Supplementary Document Pack (CPWD 17 11 22) BOOKMARKED
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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Supplementary 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 ITEMS TO FOLLOW I refer to the agenda for the above meeting that was issued on 3 November and now enclose copies of Items 5 (Appendix 1), 7, 8 and 9d which were not available for issue at that time. Yours faithfully PETER HESSETT Chief Executive Page 43
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Note referred to: 5 DRAFT CONTENT FOR COMMUNITY PLANNING ANNUAL 47 - 55 REPORT 2021/22 – APPENDIX 1 Rona Gold, report author. 7 COMMUNITY JUSTICE ANNUAL RETURN 57 - 87 Beth Culshaw, report author. 8 SHAPING PLACES FOR WELLBEING 89 - 92 Margaret-Jane Cardno, report author. 9 DELIVERY IMPROVEMENT GROUP (DIG) UPDATES (d) Empowered – Selina Ross 93 - 95 Page 44
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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: 10 November 2022 Page 45
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COMMUNITY PLANNING ANNUAL REPORT 2021-22 Appendix 1 Page 47
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3 COMMUNITY PLANNING WEST DUNBARTONSHIRE Community Planning WestDunbartonshire (CPWD) Community Planning is about how public bodies work with each other, and with local communities, to design and deliver better services that make a real difference to people’s lives. We strive to improve the lives of West Dunbartonshire residents by bringing together local public services with the communities they serve. We want to design and deliver services together, circumstances. As a partnership we work together to improve local services and to ensure that they meet the needs of local communities, and individuals, especially those most in need. Page 48
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4 5 COMMUNITY PLANNING WEST DUNBARTONSHIRE Executive Summary 2021/22 This Annual Report updates on the priorities and outcomes, set by Community Planning West Dunbartonshire in the Local Outcomes Improvement Plan (West Dunbartonshire Plan for Place) 2017 – 2027, for the year 2021-22. April 2021 was a time of continued response to the Covid-19 pandemic following the emergent omicron variant. This period and into 2022 involved partnership working on vaccination roll out, and various supports within the community to address the impacts of Covid-19 throughout West Dunbartonshire. The Annual Report, as required through the Community Empowerment (Scotland) Act 2015, provides an overview of the progress made towards ˜ve priorities illustrated by case studies of positive partnership working, including partnership responses to Covid-19. Community Planning West Dunbartonshire (CPWD) is governed by a Management Board. Meeting quarterly, the Board is the ˜nal approval and scrutiny body for the partnership and is responsible for agreeing the joint priorities for community planning and the resources required to deliver progress. At the core of the priorities and aspirations of CPWD is a commitment to promote equality and reduce the impact of inequality on our residents. We will continue to progress this equality agenda, recognising the vibrant diversity within our local communities and ensuring that the needs of residents are considered and planned for in an equitable way. The Board is made up of a number of key public, private and third sector organisations with a West Dunbartonshire responsibility or interest. COMMUNITY PLANNING WEST DUNBARTONSHIRE 5priorities ofWestDunbartonshire The ˜ve priorities of West Dunbartonshire Plan for Place are delivered on behalf of Community Planning West Dunbartonshire by Delivery & Improvement Groups (DIGs). DIGs support delivery of the priority outcomes for Community Planning West Dunbartonshire, bringing together key partners to plan and deliver improvement activity over the period of the plan. This is detailed in DIG action plans, approved and reported to CPWD Management Board on a regular basis. The DIGs are: 1 A ˜ourishing West Dunbartonshire 2 An independent West Dunbartonshire 3 A nurtured West Dunbartonshire 4 An empowered West Dunbartonshire 5 A safe West Dunbartonshire During 2021-22 three over-arching themes were developed; sustainability, wellbeing and empowerment and are being considered within DIG action plans. Sustainability Wellbeing Empowered New thinking and innovative actions to address resource management and the climate emergency. New thinking and innovative actions to address physical, mental and economic wellbeing. New thinking and innovative actions to remove barriers and create conditions to ensure that all members of the community can play a role and make a difference in their communities. Page 49
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6 COMMUNITY PLANNING WEST DUNBARTONSHIRE a˜ourishing WestDunbartonshire The Flourishing DIG has been focused on the direct and wider economic impact of the pandemic, with input provided by Scottish Enterprise and the City Region Intelligence Unit. The pandemic presented some real challenges in the communities of West Dunbartonshire and partners monitored the situation as restrictions relaxed and communities returned to some form of normality. our economy is ˜ourishing, diverse and dynamic, creating opportunities for everyone our local communities are sustainable and attractive increased and better quality learning and employment opportunities enhanced quality and availability of affordable housing options Inthe last year: gross median weekly earnings fell slightly from £581.60 to £574.60 the employment rate has increased to 73.9% by March 2022 fewer people are claiming out of work bene°ts the latest available °gures show a slight decrease in business survival for three years or more from 54.2% to 51.9% COMMUNITY PLANNING WEST DUNBARTONSHIRE 7 Covid-19 Business Support costs for people to (re) enter the labour market and a monitoring framework has been established Between January and March 2022, the Council to capture progress in the design and delivery of Business Support team continued to administer a the new activity. range of Coronavirus Business Support funds on behalf of the Scottish Government. This support Building Bridges included grants for the hospitality and leisure business sectors and ˜nancial support for Taxi Building Bridges is Dunbartonshire Chamber of Drivers and Operators. In this three month period Commerce’s Skills Development Programme, over 860 grant payments were processed totalling designed to help support our young people and more than £1.4 million. our schools and to develop local skills to meet the needs of the local economy. Scotland Loves Local Working with West Dunbartonshire Council, The Scotland Loves Local campaign has been Developing Young Workforce West, Skills helping businesses throughout West Development Scotland and a host of "Chamber Dunbartonshire by encouraging local people to Champions", a range of activities have been shop local, think local and support local delivered including promoting the Young Persons enterprises. Promoted by Dunbartonshire Guarantee to the wider business community in Chamber of Commerce with support from West West Dunbartonshire, promoting apprenticeships Dunbartonshire Council and backed by Scotland’s and full-time employment opportunities, Towns Partnership, the campaign was developed facilitating school visits by representatives from to make a positive impact on businesses in and local businesses and helping to co-ordinate and around towns. The Loves Local initiative to support create "industry insights" to inspire and increase the recovery of towns and neighbourhoods across young people's understanding of the different Dunbartonshire was shortlisted for the inaugural types of business and industries in their area. Scotland Loves Local Awards, with Dunbartonshire Chamber of Commerce recognised for their efforts In addition, the programme has also provided to deliver the campaign in four locations across business mentors to local schools, giving young West Dunbartonshire. The campaign was also entrepreneurs the support to turn their business included as an example of best practice in the idea into reality, and has promoted Women in Scottlsh Government’s retail strategy – ‘Getting the STEM; providing role models and increasing the Right Change’. aspirations of the area’s young people. Employability Improvements District Heating Network The Strategic Employability Partnership, including The West Dunbartonshire Energy Centre at Skills Development Scotland, the Department for Queens Quay has been operational since Work and Pensions and local employability service December 2020 and its water source heat pump providers, have been focussing on the most and district heating network won the Just effective use of grant funding for employability Transition To A Net Zero Economy category in the and have established a procurement framework COSLA Excellence awards 2022 in addition to that has allowed a broader range of specialist Clydebank being named Heat Pump City of the service provision to be drawn from. This has Year 2021 at the European Heat Pump Awards. maximised the use of funds in programmes such The district heating network is connected to West as: No One Left Behind; the Parental College Scotland, the Golden Jubilee Hospital, Employability Support Fund; and the Young Clydebank Leisure Centre, Queens Quay House Persons Guarantee, where focus has been placed Care Home, Titan Enterprise Centre and Aurora on incentives for employers to employ young House as well as the nearby social housing people. development on Titan Boulevard, comprising 147 units. Clydebank Housing Association has also All of these funds provided additional resources to agreed to connect 45 °at units on Dumbarton meet training costs and in some cases salary Road. Page 50
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98 COMMUNITY PLANNING WEST DUNBARTONSHIRE an independent WestDunbartonshire The Independent DIG enables a co-ordinated, multi-agency approach to supporting the services which allow West Dunbartonshire community members to live active and independent lives in suitable accommodation. The Independent DIG has 3 outcomes: adults and older people are able to live independently in the community quality of life is improved for our older residents housing options are responsive to changing need over time the latest available °gures show mortality rates have increased unplanned emergency hospital attendances have increased signi°cantly emergency hospital admissions have increased slightly the latest available data shows wellbeing has deteriorated slightly Implementation of the National Dementia Strategy The West Dunbartonshire Independent DIG contributed to the conversation on how to implement the requirements of the Third National Dementia Strategy, including earlier diagnoses and referral to services; a greater focus on the client journey; and creating a culture change in societal attitudes to dementia, social isolation and post-diagnostic support. The target for dementia services to offer an information pack within a year of diagnosis was 80.7% in West Dunbartonshire against a national average of 75%. COMMUNITY PLANNING WEST DUNBARTONSHIRE Vitality and Live Active The Vitality scheme has recommenced following the pandemic with weekly sessions on building strength, co-ordination and °exibility delivered by quali˜ed instructors in Alexandria, Clydebank and Dumbarton leisure centres. The Live Active initiative which is a 12-month supported programme to encourage and promote the bene˜ts of having an active life through trying new activities has also restarted, with regular referrals on to the programme from GPs and health professionals. Page 51
