Document Pack (Bookmarked) CPWD 22 02 24
West Dunbartonshire Council · 22 February 2024
Back to Community Planning West Dunbartonshire Management Board — 22 February 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Agenda Community Planning West Dunbartonshire Management Board Date: Thursday, 22 February 2024 ___________________________________________________________________ Time: 14:00 ___________________________________________________________________ Format: MS Teams ___________________________________________________________________ Contact: Nicola Moorcroft, Committee Officer nicola.moorcroft@west-dunbarton.gov.uk committee.admin@west-dunbarton.gov.uk Dear Member Please attend a meeting of the Community Planning West Dunbartonshire Management Board as detailed above. The business is shown on the attached agenda. Yours faithfully PETER HESSETT Chief Executive Page 1
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Distribution:- Councillor Martin Rooney (Chair) Councillor Michelle McGinty (Vice Chair) Councillor Clare Steel Peter Hessett, Chief Executive, West Dunbartonshire Council Peter Barry, Chief Officer – Housing and Employability, West Dunbartonshire Council Laura Mason, Chief Education Officer, West Dunbartonshire Council Beth Culshaw, Chief Officer of West Dunbartonshire Health and Social Care Partnership (WD HSCP) Lesley James, Head of Children’s Health, Care and Justice Services and Chief Social Work Officer (WD HSCP) Fiona Taylor, Health and Social Care Partnership (WD HSCP) John Anderson, Manager, West Dunbartonshire Leisure Trust Liz Connolly, Principal, West College Scotland Jennifer Gilliver, Department of Works and Pensions Jimmy Hyslop, Operations Manager, NatureScot 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 Jonathan Harris, Police Scotland Sandie Scott, Director of Strategic Communications and Stakeholder Relations NHS Golden Jubilee Amanda Graham, Chief Officer, Citizens, Culture, & Facilities Elaine Troup, Communities Manager Provost Douglas McAllister [substitute] Councillor John Millar [substitute] Councillor Gurpreet Singh Johal [substitute] Date of issue: 8 February 2024 Page 2
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COMMUNITY PLANNING WEST DUNBARTONSHIRE MANAGEMENT BOARD THURSDAY, 22 FEBRUARY 2024 AGENDA 1 APOLOGIES 2 DECLARATIONS OF INTEREST Members are invited to declare if they have an interest in any of the items of business on the agenda and the reasons for such declarations. 3 MINUTES OF PREVIOUS MEETING 5 – 9 Submit for approval as a correct record, the Minutes of Meeting of the Community Planning West Dunbartonshire Management Board held on 16 November 2023. 4 ACTION LOG 11 Submit for information the Rolling Action list for the Community Planning West Dunbartonshire Management Board. 5 COMMUNITY PLANNING EXECUTIVE GROUP 13 – 16 Submit report by Peter Hessett, Chief Executive providing an update of discussion at the most recent Community Planning Executive Group (CPEG) meeting held on 22 January 2024. 6 CPWD PROPOSED APPROACH 2024/25 - PRESENTATION AND DISCUSSION Officers will give a presentation in relation to the above. 7/ Page 3
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7 COMMUNITY JUSTICE PARTNERSHIP UPDATE 17 - 20 Submit report by Lesley James, Head of Children’s Health, Care and Criminal Justice (Chief Social Worker – HSCP) providing an update regarding the above. 8 FLOURISHING DELIVERY IMPROVEMENT GROUP 21 - 27 (DIG) UPDATE Submit a report by Peter Barry, Chief Officer, Housing and Employability providing an update on the work of the Flourishing Delivery and Improvement Group. 9 INDEPENDENT DELIVERY IMPROVEMENT GROUP 29 - 30 (DIG) UPDATE Submit a report by Fiona Taylor, Head of Health and Community Care providing an update on the work of the Independent Delivery and Improvement Group. 10 NURTURED DELIVERY IMPROVEMENT GROUP 31 - 60 (DIG) UPDATE Submit a report by Lesley James, Head of Children’s Health, Care and Criminal Justice (Chief Social Work Officer – HSCP), providing an update on the work of the Nurtured Delivery and Improvement Group. 11 EMPOWERED DELIVERY IMPROVEMENT GROUP 61 - 62 (DIG) UPDATE Submit a report by Selina Ross, West Dunbartonshire CVS providing an update on the work of the Empowered Delivery and Improvement Group. 12 SAFE DELIVERY IMPROVEMENT GROUP (DIG) UPDATE 63 - 64 Submit a report by Inspector Jonathan Harris, Police Scotland, providing an update on the work of the Safe Delivery and Improvement Group. 13 DATE OF NEXT MEETING Members are asked to note that the next meeting of the CPWD Management Board will be on Thursday, 16 May 2024 at 2pm, Cunard Suite, West College, Scotland. Page 4
