and involves input and support from a range of DIG members. A series of Improvement Planning Sessions with the Care Inspectorate were undertaken and staff are using knowledge gained to implement collective improvements to systems and processes. In addition a series of further professional learning session will take place from Nov’22- Jan’23, led by WDC and HSCP staff; focussing on developing our shared vision and means of ensuring quality of service delivery. 4.3 A calendar of Quality Improvement and Self-Evaluation has been produced and is being implemented, which will lead all Nurtured DIG partners in evaluating How Good Is Our Family Support. This process will support partners over a three year cycle, to consider the four themes of family support and outcomes of this will inform developments and improvements to service delivery. In addition and reflecting the need for improved and increased opportunities for multi-agency training and planning, a series of staff Even Better If (EBI) sessions will be implemented focussing on themes and needs emerging from the evaluative processes. 4.4 A survey of children, young people, parents and staff is being finalised and due to be undertaken during November. The aim of this is to seek views on services which support families; informing what works, what doesn’t and what is needed. This information will be analysed with a report due late December and informing Whole Family Wellbeing Planning. 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 the remaining three mainstream high schools to be trained is under way and will result in all being trained by the end of the school year. 4.6 The range of additional mental health and wellbeing supports noted in the February 2022 Partnership report continues to be developed and progressed. Page 34
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4.7 Following phase 2 of CYP Community Mental Health Supports & Services Review , exploring young people’s experiences of accessing mental health support, mental health information, and their understanding of the resources within the local area, production of an electronic means of promoting and accessing supports in being undertaken. 4.8 A “Keeping the Promise” sub-group has been created that reports to the Nurtured DIG. This group has multi-agency representation (social work, health, education, Working4U, SCRA, CHS, Health Improvement Team, Who Cares Scotland?, Y-Sort It, Partners in Advocacy, The Promise Scotland). This group has been working to identify priorities within West Dunbartonshire and The Promise Plan 21-24. A Promise Implementation plan is now in the stages of being created which will help steer our work and ensure accountability to this work. There have been a number of Engagement Sessions on The Promise taking place across the Council, attended by 150 individuals. These have focussed on sharing information on The Promise and ensuring people know how it is relevant to their role, as well as facilitating discussions around the areas of strengths and difficulties for us as a local authority. In October two half day training sessions focussed on the importance of brothers and sisters relationships within care. This was co-delivered with social work, Children’s Hearings Scotland, Scottish Children’s Reporters Administration, Partners in Advocacy and the Champions Board, with two young people with care experience contributing to the training. This was attended by approximately 100 individuals representing social work, Panel members and Reporters. Further training in November will focus on Language and Reframing the narrative around care experience to be delivered to a multiagency audience by Each and Every Child. 4.9 Parenting Central to the work to support parents is a focus on providing evidence based interventions to develop parents’ skills and confidence in promoting positive adult-child relationships. Outreach Workers have been utilising the ideas and skills they have developed through training in Solihull Approach and Connecting with Parent’s Motivation training to support carers through building trusting relationships with them, developing a partnership approach, so that carers are empowered to make changes in their parenting approaches. Parents can be offered either one-to-one support or the opportunity to be part of an Incredible Years Parenting group, with face to face support now in place following lifting of previous restrictions. Page 35
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Support offered to families ranges in intensity and length, from short term support providing practical advice, e.g. financial advice, and long term emotional support with very specific goals as agreed through team around the child discussion. Two further online Incredible Years groups are planned with a further two face-face groups at the beginning of 2023. 4.10 GIRFEC Refresh A multiagency working group has been established to take forward the new and updated policy and practice aspects of GIRFEC refresh. Focusing first on establishing what is working well across WDC in our GIRFEC practice, the group is seeking to highlight areas of good practice while at the same time identifying areas for improvement. Training will be developed and planned based on the outcome of these multiagency discussions with a key focus on ensuring that children and families are met with a consistent approach across all agencies. The emphasis in the training will be on clear assessment of need with children and families at the centre of decisions making and formulation of plans. 4.11 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; including summer holiday programmes. 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). 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) Page 36
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8.1 The supports and guidance planned 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 Background Papers: CPD Nurtured DIG Report February 2022 Wards Affected: All Page 37
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OFFICIAL Report by the Safe DIG Chair Management Group : 17 November 2022 __________________________________________________________________ Subject: Safe Delivery & 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 30th August 2022 with Superintendent Lorna Gibson taking over as chair of the meeting from Chief Inspector Coleen Wylie who has been successful in a promotion out with the local policing division. 3.2 The August Safe DIG meeting, focussed on updates from partners around their recent activity with a focus on driving activity forward taking cognisance of Covid Recovery and the cost of living crisis which will impact on many aspects of community safety. Other core updates from the meeting were: 3.3 Local Outcome 1 - Anti-social behaviour/Violence A revised policing model has been created in West Dunbartonshire which now has a dedicated Community Policing Team to provide high visibility and better connectivity with partners from an operational perspective. This has already seen positive results around the Dalmuir area where a dedicated action plan is in progress to tackle some key challenges. The Safe DIG recognised the benefit of this team linking in with Housing and the Alcohol and Drugs Partnership. ITEM 9e Page 39