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1110 COMMUNITY PLANNING WEST DUNBARTONSHIRE anurtured WestDunbartonshire The Nurtured DIG works through multi-agency planning to prioritise and support measures to help address challenges faced by children, young people and their families. This work re˜ects the ambitions of the Integrated Children’s Services Plan and embedding the principles of Getting It Right For Every Child and the UN Convention on the Rights of the Child. The Nurtured DIG has 3 local outcomes: all West Dunbartonshire Council children have the best start in life and are ready to succeed families are supported in accessing education, learning and attainment opportunities improved life chances for all children, young people and families born with a healthy birthweight the latest available °gures show an increase in young people entering a positive destination on leaving school the latest available °gures show educational attainment levels have improved slightly the latest available °gures show the BMI of Primary 1 children has increased the latest available °gures show child poverty rates have increased to 27% after housing costs the latest available °gures show a slight decrease in babies Inthe last year: Summer holiday programme A range of community planning partners were involved in delivering a ˜ve-week summer extravaganza in 2021, supported by funding from West Dunbartonshire Council and the Scottish Government’s Get into Summer Fund. The programme provided 10,000 free places to children and young people allowing them to participate in a range of exciting holiday activities and access to free food and snacks. Alternative payment was also provided to those entitled to free school meals including Early Years and P1-3 categories and eligible P4-S6 children. Youth Connections Working 4U, Y Sort It, West Dunbartonshire Council Educational Services and a range of local organisations have piloted a new Engaging Learners Pathway. The Youth Connections element of the pathway, which is led by the Youth Alliance, focuses on S3-S6 pupils’ school, home and community life, providing a tailored programme of engagement opportunities. Youth Connections has also offered opportunities to help support the wider family through Family Opportunity Hubs and has allowed the partnership to address the key drivers of poverty outlined within the local Child Poverty Action Plan; supporting young people and their families to maximise opportunities available to them. Over 30 young people have participated in group work or one-to-one mentoring through the programme. COMMUNITY PLANNING WEST DUNBARTONSHIRE West Dunbartonshire Distress Brief Intervention Associate Programme A priority for the Children and Young People's Mental Health Community Supports and Services group during 2021-22 was to establish a new service for young people experiencing emotional distress with the aim of "ask once get help fast". The service is aimed at young people aged 16 - 24 yrs (26 yrs for care experienced young people) to support those who are experiencing 'emotional distress' and not requiring clinical interventions. The service is overseen by a delivery group with members from the National Distress Brief Intervention Programme, Police Scotland, Scottish Fire and Rescue Service, Health and Social Care Partnership Mental Health Services, Specialist Children’s Service, Looked After and Adopted Children Services, Health Improvement, Primary Care and Education Services and is co-chaired by West Dunbartonshire HSCP and Scottish Association for Mental Health (SAMH). 10,000 free places for children on the Summer Extravaganza holiday activities programme Page 52
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1312 COMMUNITY PLANNING WEST DUNBARTONSHIRE an empowered WestDunbartonshire The Empowered DIG is chaired by West Dunbartonshire CVS and comprises representatives from the public, private and third sector with a focus on restarting community conversations, fostering greater community resilience and developing community empowerment as West Dunbartonshire emerges from the pandemic. The Empowered DIG has 3 local outcomes: we live in engaged and cohesive communities citizens are con°dent, resilient and responsible carers are supported to address their needs Inthe last year: CO2 emissions have increased the latest available °gures show 29% of households in West Dunbartonshire in fuel poverty the latest available °gures show community fragility has increased Third Sector Volunteering Strategy An extensive two-stage consultation on a draft authority-wide volunteer strategy has taken place with wide-ranging feedback received through online focus groups, attended by over 100 volunteer representatives, and through a dedicated workshop facilitated by the Volunteer Engagers Forum. The draft strategy will be implemented through alignment with the national Volunteering for All outcomes framework. Digital Skills Members of the Empowered DIG have engaged with work to further empower digital skills and training throughout the community; enabling access to digital devices by facilitating applications to the Connecting Scotland initiative while providing digital support to individual community members from trained volunteers. A programme of cyber security training, supported by Cyber Security Scotland, was also delivered throughout the Autumn and Winter period in response to the rising incidence and level of risk around scam emails and texts. COMMUNITY PLANNING WEST DUNBARTONSHIRE Dementia Friendly West Dunbartonshire This initiative was re-established in 2021-22 and provides community support for people with dementia and their carers through a partnership approach involving service providers across the public, private and voluntary sectors. The Empowered and Safe DIGs provide governance and direction of the initiative’s activities which have included development of the Dementia Ambassadors Network, community roll-out of the Herbert Protocol and installation of call blocker devices. Page 53
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14 15COMMUNITY PLANNING WEST DUNBARTONSHIRE a safe WestDunbartonshire The Safe DIG facilitates discussion amongst organisations and bodies involved in community safety activities, to allow information exchange on new and ongoing initiatives and to work towards a safer West Dunbartonshire. The Safe DIG has 3 local outcomes: residents live in a safe and positive community our communities are supported and included we encourage enhanced water safety Inthe last year: the latest available °gures show a very slight increase in total dwelling °res the rate of recorded crimes has decreased by 18% Location based Needs Assessment Highlighted and brought to the Safe DIG by West Dunbartonshire Alcohol and Drugs Partnership, this initiative brings 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 an initial discussion took place to consider necessary objectives/outcomes with a focus on engaging with people most at risk of harm. Anti-social behaviour/Violence The “Safe Summer” partnership meetings initiated in February 2022. These allow for necessary discussion and planning of joint activities to address anti-social behaviour. Several joint action plans have already taken place involving Police Scotland, West Dunbartonshire Council, British Transport Police, Scotrail (Travel Safe teams) and the National Park. Partnership activity will extend to include youth diversionary services where available, to educate and divert young people from the harms associated with this behaviour. COMMUNITY PLANNING WEST DUNBARTONSHIRE The Partnership Approach to Water Safety Group (PAWS) West Dunbartonshire PAWS Group secured initial funding from Scottish Fire and Rescue Service and conducted site visits to identify locations requiring additional or new Public Rescue Equipment (PRE). A total of 21 locations within Balloch Park now have geo-located PRE including mounting hooks and throw lines and these will maintained by West Dunbartonshire Council and other partners on an ongoing basis. The group also established a communications strategy to align social media accounts across partners and to develop a water safety learning package for schools, and developed a close working relationship with the West Dunbartonshire Suicide Prevention Group to discuss locations of concern. Page 54
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This document is also available in other languages, large print and audio format on request. Arabic Hindi Punjabi Urdu Chinese (Cantonese) Polish British Sign Language BSL users can contact us via contactSCOTLAND-BSL, the on-line British Sign Language interpreting service. 01389 737527 West Dunbartonshire Council, 16 Church Street, Dumbarton, G82 1QL communications@west-dunbarton.gov.uk For more information on Community Planning in West Dunbartonshire please check out our webpages: https://www.west-dunbarton.gov.uk/community/community-planning-west-dunbartonshire/ Or contact our delivery partner: cppadmin@argyll-bute.gov.uk Page 55
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Report by Chief Officer, Health & Social Care Partnership Management Group: 17 November 2022 ___________________________________________________________________ Subject: Community Justice Annual Report 2021-2022 1. Purpose The purpose of this report is to share with Community Planning West Dunbartonshire, (CPWD) the Community Justice Annual Report for 2021/2022 2. Recommendations 2.1 CPWD is asked to: • Note the submitted Community Justice Annual Report 2021-2022, signed by the West Dunbartonshire Community Justice Partnership chair following agreement of membership • To note that planning for the development of our next community justice outcome improvement plan is underway, activities are identified within the report • To agree to publish this report online (in line with our statutory duty) 3. Background 3.1 The Community Justice (Scotland) Act 2016 introduced a range of statutory duties to be implemented at a local level by responsible “named statutory partners”, as indicated in Figure 1, below: Figure 1: Community Justice Statutory Partners Named statutory partners Local Responsible Posts Each Local Authority Local Authority Chief Executive Each Health Board Chief Executive Chief constable of Police Scotland Police Scotland Chief Superintendent Scottish Fire and Rescue Scottish Fire and Rescue Service Area Commander Skills Development Scotland Skills Development Scotland Regional Manager Integration Joint Board HSCP Board and Chief Officer Scottish Courts and Tribunals Service (SCTS) SCTS National Manager Scottish Ministers (represented by Scottish Prison Service and Crown Office & Prosecution Service) Scottish Prison Service Governor, member of WD CJP. COPFS hold a regional forum to meet their CJ statutory duties. ITEM 7 Page 57