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COMMUNITY PLANNING WEST DUNBARTONSHIRE MANAGEMENT BOARD Thursday, 16 November 2023 Present: Councillor Martin Rooney (Chair) West Dunbartonshire Council Councillor Michelle McGinty West Dunbartonshire Council Councillor Clare Steel West Dunbartonshire Council Peter Hessett West Dunbartonshire Council Beth Culshaw West Dunbartonshire Council Laura Mason West Dunbartonshire Council Peter Barry West Dunbartonshire Council Amanda Graham West Dunbartonshire Council Elaine Troup West Dunbartonshire Council Fiona Taylor West Dunbartonshire Health and Social Care Partnership Lesley James West Dunbartonshire Council Claire Cusick West Dunbartonshire Council Jennifer Gilliver Department for Work and Pensions Damon Scott Dunbartonshire Chamber of Commerce Jimmy Hyslop NatureScot Bart Simonis Police Scotland John Binning Strathclyde Partnership for Transport Stephanie Gunn West College Scotland Neil Willerton Scottish Fire and Rescue Gerry Watt Scottish Prison Service Selina Ross West Dunbartonshire CVS Lynn Straker West Dunbartonshire Council Apologies: Sharon Kelly Skills Development Scotland Liz Connolly West College Scotland John Anderson West Dunbartonshire Leisure Trust Rebecca Campbell NHS Greater Glasgow and Clyde Lynn Ratcliff Police Scotland Colin MacBean Scottish Government Richard Millar Scottish Canals Jonathan Harris Councillor Martin Rooney in the Chair ITEM 3 Page 5
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DECLARATIONS OF INTEREST It was noted that there were no declarations of interest in any of the items of business on the agenda. MINUTES OF PREVIOUS MEETING The Minutes of Meeting of the Community Planning West Dunbartonshire Management Board held on 17 August 2023 were submitted and approved as a correct record. ACTION LOG The Rolling Action list for the Community Planning West Dunbartonshire Management Board was submitted for information and relevant updates were noted and agreed. WHOLE FAMILY WELLBEING UPDATE Claire Cusick, Senior Education Officer, gave a presentation in relation to Whole Family Wellbeing. The presentation detailed the ambitious agenda for change and improvement in Children’s Services and to ensure: ● The wellbeing and safe care of all children and young people. ● All children and young people have equitable access to appropriate health provision and advice. ● Improved attainment and achievement for all children and young people. ● All children and young people have a safe and stable home environment. ● We respect the voices of all children and young people in their life choices. ● We develop the engagement and participation of children and young people in all aspects of their lives. ● All children and young people are empowered to overcome barriers to inclusion and have equitable access to opportunities. A further report was submitted by Laura Mason, Chief Education Officer informing of the Whole Family Wellbeing Fund and providing an update on plans to deliver Whole Family supports. After discussion and having heard the Claire Cusick in further explanation and in answer to Members’ questions, the Board agreed to note the progress and the strategic direction of plans. COMMUNITY PLANNING EXECUTIVE GROUP A report was submitted by Peter Hessett, Chief Executive, providing an update of the outcomes reached at the most recent Community Planning Executive Group (CPEG) meeting held on 9 October 2023. Page 6
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After discussion and having heard Peter Hessett in further detail of the meeting and noting progress of actions and in answer to Members’ questions, the Board agreed:- (1) to note the update provided; and (2) to note the content of the Community Planning Executive Group Meeting Note and Actions, Appendix 1 of the report. DELIVERY IMPROVEMENT GROUP (DIG) ACTION PLANS (a) Flourishing – Peter Barry An Action Plan for Flourishing Delivery Improvement Group was submitted by Peter Barry, Chief Officer – Housing and Employability providing a detailed breakdown of all the actions and plans through to 2025 for the Flourishing DIG and some of the milestones already achieved. (b) Independent – Fiona Taylor An Action Plan for Independent Delivery Improvement Group was submitted by Fiona Taylor, Head of Health and Community Care – HSCP, providing a detailed breakdown of all the actions and plans through to 2025 for the Independent DIG (c) Nurtured – Lesley James An Action Plan for Nurtured Delivery Improvement Group was submitted by Lesley James, Head of Children’s Health, Care and Justice and Chief Social Worker - HSCP providing a detailed breakdown of all the actions and plans through to 2025 for the Nurtured DIG and some of the milestones already achieved. (d) Empowered – Selina Ross An Action Plan for the Empowered Delivery Improvement Group was submitted by Selina Ross, West Dunbartonshire CVS, providing a detailed breakdown of all the actions and plans through to 2025 for the Empowered DIG and some of the milestones already achieved. (e) Safe – Bart Simonis An Action Plan for the Safe Delivery Improvement Group was submitted by Bart Simonis, Police Scotland, providing a detailed breakdown of all the actions and plans through to 2025 for the Safe DIG and some of the milestones already achieved. He noted it was still in final draft stages and some of the gaps in the Action Plan would be updated before the next meeting. Page 7