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OFFICIAL A multi-agency Wilful Fire-raising group has been formed to ensure a fully connected partnership approach is taken to tackling this issue. Whilst reported incidents have fallen since last year, there have been some more serious fires this year causing community concern. Stronger links with education have been developed with commitment to build 2 “Emergency Service” days per year into the curriculum. The first of these will be in Autumn and will cover fireworks, fire-raising, alcohol and drugs and anti-social behaviour. The second will take place in Spring and will cover water safety, personal safety, alcohol and drugs and anti-social behaviour. The target audience will be those in S1 and S2 with P7 being included where suitable. Police Community Engagement Team have arranged for crime prevention letters to go to all schools via education to help prevent vandalisms and fire raisings. Derelict property owners will be lettered regarding their own responsibilities with regards to securing their properties. This will be extended to include vacant properties as SFRS have highlighted that vacant properties have more flammable substances within them. An action taken at the August Safe DIG is for the current ASB strategy to be circulated for comment with the November Safe DIG Meeting dedicated to revising this in line with current challenges. Key to this is effective community engagement and reporting. Estate walkabouts have been reintroduced with tenants/residents groups with a number of action plans ongoing. This will widen to include further partners to take a collective approach to target hardening communities to ensure better and more cohesive communities. There is also work ongoing to develop an ASB Handbook. The aim is for this to be tenant/resident focussed to provide an overview of services, possible action and contacts. This will be shared via social media and through various tenants and residents groups. 3.4 Local Outcome 1 - Tacking Substance related harms The Mobile Harm Reduction Unit is currently live in West Dunbartonshire with local police officers being provided with familiarisation days at the unit. This is to ensure they have a good working knowledge of this and can better assist in signposting people to the unit who may be disengaged from services. Police Scotland and Scottish Fire and Rescue Service are both progressing naloxone carriage by their officers. Whilst this will not assist non-opiate drug overdose, it is seen as a positive step to reducing stigma and enabling wider support to those most in need. It was agreed to hold a wider discussion in relation to the Arrest Referral Scheme that has been operating in Clydebank custody suite due to ensure full use was being made of the funded posts aligned to this. 3.5 Local Outcome 1 - Caledonian Domestic Abuse Programme Figures released in November 2021 indicate West Dunbartonshire as the second highest area for prevalence of Domestic Abuse in Scotland. National figures indicate 119 incidents of domestic abuse recorded by police per Page 40
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OFFICIAL 10,000 population in 20-21. WDC sits at 168 per 10,000, an increase on the previous year from 150. Discussions throughout 21/22 have been held between Justice/Children and Families Services and the National Caledonian Team to bring the 1-1 programme to WDC. COVID has delayed this and we are now in a position to confirm WDC as one of the authorities in Scotland to host a court and non-court mandated 1-1 programme later in 2022. Police Scotland also provided that they have strict governance around bail checks in relation to domestic incidents to ensure compliance. 3.6 Local Outcome 2 - Partnership Approach to Water Safety (PAWS) The PAWS group continues to be active with good representation from key partners/stakeholders. This has included days with the British Heart Foundation to include CPR training. The practical benefits of the school engagement programme were recognised during a water related incident in Luss. This saw a male in distress in the water being recognised by a school pupil who recalled the water safety input provided to him at school. The young male pupil managed to seek assistance resulting in the male in the water being rescued and air lifted to hospital, he has made a full recovery. 3.7 Local Outcome 3 – Fraud Prevention Work continues to raise awareness of frauds and the impact this can have on the wellbeing of our communities. With an increase in frauds since the start of the Covid-19 pandemic, call blockers provided through funding from WDCVS have been installed at many addresses of vulnerable adults who have been receiving scam calls on their landlines. Members of the Safe DIG were encouraged to make referrals for call blockers to be installed if they were aware of any vulnerable adults that would benefit from this. In addition to this, due to recent bogus caller incidents, the Police Scotland Youth Volunteers have assisted in letter drops to affected areas to ensure crime prevention advice is provided. 4. People Implications 4.1 No, all activity is delivered through the existing teams of the Community Planning partners. 5. Financial Implications 5.1 There are no direct financial or procurement implications from the updates detailed in this report. 6. Risk Analysis 6.1 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. Page 41
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OFFICIAL 7. Equalities Impact Assessment (EIA) 7.1 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. It has also been agreed that EIA will be a standing agenda item for all Safe DIG meetings going forward. 8. Consultation 8.1 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. 9. Strategic Assessment 9.1 This report confirms that the CPWD continues to deliver against the outcomes set in the Local Outcome Improvement Plan. ________________________ Person to Contact: Supt Lorna Gibson (Lorna.Gibson2@scotland.police.uk) Appendices: None Background Papers: None Wards Affected: ALL Page 42