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4. Main Issues 4.1 The local model for community justice should deliver an extensive change programme centred on increasing prevention of offending/reoffending through improved leadership and collaboration; evidencing and delivering improved outcomes; learning, development and innovation; and workforce development across multi-agency statutory partners. 4.2 West Dunbartonshire established its Community Justice Development Group in February 2022, recently forming into our local Partnership. 4.3 This annual report mainly represents the ongoing activity under previous governance arrangements through the CPWD Safe DIG, however, includes the preparation activities of the CJ Development Group with the support of Community Justice Scotland Chief Executive, Special Adviser and Improvement Leads. 4.4 Local partners have a duty within the Community Justice (Scotland) Act 2016 to publish a front facing annual report. 4.5 The new national Community Justice Strategy was published at the end of June 2022. The accompanying Outcomes, Performance and Improvement Framework (OPIF) was circulated in draft form by Community Justice Scotland at the end of September 2022. The draft OPIF was submitted to Scottish Government for review and approval, the implementation date is expected to be 1 April 2023. 4.6 The local Community Justice Partnership will now move forward with development of our local Community Justice Outcome Improvement Plan by developing a 1 year delivery plan. The contents of which will be informed by this annual report in relation to ongoing improvement activity. 5. People Implications 5.1 The Coordinators post will move to full time at the beginning of January 2023, there will be a short period where the post will become vacant. 6. Financial Implications 6.1 West Dunbartonshire community justice funding of £62,500 includes £12,500 for specific improvements to support Justice Social Work, which is reported within IJB by the Head of Service, Children’s Health, Care and Justice 7. Risk Analysis 7.1 Failure to deliver on statutory duties can result in formal improvement action from Community Justice Scotland on behalf of Scottish Ministers. 7.2 Local and national community justice arrangements must reflect the work of a range of cross-sector partners to delivery against the Community Justice Page 58
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Outcome Improvement Plan to reduce the risk of offending by individuals and its impact upon local communities. 8. Equalities Impact Assessment (EIA) 8.1 A refreshed EIA is required is required when developing the new Community Justice Outcome Improvement Plan 9. Consultation 9.1 West Dunbartonshire Community Justice Partnership membership 10. Strategic Assessment 10.1 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, this includes those represented within CPWD DIGs, WD ADP, PP COG, WD VAWP (this is not an exclusive list) Person to Contact: Lesley James Head of Children’s Health, Care and Justice Services Chief Social Work Officer Lesley.james@west-dunbarton.gov.uk Appendices: Appendix 1, West Dunbartonshire Community Justice Partnership – Annual Report 2021-2022 Background Papers: WD CPWD Management Board report CPWD Management Board Community Justice Update report 28th September 2022 The Vision for Justice in Scotland The Vision for Justice in Scotland - gov.scot (www.gov.scot) National Strategy for Community Justice: https://www.gov.scot/publications/national-strategy-community-justice-2/ Wards Affected: All Page 59
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April 2022 Community Justice Scotland Ceartas Coimhearsnachd Alba Community Justice Outcome Activity Across Scotland Local Area Annual Return Template Guidance 2021-22 Appendix 1 Page 61
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1) Community Justice Partnership / Group Details Name of local authority area/s West Dunbartonshire Name and contact detail of the partnership Chair Name: Beth Culshaw Email: Beth.Culshaw@ggc.scot.nhs.uk Telephone: 07919 393151 Contact for queries about this report Name: Mary Holt Email: mary.holt@west-dunbarton.gov.uk Telephone: 07487651793 2) Template Sign-off from Community Justice Partnership / Group Chair Date:………30/09/2022 Name:…Beth Culshaw, Chief Officer, West Dunbartonshire, Health & Social Care Partnership Page 62
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3) Governance Arrangements Describe your current governance structure for community justice arrangements and include links to wider community planning. West Dunbartonshire established its Community Justice Partnership development group in February 2022, previously arrangements were through our Community Planning Partnership Safe Delivery and Improvement Group (DIG). Reporting arrangements will continue through our Community Planning Partnership Management Board. West Dunbartonshire CJP development group is in the process of reviewing strategic links to other local groups, however, a strong strategic and operational planning relationship exists with our Alcohol and Drugs Partnership and we will continue to strengthen this. During 2022-2023 the WD CJP development group will review the required relationships/reporting arrangements with Public Protection Chief Officers Group, Community Planning DIG’s, Violence Against Women and Girls Group and the Integrated Joint Board in particular. Members of the WD CJP development group will contribute to reviewing their existing reporting arrangements and advise how they will integrate community justice within those. 4) Progress From 2020-21 Recommendations These recommendations were published at the end of the reporting year and concern 3rd sector engagement, futures planning, and compliance with the Community Justice (Scotland) Act 2016. Please detail what work partners have undertaken, or intend to undertake, in response to the following 2020-21 recommendations: Recommendation 1: Partnerships should build on work undertaken within the reporting period relating to third sector identification and engagement, and apply lessons learned to ensure they have established mechanisms to identify and engage with victim organisations as well. a) What local strengths or recent progress relates to recommendation 1? Better outcomes for victims are an important factor in the health of your local community justice ecosystem, so victim organisations can provide an important perspective to community justice. We are also interested in development of work with all third sector partners. You may want to consider, what you have learned from resources provided by CJVSF. What has impeded progress? Page 63
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4) Progress From 2020-21 Recommendations Victims West Dunbartonshire began the process of establishing a Community Justice Partnership (WD CJP) with support from Community Justice Scotland in February 2022, forming a development group of the statutory partners. A series of workshops were arranged, the second with a focus on domestic abuse/violence against women and girls. West Dunbartonshire has a long-term stubbornly persistent issue with levels of domestic abuse for over two decades and, in line with our statutory duty to reduce offending/ reoffending, the WD CJP development group recognises the importance of developing their strategic oversight and collective knowledge of the current provision and opportunities for service improvements for victims of this type of crime. Ensuring strong linkages to the West Dunbartonshire Violence Against Women Partnership will be a key priority during 2022-2023. West Dunbartonshire are also a demonstration area for the Caledonian 1-2-1 programme alongside 3 other local authority areas, this includes both mandated and non-mandated elements. The mandated element will be delivered by Justice Social Work and non-mandated is intended to be focused on families where there is a child protection registration. WD CJP development group is funding 2 full-time equivalent posts to support the programme and it is agreed the Scottish Government will fund 1 full-time equivalent post. The implementation has been delayed initially due to the pandemic and subsequently awaiting the Scottish Government roll-out of Caledonian programme. In addition, WD CJP development group will consider opportunity to become a Safe & Together practice areas if funding to roll out can be identified. A range of WD CJP development group members support our local Multi Agency Risk Assessment Conference (MARAC) process. Our Scottish Fire and Rescue Service highlight they identify a Fire element within any case and arrange to conduct a home visit to offer fire safety advice, ensure that a home has working smoke alarms and provide practical solutions where there is a threat from fire. Examples of this include the provision of mail guards which are fitted to letterboxes and that will contain and extinguish any attempt at wilful fire raising through a letter box, also providing fire retardant mats that can assist in containing and preventing the spread of fire. SFRS community action teams undertake regular training from a variety of sources on subjects such as domestic violence, human trafficking and sexual exploitation. This equips them with the skills to help to identify instances of the aforementioned and knowledge of the referral pathways and key contacts to render assistance. SFRS are in the progress of finalising a referral pathway between SFRS and Victim Support Scotland. This will involve mutual sharing of information where SFRS will notify Victim Support if they think that they may be able to assist a victim of crime and where Victim Support Scotland will refer any fire related concerns to SFRS. This has already presented excellent outcomes before the partnership has been formally launched. Page 64