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DELIVERY IMPROVEMENT GROUP (DIG) UPDATES (a) Flourishing – Peter Barry A report was submitted by Peter Barry, Chief Officer – Housing and Employability providing an update on the work of the Flourishing Delivery and Improvement Group. After discussion and having heard Peter Barry in further explanation of the report and in answer to Members’ questions, the Board agreed:- (1) to note the update provided; and (2) to provide commitment and support to help maximise the impacts of the business support activity being developed and implemented through the Flourishing DIG. (b) Independent – Fiona Taylor A report was submitted by Fiona Taylor, Head of Health and Community Care providing an update on the work of the Independent Delivery and Improvement Group. After discussion and having heard Fiona Taylor in further explanation of the report and in answer to Members’ questions, the Board agreed to note the update provided. (c) Nurtured – Lesley James A report was submitted by Lesley James, Head of Children’s Health, Care and Justice and Chief Social Work Officer, providing an update on the work of the Nurtured Delivery and Improvement Group. After discussion and having heard Lesley James in further explanation of the report and in answer to Members’ questions, the Board agreed to note the update provided. (d) Empowered – Selina Ross A report was submitted by Selina Ross, West Dunbartonshire CVS providing an update on the work of the Empowered Delivery and Improvement Group. After discussion and having heard Selina Ross in further explanation of the report and in answer to Members’ questions, the Board agreed to note the update provided (e) SAFE – Bart Simonis Page 8
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A report was submitted by Inspector Bart Simonis providing an update on the work of the Safe Delivery and Improvement Group. After discussion and having heard Bart Simonis in further explanation of the report and in answer to Members’ questions, the Board agreed to note the update provided. COMMUNITY JUSTICE PARTNERSHIP UPDATE A report was submitted by Lesley James, Head of Children’s Health, Care and Justice and Chief Social Work Officer providing an update relating to Community Justice Partnership. The report detailed the highlights of activity and progress since the last meeting and asked Members of the Community Planning West Dunbartonshire Working Group to support the Community Justice Partnership to deliver locally on the ‘National Strategy for Community Justice.’ DATE OF NEXT MEETING It was noted that the next meeting of the Board would be held on Thursday, 22 February 2024 at 2.00 p.m. on MS Teams. The meeting closed at 3.26 p.m. Page 9
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Date Set Action Who Required by Date Status 16.11.2023 The current Integrated Child Services Plan to be circulated to all members. Lesley James (HSCP) February 2024 In Progress 16.11.2023 Potential support for the WD for Families Hubs through WDCVS. Selina Ross to extend invite to Claire Cusick for discussion February 2024 In Progress 16.11.2023 Safe DIG action plan to be completed with dates and responsible officers noted. Bart Simonis / Police Scotland February 2024 In Progress 16.11.2023 On conclusion of Action Plans all to be transferred onto Pentana with support from Performance and Strategy team Elaine Troup to Action February 2024 In Progress 16.11.2023 Community Empowerment Executive Group (CPEG) to discuss and agree the DIG reporting procedures. CPEG Members February 2024 In Progress Complete In Progress Outstanding ITEM 4 Page 11
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Report by the Chief Executive Officer of West Dunbartonshire Council, Chair of the Community Planning Executive Group Management Group: 22 January 2024 ___________________________________________________________________ Subject: Community Planning Executive Group 1. Purpose 1.1 The purpose of this report is to inform CPWD Board members of the discussion at the most recent Community Planning Executive Group (CPEG) meeting held on 22 January 2024. 2. Recommendations 2.1 CPWD is asked to note the content of Appendix One: Community Planning Executive Group Meeting Note and Actions 22 January 2024. 3. Background 5.1 The Community Planning Executive Group met on 22 January 2024. The group is chaired by the Council’s Chief Executive, and membership includes the five DIG leads and Community Planning Manager. The purpose of the group is to support CPWD and oversee improvement activity across the partnership. 4. Main Issues 4.1 The key discussion points and actions are noted in Appendix One: Community Planning Executive Group Meeting Note and Actions 22 January 2024. 5. People Implications 5.1 There are no people implications. 6. Financial Implications 6.1 There are no financial implications. ITEM 5 Page 13
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7. Risk Analysis 7.1 Failure to respond to challenges would risk delivery against policy priorities. 8. Equalities Impact Assessment (EIA) 8.1 No actions are required as this is an update report. 9. Consultation 9.1 This report provides an update on ongoing activity. 10. Strategic Assessment 10.1 Progressing work as outlined in this report ensures CPWD can deliver on the outcomes set in the Local Outcome Improvement Plan. Peter Hessett - Chair, Community Planning Executive Group 24.01.24 ________________________ Person to Contact: Elaine Troup, Communities Manager, Elaine.troup@west- dunbarton.gov.uk Appendices: Appendix One: Community Planning Executive Group Meeting Note and Actions 22 January 2024. Background Papers: Previous reports to Community Planning West Dunbartonshire Management Board on Executive Group activity. Wards Affected: All Page 14
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Community Planning West Dunbartonshire Executive Group – Meeting Note and Actions Date: Monday 22 January 2024 ___________________________________________________________________ Time: 11:00 ___________________________________________________________________ Item 1. Welcome, introductions and apologies. In Attendance: Peter Hessett (Chair) (PH), Peter Barry (PB), Jonathan Harris (JH), Fiona Taylor (FT), Elaine Troup (ET), Lesley James (LJ), Amanda Graham (AG), Selina Ross (SR). Apologies: None PH welcomed JH to his first CPEG meeting. 2. Note and action log of previous meeting Agreed as an accurate record. 3.1 DIG updates on Action Plans Flourishing DIG has been using Pentana successfully for some time now. Empowered DIG now on Pentanta Safe / Nurtured / Independent – all to have final details checked / completed then up-loaded. Action – JH/LJ/FT to complete and send to ET. Noting that the Nurtured DIG will be ready late February due to on-going development work. 3.2 Exception reporting: Nothing raised. 4. Proposed Approach for CPWD in 24/25. Good discussion on the draft paper and support for a pilot approach based on a geographic area. Agreed the conversations should be reflected to respond to the significant information we already know about local issues. This will allow more opportunity for discussion on the challenge questions. There is a need to manage expectations and for there to be a willingness for the community planning approach in WD to ITEM 5 - APPENDIX 1 Page 15
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change in response to the feedback. SR suggested engaging with the Start, Live and Age Well forums to support this approach. SR also highlighted the launch of the sector magazine and welcomed a community planning input. Action: AG/ET to arrange a meeting with BC and MJC, HSCP to discuss potential pilot approach. Action: ET to develop the approach further. Action: SR to provide ET with a list of member organisations. 5. CPWD Management Board Meeting feedback Members felt the presentation on the WFWF was well received. All agreed the highlight reports should be the main tool for reporting to CPWD as this provides opportunity to provide more detail. There was a general discussion on measuring impact with most agreeing that we have integrated partnership working as normal practice over the years. LJ discussed the aim to set 5 measures (maximum) for the Nurtured DIG. No additional agenda items for next CPWD Management Board. The group agreed that the proposed approach (Item 4) discussed today would be a future agenda item. 6. AOCB and Date of Next Meeting CPWD Annual Report 2022/23 up-date – ET confirmed all DIG leads had contributed and the final draft was awaiting sign-off. CPWD Partnership Agreement up-date – this would progress on conclusion of Annual Report. An Independent Review of Community Learning and Development (CLD) in now underway and a programme of engagement and consultation will be sent out to all Chief Executives in due course. Meeting dates: CPEG - Monday 15 April 11am (MS Teams) CPWD Pre Agenda – Thursday 1 February (MS Teams) CPWD Board – Thursday 22 February 24 (MS Teams) No. Action Progress 3.1 Action – JH/LJ/FT to complete and send Action Plans to ET. Noting that the Nurtured DIG will be ready late February due to on-going development work. 4. Action: AG/ET to arrange a meeting with BC and MJC, HSCP to discuss potential pilot approach. Action: ET to develop the approach further following meeting with HSCP. Action: SR to provide ET with a list of member organisations. Page 16