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4) Progress From 2020-21 Recommendations After one of our Community Action Team members conducted a home fire safety visit following a MARAC, as a result of which they identified a security concern for the occupant (a female victim of domestic abuse with young children). It was identified that security cameras would be advantageous in preventing or recording any further attempted or actual abuse, however no agencies could provide funding for this. Through SFRS partnership with Victim Support they confirmed that this was something they could assist with. SFRS have also committed and entered into the Parole Board Scotland Partnership. We have identified the Conference Room within in SFRS Clydebank HQ building and offered this location to facilitate access for victims to attend hearings. Our Health and Social Care Partnership have also identified office space to facilitate access in the Dumbarton area. West Dunbartonshire Housing Services offers No Home for Domestic Abuse service which will ensure victims have immediate access to practical help and specialist legal assistance and support following any incident of domestic abuse. In addition the local authority will use the full scope of Anti-Social Behaviour powers in conjunction with Housing and Matrimonial Homes Legislation to ensure victims can remain at home, whilst the perpetrator will be legally removed, and prevented from returning. Victims are also provided with referral options to Women’s Aid and any other services where need is identified. WD CJP development group focus on victims of domestic abuse/violence against women and girls will remain a key priority for 2022-2023, this focus will widen to all victims of crime from 2023. Key third sector partners will include, at minimum, Women’s Aid, Rape Crisis and Victim Support and any activity will be aligned with our Violence Against Women and Girls Partnership. Third Sector: Through previous governance structures, an Arrest Referral Scheme was established at Police Scotland Clydebank Custody Suite during 2022-2023. Governance of the joint community justice and substance use support service is through the West Dunbartonshire Alcohol & Drugs Partnership (WD ADP). The service is delivered by third sector substance use partners Alternatives and Dumbarton Area Council on Alcohol (DACA) and is funded until July 2023 via Drugs Deaths Task Force funding which is managed by the Corra Foundation. Monitoring of the project is led by Manager for Addiction Services, the project team includes representatives from Police Scotland, WD ADP Strategic Lead, Community Justice Coordinator and our two third sector partners. The service was established in July 2021 and the project team have been monitoring uptake and outputs, over the year referrals/engagement levels have been reducing. Some initial changes to the model of delivery have been agreed and, at time of this report, were in the process of implementation. These include: moving from an on-call service that was dependant on Custody Suite staff asking people if they wanted the service to a hybrid of on-call and onsite; and, a change of days. The service operates 3 days a week. During 2022-2023 a joint review of the service will be carried out by WD ADP and CJP development group utilising a Strategic Needs and Strengths approach, this review Page 65
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4) Progress From 2020-21 Recommendations will include the model of delivery and options for continuing post July 2023. Any continuation will require an alternative funding stream, which is not currently available through statutory partners. Our Justice Social Work service has continued to strengthen existing and build new partnerships with third sector these include: Street Cones: ROAD TO CHANGE creative arts modules delivered online, a 12 week programme that contributes towards unpaid work, Street Cones description below: “Using our ROAD TO CHANGE model they include a range of creative techniques within what we refer to as ‘the privileged environment’. This format uses fiction as a safety net to build characters and story worlds with authentic back stories. This is despite no personal details being shared during these sessions. In a safe and non- triggering space participants are supported on a journey of self-exploration (using fiction as a proxy).” This activity contributes to developing communication skills, self-esteem and aspirational attainment. An online video from West Dunbartonshire participants can be found here: https://streetcones.org/live/ Alternatives: Horticulture and wildlife project with local substance use third sector partner, our unpaid work squads are assisting with the development, Alternatives description below: “We have some great ideas for the site, including orchard, mindfulness garden, allotments, improvement of wildlife habitats and a horticulture operation growing organic vegetables. We are also considering a small mountain bike circuit. We want to help the site to recover, so it is as nice a place for people and for wildlife as we can make it. Our wee bit of the planet, doing our bit.” West Dunbartonshire Foodshare: Our unpaid work squads continue to assist with distribution twice weekly Wise Group: The online CPO Connects programme continues to be accessed by our people on unpaid work and contributes to ‘other activities’ element. The courses include sessions on: mental health; physical health; pro-social networks; employment; financial inclusion; and, digital skills. West Dunbartonshire CJP development group will continue to baseline current service provision for victims and with our third sector partners, identifying opportunities for improvement within current resources and additional services to meet gaps. Funding of new services will continue to be a challenge but also a priority. Page 66
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4) Progress From 2020-21 Recommendations Recommendation 3: Partnerships should undertake (or evidence the work already undertaken) to understand the future need and demand on their services: in particular, but not constrained to, recovery from the pandemic. b) What gaps or emerging changes in need and demand for services have been identified? Your partnership is likely to have important knowledge and references about emerging needs and demands. Outline any anticipated changes that may impact on services. The focus of this work within the WD CJP development group has been with Justice Social Work and Alcohol and Drugs Partnership (led by WD ADP Strategic Lead). The complexities of need that the people involved with Justice Social Work present with are currently under analysis, the issues with LSCMI system has delayed the analysis work. In relation to emerging changes there are several areas to note including the upscaling of unpaid work, increase in diversion referrals and the launch of two new service areas. The high number of people unemployed and minimising barriers to employability and addiction services were key areas of activity. Justice Social Work has focussed on a range of areas, in particular: upscaling unpaid work activity to meet expected increased in community orders; increase in diversion referrals; and, establishing a bail support and structured deferred sentence services. Short-term additional funding and associated recruitment issues have brought, and continue to pose, some challenges. Despite this, our unpaid work squad activity has continued to increase and expand outputs, including the refurbishment and expansion of a workshop to enable a wider range of activity to be offered. Our new bail support and structured deferred sentence services have been launched and are available to the courts, whilst demand levels are not evident at this time, the gap in availability has been addressed. The increase in referrals for Diversion and the higher tariff associated crimes has brought with it challenges in capacity and an increased training need for the team and partnership working with other services. This continues to be a challenge that our Justice Social Work service are responding to. Noting the high levels of people (around 76%) within Justice Social Work services who are unemployed, our West Dunbartonshire Council Working 4 U service, which offers employability, skills, learning and money/welfare advice, have begun delivering sessions to people on orders. Although at early stages we expect this will lead to an increase in sessions and improvement in outcomes. Specialist support for people affected by problematic substance use was identified as a gap. Our WD ADP Strategic Lead submitted an application to the Corra Improvement Fund and was successful in securing 4 year funding for posts within Justice Social Work and Housing. The purpose of the workers will be to provide intensive support to individuals who have multiple and complex needs to improve access to treatment, improve pathways to different treatment options, and if necessary advocate on their behalf to ensure people are informed of and exercise Page 67
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4) Progress From 2020-21 Recommendations their rights. Workers will support individuals to access supports included within the MAT standards, and wider support from statutory and non-statutory partners. c) How has this been identified? Our WD ADP strategic lead produced a draft SNSA which has the following key findings: 20% rise in people accessing drug and alcohol services since 2018 Half of people who access alcohol and drug services have mental health support needs High number of people accessing alcohol and drug services/criminal justice service High number of court disposals with people with alcohol and drug supports needs High number of people who make homeless presentations have alcohol and drug support needs People presenting at alcohol and drug services with multiple and complex needs at an earlier age High levels of unplanned discharges from services West Dunbartonshire has 40% of the population within the SIMD most deprived quintile. Reports also highlight that 60% of drug harms are within the SIMD quintile. Local analysis highlights that drug harms are within specific neighbourhoods in West Dunbartonshire, and are 150% higher than the local and national average. Similarly, 90 % of local drug deaths within West Dunbartonshire SIMD neighbourhoods are concentrated within specific neighbourhoods. Considering the high levels of representation within the justice system WD CJP development group utilised this as their baseline for targeted improvement work. The Community Justice Scotland Tableau on Demographics was utilised for employment status information for Justice Social Work 2020-2021 d) How will partners respond? The WD CJP will consider the emerging evidence and monitor the impact and progress of the areas outlined above through reporting mechanisms. These will be integrated within the development our new Community Justice Outcome Improvement Plan due for publication April 2023. Page 68