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Management Board Meeting Community Planning Partnership Highlights and Issues Report FOR INFORMATION ONLY X FOR DECISION Name of Partnership Community Justice Partnership Date of report 29/01/2024 Name and email of lead contact Lesley.James@west-dunbarton.gov.uk 1 Highlights of activity and progress since last meeting ‘Arrest Referral Scheme’ (ARS): Pilot and Learning Report. Community Justice Partnership (CJP) is working in partnership with the Alcohol & Drugs Partnership (ADP) to progress activity and build on the learning report. The CJP is currently undertaking a Strategic Needs and Strengths Assessment (SNSA) of the Arrest Referral Scheme to better understand challenges and positive outcomes of the pilot, as well as changes in the local landscape with consideration to Police Scotland and MAT Standards. A multi-agency focus group is being created to drive forward the SNSA and implement a joint strategy to progress the ARS and embed the model successfully within the locality. The ‘Caledonian System’ Training is now complete and staff are in a position of readiness to begin to use the model to effect behaviour change for perpetrators of domestic abuse. Data systems are being implemented and the CJP is addressing the best way to capture data for women and children who voluntary undertake support. The CJP is considering how to better understand this data in regard to MARAC and Child Protection/Adult Support & Protection – working in partnership with the VAWGP to ensure that risk is managed safely. As part of this partnership work the CJP is in the process of creating an operational Risk Assessment & Safety Protocol to ensure that service generated risk is mitigated and that there is effective communication and unified process between children & families and justice social work. Community Justice Scotland (CJS) Undertakings AS part of CJS undertakings WD CJP is currently undertaking SNSAs for: Arrest referral Scheme Bail Support & Supervision Diversion from Prosecution ITEM 7 Page 17
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Custody to Community – in partnership with SPS/VAWG/HSP/ADP Third Sector/Grass Roots Service Provision The SNSAs will inform the priority areas for the CJ Outcome Improvement Plan (CJOIP) – highlighting areas of good practice and challenges to effect the deliverables attached to the national outcomes within the locality. The CJP has recently competed a draft Community Support Services Tool (CSST) to assist Sheriff’s with decision making in regard to diversion. The tool is to help Sheriff’s (including travelling Sheriffs who sit in the virtual courts) better understand what services are available in the locality. There is national conflict around the use of the tool and what should be included, WD CJP has raised concern in regard to service generated risk and the legitimacy of including 3rd sector partners without due diligence, consultation and agreement. The CJP has asked CJS for time to consult with other strategic partners notably the ADP and VAWGP to ensure appropriate scrutiny and consultation. CJS will be engaging with ongoing narrative and discussion regarding the use of the tool. CJOIP A draft Community Justice Outcome Improvement Plan has been written. Data analysis and 5 year trend data requires to be analysed and inserted into the plan to allow the plan to be developed and priority areas identified. Meetings have been organised with partners to ensure that all priorities are represented in the plan and to ensure the competing demands for service areas are considered at the outset. The CJOIP will inform priority areas and work plans will be created to achieve the deliverables. It is anticipated that the deliverables will be tasked to working groups attached to the work plans. Authentic Voices As part of the CJOIP WD CJP is required to include a participation statement and evidence that those with lived experience, workers and the wider community have been consulted on activity, their voices sought, and included as part of the co- production model. The CJP has created a survey for current and service users and will undertake this in partnership with the ADP. Justice managers have been sent the first draft of the survey for comment and contribution as part of the first phase of participation. The second phase will involve an agreed draft being sent to wider CJP and ADP partners for review, comment and contribution. The third phase will involve the final draft being agreed and ratified by the partnership. Following this a work plan will be created to define undertakings, method and design. As part of this activity the CJP is creating an Authentic Voices working group that will be chaired by a Community Voices advisor who will ensure that the voices of those with lived experience continue to shape and influence service development and delivery going forward. The job profile for the chair of this group has been created and in the process of being agreed. Page 18
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CJP ToR/Branding The CJP has developed a draft ToR that was discussed at the most recent CJP meeting. Partners have been asked for comment with a view to the ToR being ratified at the next CJP. The CJP wanted to have its own identity to raise the profile of the CJP and CJP activity. The new CJP logo was ratified at the most recent meeting and is now the official branding for the partnership. Restorative Justice The CJP is at the start of the process with SACRO to look at partnership working with their ‘Hate Crime’ restorative justice resource. SACRO has already established their hate Crime RJ project in other areas and are looking to extend into WD. The Justice services manager is meeting with SACRO at the beginning of February to explore if this is resource is a needed and viable resource for the locality. Information and Awareness Raising Activity: The CJP provided input along with VAWG specialist services to the Information and Awareness Session held as part of the 16 Days of Action event in November. This was well received and the activity will continue during 2024 to raise the profile and reduce the stigma attached to community justice. 2 Outline of any issues/risks and how these are being managed Issues or risk will be identified and assessed in the Strategic Needs and Strengths Assessments, reported to the CJP in the first instance and escalated through governance procedures where appropriate. Management of issues/risk will be identified in the CJOIP and associated delivery plans. Uncertainty around budgets and finance are an ongoing risk for all justice activity. These risks will be managed through the appropriate governance structures 3 Outline of the main outputs expected before next meeting Progress update reporting in each area. Page 19
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4 What are your requirements of partners in the Community Planning Management Board to achieve the outcomes of the DIG? To support the CJP to deliver locally on the ‘National Strategy for Community Justice’ https://www.gov.scot/publications/national-strategy-community-justice-2/ To support the CJP with the uncertainty (nationally) regarding funding and budgets to support the local delivery of the strategy. 5 Please outline any good news story you wish to share “Very informative session. Also great to hear from community justice agencies who are involved in the local authority and build knowledge of their services” (Comment from a delegate who attended the information and awareness raising event in November. The evaluations were overwhelmingly positive and the event will be part of ongoing CJP activity in 2024.) Page 20
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Management Board Meeting Development and Improvement Groups (DIGs): Highlights and Issues Report FOR INFORMATION ONLY X FOR DECISION Name of DIG Flourishing Delivery and Improvement Group (DIG). Date of report 26/01/2024 Name and email of lead contact Peter Barry 1 Highlights of activity and progress since last meeting Regeneration Dumbarton Levelling Up Programme • Glencairn House - tenders were returned in December 23 and are currently being assessed. It is expected that works will start on site in Spring 24. • Connecting Dumbarton - works nearly completed, artwork in the underpass remains to be installed. • Masterplan for redevelopment of the Artizan was approved by Infrastructure, Regeneration and Economic Development Committee Committee on 1 November 23. Planning application for Phase 1 works expected in March 24. • Design Team progressing the detailed designs for the Artizan Redevelopment Masterplan • Demolition of units to rear expected to commence in February 24 Alexandria • Restoration of Smollett Fountain underway, works expected to be completed by early March 24. T • Discussions on a potential Business Improvement District ongoing, the traders were successful in securing £20k of seedcorn funding from the Scottish Government towards BID development. Officers are supporting the process as and when required. ITEM 8 Page 21