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4) Progress From 2020-21 Recommendations e) What has restricted progress in this recommendation? Please share anything that has restricted progress. This could include challenges relating to data and information, partner capacity or capabilities in this respect. Some restrictions in progress relate to the nature of the additional funding provided to Justice Social Work being short-term and timescales for spend which brought recruitment challenges. The launch of the bail support and structured deferred sentences experienced delays, which have now been overcome, although the concern around the nature of funding remains. The WD CJP development group utilised the WD ADP Strategic Needs and Strengths Assessment (SNSA) however recognise the need to develop a wider community justice SNSA. This will also need to align with WD Health & Social Care Partnership SNSA and it is likely we will commission during 2022-2023 for the completion of this. Recommendation 4: Partners should note their collective statutory responsibilities under the Act to ensure that: all partners are aware of the statutory obligations, and that clarity and agreement is sought over partner expectations and contribution to ensuring these are met all national partners understand and comply with their individual responsibilities to supporting partnerships achieve their aims (section 35) f) What work has been undertaken or planned to make improvements against recommendation 4? West Dunbartonshire Community Justice arrangements were previously channelled through our Community Planning Partnership (CPP) sub-group for Safe communities. Following discussion with Community Justice Scotland (CJS), it was agreed that we would establish a separate Community Justice Partnership that reported to our CPP Management Board. In February 2022, a WD CJP development group was established with representation from all statutory partners and our third sector interface, which is in essence the minimum required members of a CJP. A range of workshops were organised and the first was a CJS-led session on statutory duties. g) What did this achieve? An improving understanding for WD CJP development group on their statutory responsibilities and the complexity in reach of those. Page 69
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4) Progress From 2020-21 Recommendations h) In what ways did local partnership compliance to the Community Justice (Scotland) Act 2016 change during 2020/21? The main compliance actions are: Partners have published an up to date Community justice outcome improvement plan (CJOIP) or extension statement West Dunbartonshire agreed with Community Justice Scotland this was a gap, remedial action agreed to establish a WD Community Justice Partnership to develop a local CJOIP following publication of the new national strategy and outcomes, performance and improvement framework. A participation statement published in or with the last CJOIP West Dunbartonshire did publish a participation statement with the last CJOIP. The actions of the CJOIP respond to priorities and gaps informed by a needs assessment. Several actions from the last published CJOIP were in progress. These included the establishment of an Arrest Referral Scheme, improving access to addictions services, development of Justice Social Work services and baselining our custody to community pathway. A public facing annual report has been published which covers progress toward national and local outcomes. This was published on our website, albeit outwith the month timescale requirement. Duty of cooperation - Such co-operation may include (a)sharing information, (b)providing advice and assistance, (c)co-ordinating activities (and seeking to prevent unnecessary duplication), (d)funding activities together. The ongoing actions/activity from previous governance arrangements (as noted above) integrated the areas above and the main partners were Justice Social Work, Alcohol and Drug Partnership services, Police Scotland and Scottish Prison Service. The only exception to this was funding activities together, any additional service provision was either direct from Scottish Government or from external sources (e.g. Corra Foundation alcohol and drugs funding. Page 70
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5) Covid-19 Pandemic Impact The pandemic continued in 2021-22. This section should be used to reflect some of the a) challenges/negative implications and b) opportunities/positive implications from the Covid-19 pandemic on the community justice partnership. This can include impact on the improvement activity, partner collaboration, and delivery of services. Challenges / Negatives Positives / Opportunities The West Dunbartonshire Community Justice Partnership development group was established in February 2022. Individual organisations were at this point moving forward towards post- pandemic delivery. The early release of people from prison and the associated multi- agency response provided opportunities to build new relationships to improve our collective response. WD CJP will consider how they support that to continue through developing a formal prison custody to community pathway. Page 71
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6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. NATIONAL OUTCOME ONE Communities improve their understanding and participation in community justice With regard to the following indicators: Activities carried out to engage with ‘communities’ as well as other relevant constituencies Consultation with communities as part of community justice planning and service provision Participation in community justice, such as co-production and joint delivery Level of community awareness of / satisfaction with work undertaken as part of a CPO Evidence from questions to be used in local surveys / citizens’ panels and so on Perceptions of the local crime data New activities: What new activities in 2021-22 were driven / undertaken collectively by the community justice partners/hip in relation to outcome one? What was the impact of these activities? As noted previously, West Dunbartonshire Community Justice Partnership development group was established as a development group February 2022, focus has been on understanding statutory duties and ongoing activity with any new activity to be developed as part the new CJOIP. What ongoing activities took place in relation to outcome one? What was the impact of these activities? We do not expect you to report on everything going on, however it would be useful for you to provide some positive examples in bullet points which support the indicators. Page 72
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6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Activities carried out to engage with ‘communities’ as well as other relevant constituencies Participation in community justice, such as co-production and joint delivery A planned consultation with people on Justice Social Work orders has been carried forward to 2022-2023/24 to be approved by the WD CJP development group. The extensive activity being undertaken by the WD ADP during 2021- 2022 to establish a lived/living experience group has been noted by the WD CJP as a significant area of interest in relation community justice engagement and planning. Strategic leads for ADP and CJ have agreed a series of activities to be proposed to the group to engage those with experience of the justice system in the development of the new CJOIP. In addition, during 2022-2023 the WD CJP development group will facilitate access to people with experience of the justice system to become involved in consultation with the national MAT Standards Implementation Team within Public Health Scotland. This will align Rights, Respect and Recovery outcome A public health approach to Justice with community justice planning. Perceptions of the local crime data The Scottish Crime and Justice Survey shows no significant change in perceptions of crime. The latest publication in March 2021, has a sample size of 158 across L Division which also covers Argyll & Bute. It is therefore challenging to analyse this at a West Dunbartonshire Progress was hindered due to resource capacity issues with the preferred provider and at a local level. Reports and feedback via the WD ADP Strategic Lead were utilised to inform this approach. Public Health Scotland MAT Standards workshops, organised following Ministerial Direction, identified this opportunity. This will form part of our developing Strategic Needs and Strengths Assessment for community justice. Page 73
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6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. level only. However, 3 indicators sit above the national average in 2018-2020: In the local area it is common that people behave in an anti-social manner in public In the local area it is common that people are physically assaulted or attacked in the street or other public places In the local area it is common that there is drug dealing and drug abuse The newly established WD CJP development group will consider its wider approach to these indicators whilst developing our new CJOIP West Dunbartonshire has an ASIST team that responds to anti-social behaviour. Strategic alignment to community justice will be considered by the WD CJP development group. Further local analysis will be developed and considered by the WD CJP development group. Further local analysis will be developed and considered by the WD CJP development group. NATIONAL OUTCOME TWO Partners plan and deliver services in a more strategic and collaborative way Where applicable have regard to the following indicators. Services are planned for and delivered in a strategic and collaborative way Partners have leveraged resources for community justice Development of community justice workforce to work effectively across organisational/professional /geographical boundaries Partners illustrate effective engagement and collaborative partnership working with the authorities responsible for the delivery of MAPPA Page 74
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6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. What new activities in 2021-22 were driven / undertaken collectively by the community justice partners/hip in relation to outcome two? What was the impact of these activities? Establishment of West Dunbartonshire Community Justice Partnership Development Group With support from Community Justice Scotland, West Dunbartonshire established this group of Statutory Partners and Third Sector Community Volunteer Service in February 2022. Two development sessions took place during 2021/2022 reporting period, the first focussed on the statutory duties of a Community Justice Partnership, the second on domestic abuse. Arrest Referral Scheme Implementation of the Arrest Referral Scheme in Clydebank Custody Suite addressed a gap in service provision for early intervention (on the justice pathway). The service began in July 2021 and a monitoring group was established, led by the Integrated Operations Manager for Addictions. An on-call model was implemented, reliant on Police Scotland custody staff to ask people in custody, who presented under the influence, is they consented to a referral. Where agreed, service providers attended the custody suite. Representatives from Police Scotland, the Service Providers, WD ADP Strategic Lead and Community Justice Coordinator received monthly reports on uptake. Enhanced learning for statutory and third sector representation on the statutory duties for Community Justice Partnerships. Improved knowledge and awareness of the Caledonian 1-2-1 programme and at a local level the Housing Service No Homes for Domestic Abuse initiative, MARAC and Violence Against Women Partnership. In addition, the WD CJP Development Group were provided with an opportunity to enhance their understanding about the links to domestic abuse and the responsibilities to reduce reoffending/offending of a community justice partnership. Uptake during 2021/2022 reporting period showed 10 West Dunbartonshire citizens were referred and 11 citizens from out with. Discussions have taken place with a view to reviewing the model these included a shift from on-call service to on-site and initial contact to be made by the service providers to increase uptake. In addition, it has been recognised that people in custody suites require a more holistic approach rather than a focus on those presenting under the influence. A review has been initiated and with the establishment of the WD CJP development group, it is expected this will be carried out jointly with WD ADP. Longer term funding of this service is a challenge, current funding is due to end in July 2023. Page 75
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6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Workforce Development Commissioned by the WD ADP, REACH Advocacy delivered a range of workshops, attended by a range of Community Justice Partners, focussed on a Rights Based Approach to service delivery. WD CJP identified this as a key approach to be further developed for justice services, aligning to the new Scottish Government Justice strategy action on developing a human rights approach to justice. WD CJP development group will review the evaluation and outputs from the workshops and consider how this approach can be embedded in the delivery model for community justice. Local service provider Lomond Advice and Advocacy Service (LAAS), supported by the WD ADP strategic lead, were successful in a funding bid to employ rights-based advocacy workers (with lived/living experience) for people with substance use issues. Acknowledging the significant numbers of same people within the justice system, WD CJP development group will consider how it supports and understands the benefits of this service provision. Consideration will also be given on to enhance the provision for people in the justice system not affected by substance use. What ongoing activities took place in relation to outcome two? What was the impact of these activities? Strategic Needs and Strength Assessment (SNSA) Two key SNSA documents were under development during 2021/2022 involving community justice partners. WD ADP and WD Health & Social Care Partnership (WD HSCP) in the development of a new Strategic Plan. The key findings of the WD ADP SNSA are noted previously in this report, in summary harms were identified as being over represented in the most deprived communities. The WD HSCP SNSA provides details on multi-domain elements across health and social care, relevant to community justice planning. WD CJP development group have continued to identify the key data for our developing SNSA and will consider commissioning an external provider to finalise during 2022/2023. The issues encountered with reporting from both Justice Social Work LS/CMi and Alcohol and Drugs DAISY system has delayed progress during 2021/2022. WD CJP development group will continue to monitor this through updates from WD ADP and Justice Social Work. Page 76
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6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Caledonian Commitment to implement Caledonian 1-2-1 programme, although delayed due to pandemic and other national issues, will result in improved joint working and outcomes between Justice Social Work and Children’s Services. Strategic oversight will be via the WD CJP development group collaborating with the WD Violence Against Women and Girls Partnership Custody to Community Improved joint working between Homeless Resettlement Officer, Justice Social Work Manager and Community Justice Coordinator in understanding the needs of those leaving prison custody. MAPPA Community justice partners continue to work in partnership with the MAPPA Unit in relation to monitoring and developing services, service responses and awareness raising. The implementation has been delayed due to the intended national roll out of the Caledonian Programme, WD CJP development group will continue to monitor this. In preparation for implementation, WD CJP/HSCP has committed to funding 2 full-time posts to support both Justice Social Work and Children’s Services for one year, sustained funding has not yet been identified. WD CJP development session on domestic abuse/violence against women included an input from CJS Caledonian team. Awareness sessions attended by multi-agency staff and one specifically for Sheriffs also took place during 2021/2022. The information-sharing protocol with Scottish Prison Service provides information on people who are leaving prison within the next 12 weeks and those who entered prison in the previous week. The Homeless Resettlement Officer reaches in to the prisons to offer people housing options interviews, successfully engaging with over 80%. High level needs information is shared and stored on a spreadsheet, maintained by Justice Social Work admin, which is analysed by the Community Justice Coordinator. Recommendations for 2021/2022 for the WD CJP development group to establish a Custody to Community Sub- Group to drive forward identified improvements in the prison to community pathway is under consideration. Reporting arrangements for MAPPA are via the Public Protection Chief Officers Group, WD CJP development group will consider how this aligns to community justice planning and delivery. Page 77
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6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. NATIONAL OUTCOME THREE People have better access to the services that they require, including welfare, health and wellbeing, housing and employability Where applicable have regard to the following indicators. Partners have identified and are overcoming structural barriers for people accessing services Existence of joint-working arrangements such as processes / protocols to ensure access to services to address underlying needs Initiatives to facilitate access to services Speed of access to mental health services % of people released from a custodial sentence: a) registered with a GP b) have suitable accommodation c) have had a benefits eligibility check Targeted interventions have been tailored for and with an individual and had a successful impact on their risk of further offending What new activities in 2021-22 were driven collectively by the community justice partnership in relation to outcome three? What was the impact of these activities? What ongoing activities took place in relation to outcome three? What was the impact of these activities? Arrest Referral Scheme The implementation of our Arrest Referral Scheme has provided opportunities to minimise barriers to accessing services for people in custody. For those who continued engagement with addiction providers, support to access additional services was provided. For The learning from the initial implementation of the Arrest Referral Scheme at Clydebank Custody Suite provides critical information for both WD CJP development group and ADP. Uptake levels, initial engagement levels, follow on engagement out with the custody suite are all areas under review in 2022/2023. Other models of delivery for Page 78
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6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. those who didn’t continue engagement beyond the custody suite, we are unable to ascertain whether they accessed required services. Custody to Community The improved data collection process established by the Community Justice Coordinator and Homeless Resettlement Officer (supported by Justice Social Work Admin) has provided some improved knowledge on whether people have suitable accommodation. We are in the process (during 2022/2023) of linking in a benefits eligibility check. GP Registrations Work carried out in partnership with Primary Care provides a proxy of around 86% of people leaving prison are registered with a GP. Access to Mental Health Service West Dunbartonshire Mental Health Services exceeds the NHSGG&C figures of 70.6% of people have access to psychological therapies within 18 weeks, latest statistics show achievement of 75.7%. Mental Health Services performance in relation to routine referrals to be seen with 4 weeks is 88% and emergency referrals on the same day is 100%. custody suite services in other areas will inform our review. Longer term funding is a significant area of concern for both the WD CJP development group and ADP. As noted previously, the newly established WD CJP will consider establishing a sub-group to develop and manage our Custody to Community Pathway. This will have a particular focus on those leaving prison who are not subject to additional licencing requirements with Justice Social Work. How do we provide support to assess need and access required services? How do we monitor and report outcomes, delivering a rights-based approach model? Will be the key area of focus. The WD CJP Custody to Community Sub-Group will integrate monitoring of this when designing the pathway. Currently data is anonymised therefore support to register with a GP is not provided for those who are not subject to statutory orders with Justice Social Work. Impact on figures is related to vacant posts. Page 79
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6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. NATIONAL OUTCOME FOUR Effective interventions are delivered to prevent and reduce the risk of further offending Where applicable have regard to the following indicators. Use of ‘other activities requirements’ in CPOs Effective risk management for public protection Quality of CPOs and DTTOs Reduced use of custodial sentences and remand: a) Balance between community sentences relative to short custodial sentences under one year b) Proportion of people appearing from custody who are remanded The delivery of interventions targeted at problem drug and alcohol use [NHS Local Delivery Plan (LDP) Standard] Number of Police Recorded Warnings, police diversion, fiscal measures, fiscal diversion, supervised bail, community sentences (including CPOs , DTTOs and RLOs ) Number of short-term sentences under one year What new activities in 2021-22 were driven collectively by the community justice partnership in relation to outcome four? What was the impact of these activities? What ongoing activities took place in relation to outcome four? What was the impact of these activities? Justice Social Work moved to a hybrid model during 2021/2022 and continued to expand their use of other activities through online courses. Attending specific appointments relating to health and wellbeing are also included, e.g. addictions services. Further opportunities for other activities are being developed in 2022/2023 to include employability. Justice Social Work continued their commissioning of Street Cones Road to Recovery online programme (details in progress section above). The JSW aggregate return for 2021/2022 shows just under 70% of people on orders were noted as unemployed. In response, during 2022/2023 are focussing on improving access to employability services in partnership with the Councils Working 4 U service. Page 80
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6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Our PPCOG created a risk register during 2020-2021 in relation to high risk individuals, with Justice Social Work increasing and adapting monitoring processes. Further work to create risk registers for all policy areas reporting to PPCOG is underway during 2022/2023 West Dunbartonshire receives prison population statistical reports from Scottish Prison Service which provides a range of data which includes those on short-term sentences and those on remand. These are monitored by the Community Justice Coordinator. At 31st March 2022, Scottish Prison Service Supplementary report shows 172 males and 2 females in prison. Sentences of 1 year or less accounted for 12% (16 from a total of 172) of the convicted population for males and no females (from a total of 2) were serving sentences of less than 1 year. For remand 23% (39) of West Dunbartonshire male citizens (from a total of 172) were on remand, this is one of the lowest percentages of remand population in Scotland. For female citizens 50% (1) was on remand and 50% (1) was serving a sentence of 4 years or more. Justice Social Work began preparatory work to launch a Bail Support Service, launched in September 2022 to provide an alternative to remand. As previously noted the newly established WD CJP development group will consider the strategic alignment with PPCOG and how this links to community justice planning. In summary, our prison population decreased slightly from 196 at March 2021 to 174 at March 2022, although this can fluctuate throughout the year. The percentage of people serving sentences of 1 year or less has decreased slightly and the percentage of people on remand increased slightly. At 31st March 2021, Scottish Prison Service Supplementary report shows 190 males and 6 females in prison. Sentences of 1 year or less accounted for 14% (21 from a total of 190) of the convicted population for males and 50% (1) of females (from a total of 2) were serving sentences of less than 1 year. In relation to Scotland this sit in the middle third of local authority areas. For remand 21% (40) of West Dunbartonshire male citizens (from a total of 190) were on remand, this is one of the lowest percentages of remand population in Scotland. For female citizens 67% (4) were on remand and 16.5% (1) was serving a sentence of between 6 months and 1 year and 16.5% (1) was serving a sentence of more than 1 but less than 2 years. WD CJP development group will incorporate reporting and monitoring of these statistics within formal meetings to identify any opportunities to influence, within the context of an independent judiciary this could Page 81
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6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. The development of the content of our local SNSA (which will include the number of Police Recorded Warnings, police diversion, fiscal measures, fiscal diversion, supervised bail, community sentences (including CPOs , DTTOs and RLOs ) continued during 2021/2022 in so far as collating data. Additional support is now required to produce a comprehensive SNSA for community justice. be challenging. Previously local sheriffs have clearly stated that people who are remanded are done so because they pose a risk to public protection. The implementation and progress of the Bail Support Service will be reported to the WD CJP development group by Justice Social Work. WD CJP development group will consider during 2022-2023 the resource requirement to finalise the community justice SNSA, this will include consideration of external commissioning NATIONAL OUTCOME FIVE Life chances are improved through needs, including health, financial inclusion, housing and safety, being addressed. Have regard to the following indicator. Individuals have made progress against the outcome How do partners measure outcome five for individuals? If this information has been collated, what does it show? Whilst activity is ongoing in relation to addressing the wider needs of people within the justice system, we are unable to progress collation of evidence-based outcome data due to the complexity of implementing an outcome monitoring model. Previous annual reports advised we would focus on the use of Justice Outcome Star for people within Justice Social Work. Prior to the pandemic, we began to implement Justice Outcome in Diversion cases. This implementation has continued during 2021/2022, with refresher training provided to include Bail Support and Structured Deferred Sentences. The lack of reporting facility with the Justice Social Work recording system LSCMI has provided challenges in The previous national strategy does not include Outcomes 5, 6 and 7, a gap identified in the recent national review. Implementing and outcome-based reporting model at an individual level is a significant undertaking which requires increased resource. For Justice Social Work, how this aligns with current LSCMI requirements requires to be reviewed. This is a national issue across Scotland and we would benefit from a national approach to reviewing. The process of a national transfer to a new LSCMI system took place during 2021/2022, significant issues developed and we await the resolution of those at a national level. Page 82
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6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. extracting data, this is a national issue that we hope will be resolved with the transfer to a new centralised system. If available, provide a supporting case study or other information to demonstrate activity and impact relating to outcome five. NATIONAL OUTCOME SIX People develop positive relationships and more opportunities to participate and contribute through education, employment and leisure activities Have regard to the following indicator. Individuals have made progress against the outcome Providing evidence on person centric outcomes has been challenging for most areas. How do partners measure outcome six for individuals? If this information has been collated, what does it show? Whilst activity is ongoing in relation to addressing the wider needs of people within the justice system, we are unable to progress collation of evidence-based outcome data due to the complexity of implementing an outcome monitoring model. Previous annual reports advised we would focus on the use of Justice Outcome Star for people within Justice Social Work. Prior to the pandemic, we began to implement Justice Outcome in Diversion cases. This implementation has continued during 2021/2022, with refresher training provided to include Bail Support and Structured Deferred Sentences. The lack of reporting facility with the Justice Social Work recording system LSCMI has provided challenges in The previous national strategy does not include Outcomes 5, 6 and 7, a gap identified in the recent national review. Implementing and outcome-based reporting model at an individual level is a significant undertaking which requires increased resource. For Justice Social Work, how this aligns with current LSCMI requirements requires to be reviewed. This is a national issue across Scotland and we would benefit from a national approach to reviewing. The process of a national transfer to a new LSCMI system took place during 2021/2022, significant issues developed and we await the resolution of those at a national level. Page 83
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6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. extracting data, this is a national issue that we hope will be resolved with the transfer to a new centralised system. If available, provide a supporting case study or other information to demonstrate activity and impact relating to outcome six. NATIONAL OUTCOME SEVEN Individuals’ resilience and capacity for change and self- management are enhanced Have regard to the following indicator. Individuals have made progress against the outcome Providing evidence on person centric outcomes has been challenging for most areas. How do partners measure outcome six for individuals? If this information has been collated, what does it show? Whilst activity is ongoing in relation to addressing the wider needs of people within the justice system, we are unable to progress collation of evidence-based outcome data due to the complexity of implementing an outcome monitoring model. Previous annual reports advised we would focus on the use of Justice Outcome Star for people within Justice Social Work. Prior to the pandemic, we began to implement Justice Outcome in Diversion cases. This implementation has continued during 2021/2022, with refresher training provided to include Bail Support and Structured Deferred Sentences. The lack of reporting facility with the Justice Social Work recording system LSCMI has provided challenges in extracting data, this is a national issue that we hope will be resolved with the transfer to a new centralised system. The previous national strategy does not include Outcomes 5, 6 and 7, a gap identified in the recent national review. Implementing and outcome-based reporting model at an individual level is a significant undertaking which requires increased resource. For Justice Social Work, how this aligns with current LSCMI requirements requires to be reviewed. This is a national issue across Scotland and we would benefit from a national approach to reviewing. The process of a national transfer to a new LSCMI system took place during 2021/2022, significant issues developed and we await the resolution of those at a national level. Page 84
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6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. If available, provide a supporting case study or other information to demonstrate activity and impact relating to outcome seven. 8) What other achievements and challenges happened? Achievements Challenges As previously noted, West Dunbartonshire governance arrangements for community justice were through our Community Planning Sub-Group Safe Delivery Improvement Group. In February 2022, we established a Community Justice Partnership development group to begin to address the gaps/deficiencies in previous arrangements. By March 2022, the working group took part in two The West Dunbartonshire Community Justice Partnership development group was established during a period of transition between the existing national strategy and outcome, performance improvement framework and the development of refreshed versions. Some planned development sessions were postponed due to conflicting priorities and capacity. In relation to coordinator support, this was part-time at 17.5 hours a week, 7) If you have identified other local community justice activities and outcomes which go beyond the national outcomes, then record them here. Local outcomes Please describe the activity Then describe the impact Page 85
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8) What other achievements and challenges happened? development sessions supported by Community Justice Scotland focussing on statutory duties and domestic abuse. The working group recognised that violence against women and girls, in particular domestic abuse, has been for decades, a stubbornly persistent local issue and reducing offending and reoffending for this particular crime should become a priority area of focus. Working in partnership with the local VAWG partnership to ensure alignment, avoid duplication and gain a greater understanding through the voices of victims/survivors and their representatives. this will be increased to a full-time position of 35 hours a week during 2022/2023. With the publication of the new national strategy and awaiting the associated outcome, performance and improvement framework, West Dunbartonshire will formally launch their Community Justice Partnership by December 2022 in order improve outcomes for people within the justice system. Page 86
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9) Additional Information including, next steps for the partnership As noted, West Dunbartonshire established a CJP Development Group in 2021/2022. This will move to a full Partnership during 2022/2023 assuming full responsibility for all statutory duties. In addition, West Dunbartonshire currently shares a Coordinator Post with Argyll & Bute, this will move to a full-time post during 2022/2023. Page 87
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Report by Head of Strategy and Transformation West Dunbartonshire Health and Social Care Partnership (HSCP) Management Group: 17 November 2022 Subject: Shaping Places for Wellbeing Programme 1. Purpose 1.1 The purpose of this briefing note is to inform the Community Planning Partnership on the Shaping Places for Wellbeing Programme. 2. Recommendations 2.1 It is recommended that the Community Planning Partnership note the content of this briefing note. 3. Background 3.1 Representatives from West Dunbartonshire Council and West Dunbartonshire HSCP have been working with the Place and Wellbeing Partnership Lead at the Improvement Service and Public Health Scotland in order to embrace opportunities pertaining to collaborative work between health and wellbeing and spatial planning. 3.2 The Improvement Service and Public Health Scotland are working with six local authority areas and local health boards to support more collaborative action on their shared ambition around the role of place in enabling health and wellbeing. Learning will feed into a national learning framework supported by a national learning group. 3.3 Within West Dunbartonshire Clydebank has been identified as one of the project towns and in February 2022 a Memorandum of Understanding (MoU) was signed between the constituent authorities; the Improvement Service; Public Health Scotland; West Dunbartonshire Council and NHS Greater Glasgow and Clyde. 3.4 Further detail in respect of the intended outcomes of this work can be found in the linked background papers. 4. Main Issues 4.1 The parties involved in taking forward this work will seek to improve delivery of the Place and Wellbeing Outcomes through: o Working and planning together, and with communities, to improve the wellbeing of people and reduce inequality consistent with the social determinants of health which are the places where people live, work and play; ITEM 8 Page 89
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o Delivering on Scotland’s National Performance Outcomes and other national ambitions such as the Public Health Priorities, climate change targets; and o Linking to delivery ambitions such as the Christie Commission Recommendations, the Place Principle, 20 minute/ local living neighbourhoods and A New Future for Scotland’s Towns. 4.2 The programme will seek to achieve this by: o Using local data and insights to build a shared understanding of the current context and health inequalities in the Clydebank area; o Bring together key stakeholders from across Clydebank who are engaging with people who have direct experience of the inequalities identified through data insight. Explore their experience in the context of the place and wellbeing outcomes. o Collaborating on shaping aims and drivers and implementing change around the links between place and public health as part of the whole system approach to delivering Scotland’s Public Health Priorities, the Place Principle and the Christie Commission Recommendations. This will include finding new ways of working across national and local, and sectoral and disciplinary boundaries. 4.3 The programme aims to make sustainable changes within local systems which are consistent with improving public health and wellbeing in line with the place and wellbeing outcomes and designed to last beyond the lifetime of the programme through: o Working with delivery partners to consolidate their awareness and understanding of the Place and Wellbeing Outcomes, informed by their role in evaluating success; o Mobilising changes to policy and practice; o Enabling the work to scale and spread to other places. 4.4 Evaluation is an important element of this work and the parties will capture learning and measure qualitative and quantitative progress against Place and Wellbeing Outcomes and system change activity. 4.5 From a governance perspective, the constituent authorities have appointed representative to maintain strategic and operational oversight of joint activities as part of the programme. This Steering Group will meet as necessary to review progress in the implementation of the agreed arrangements/actions, evaluate success, define new areas of cooperation and identify collaborative and partnership opportunities. The Steering Group will report to the HSCP Board and the relevant Council Committees. 5. Options Appraisal 5.1 An options appraisal is not required for this briefing note. Page 90
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6. People Implications 6.1 The Health Foundation have provided funding for a full-time member of staff to lead, facilitate and support the outcomes, principles, and system change activity detailed to deliver the aims of the programme. 6.2 Scottish Government have provided funding for a part-time member of staff to lead, facilitate and support bringing together people from across Clydebank to work with the community in the delivery of the programme. This member of staff will work with key stakeholders and representatives of those who have direct experience of the inequalities identified through data insight. They will also support their understanding of, and explore their experiences in, the context of the place and wellbeing outcomes. 6.3 In both cases the Improvement Service will employ such staff and provide line management. West Dunbartonshire Council and NHS Greater Glasgow and Clyde will embed these staff members into their organisations by providing them with office workspace and giving them access to their systems, facilities and networks. 7. Financial and Procurement Implications 7.1 There are no direct financial or procurement implications. Engagement with this programme will be absorbed within existing resources. 8. Risk Analysis 8.1 A risk assessment is not required for this briefing note. 9. Equalities Impact Assessment (EIA) 9.1 An EIA is not required for this briefing note. 10. Environmental Sustainability 10.1 A Strategic Environmental Assessment (SEA) is not required for this briefing note. 11. Consultation 11.1 As outlined in paragraph 6.2 future community based activity will enable the citizens of Clydebank to engage with and participate in the delivery of the programme, with a particular focus on those who have direct experience of the inequalities identified through data insight. 12. Strategic Assessment 12.1 This programme supports the delivery of a number of key Council and HSCP strategic priorities. Page 91
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Margaret-Jane Cardno Head of Service Strategy and Transformation 10 May 2022 Person to Contact: Margaret-Jane Cardno Head of Service Strategy and Transformation Margaret-jane.cardno@west-dunbarton.gov.uk Appendices: N/A Background Papers: Shaping Places for Wellbeing Programme Summary Place & Wellbeing Outcomes Briefing Paper Wards Affected: Clydebank Central Ward Clydebank Waterfront Ward Kilpatrick Ward Page 92
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Report by Chair of the Empowered DIG Management Group: 17 November 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 Work continues to progress well across the 8 focussed areas of DIG activity. Given the meeting proximity, the ability to update substantively is limited and a snapshot of some of the key developments are instead provided. A fuller update will be available for the February meeting. Increased Rate of Volunteering (Empowerment) 4.2 The local consultation on the Volunteering Action Plan for Scotland and its complementary local plan is underway. A series of facilitated sessions are planned through November and early December, supplemented by a general consultation survey. The resulting plan will go out for volunteering sector consultation during early January 2023. ITEM 9d Page 93
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4.3 Work remains ongoing to link volunteer involving organisations with sources of additional income to help support ongoing engagement through this difficult time for many volunteers and agencies. Support to improve community mental health and wellbeing (Wellbeing) 4.4 The year 2 Community Mental Health and Wellbeing fund launched on 15th October 2022. The Fund, distributed by West Dunbartonshire CVS as the Third Sector Interface (TSI’s), reflects the importance placed on community support as part of the overall mental health infrastructure. 4.5 In 2022-23, the fund will again have a focus on: • Tackling priority issues within the Transition and Recovery Plan such as suicide prevention, social isolation and loneliness, prevention and early intervention • Addressing the mental health inequalities exacerbated by the pandemic and the needs of a range of ‘at risk’ groups locally • Supporting small ‘grass roots’ community groups and organisations to deliver such activities • Providing opportunities for people to connect with each other, build trusted relationships and revitalise communities • Supporting recovery and creativity locally by building on what is already in place. 4.6 Engagement sessions were well attended and there is already significant interest being shown in the fund, The closing date for applications is 22 December 2022. Cost of Living Communication 4.7 Much DIG energy is committed to mitigate the serious implications of the ongoing cost of living challenges facing our communities. In order to ensure maximum communication and uptake of the range of opportunities available, work is ongoing to create a centralised information resource of local and national support. 4.8 This is being hosted on the West Dunbartonshire CVS website and being updated weekly. Communication of the information is being driven through positive linkages with a number of community focussed services including community mental health teams and tenants services. 5. People Implications 5.1 There are no personnel issues at this time 6. Financial Implications Page 94
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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 taking place across both the DIG membership and the Chairs Group to ensure plans are complementary and offer added value. 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 95