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• Shared Prosperity Funded shopfront improvement grants applications being received however progress is slower than anticipated. The businesses struggle with providing the required evidence, however the guidance has been amended to make the process easier. • Alexander Street improvements project has commenced and Page & Park were appointed as a lead consultant. The project originated from the Masterplan and is part of the Green Heritage Corridors projects. It will be funded from the Place Based investment Programme fund. Clydebank Queens Quay District Heating Network • Legal and commercial discussions regarding the West College Scotland and Golden Jubilee connections ongoing • First phase of works to connect a further 46 Clydebank Housing Association flats on Dumbarton Road underway Town Centre • Planning application for the Clydebank Canal-side Activities Centre progressing. It is expected that works will start on site later this year. • £20M UK Government funding from Long-Term Plan for Towns announced for Clydebank Town Centre. A new Town Board chaired by an independent Chairperson will be established to oversee the delivery. A report seeking approval for the governance arrangements will be submitted Regeneration and Economic Development Committee on 7 February 24. Exxon • Planning application approved in January. • Council officers continue to seek additional funding from City Region to contribute towards the costs of the project. • Discussions ongoing on the construction contract terms so that construction can commence as soon as possible. • Stage 2 application for Scottish Government Vacant and Derelict Land Fund for greenspace and footpaths submitted 2023, outcome should be known soon. • Scottish Marine Technology Park • Council continuing to work with the Malin Group to support the relocation of their business to Carless and to help with the identification of additional funding for land remediation • Planning application now submitted • Work complete on the flood mitigation project, and Malin Group have appointed a designer for the Quayside, both of which are being funded by Clyde Mission and the Council, the latter being subject to a further development agreement. Page 22
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• With support from the Council Malin and Strathclyde University working on a bid to the City Region Investment Zone, to be submitted by end March – see below for more detail. Place Based Investment Programme Grants • Regeneration and Economic Development Committee on 1 November 23 approved allocation of £471k of PBIP funds towards Community Grants • Small Grants (up to £5k) will be decided through Participatory Budgeting process, Large Grants will be assessed by a panel of Council Officers. Grants will be awarded by mid-March 24. Business Support • The number of start-ups assisted through Business Gateway remains on track to meet the annual target of 180. The number of businesses supported up to the end of Quarter 3 total 151. • The business grants available through the UK Shared Prosperity Fund are continuing to receive applications and are on track to meet year-end budget targets. The grants include a Recovery & Growth grant, Early Stage Growth grant, Working Towards Net Zero grant & Enhancing West Dunbartonshire’s Tourism Events & Attractions grant. • A Food & Drink Challenge Fund has been developed in partnership with the Working4Business group to provide a competitive grant of up to £5,000 to food and drink manufacturers and producers that can evidence potential growth projects which will create local jobs. Panel Interviews have been arranged for late January to assess applications. • Working in partnership with Glasgow City Region and Strathclyde University to provide businesses with green business advice through the development of carbon baseline assessments. This support will be funded through UK Shared Prosperity Fund. The start date for referrals is now expected to be February/March 2024 due to a delay in finalising the grant agreement with Strathclyde University. • The action plan for the Economic Development Strategy 2022-2027 was approved at the IRED Committee meeting on 1 November 2023. City Region/Scottish Government/UK Levelling Up • Glasgow City Region will be one of two Investment Zones in Scotland and as a result will benefit from a package of funding and tax relief measures estimated to be worth £160M over 10 years. The details of the offer will be co-produced by City Region and Member Authorities, Scottish Government and UK Govt (DHLUC). Phase two is now live and involves an open call for detailed project applications from eligible businesses and organisations. The Phase 1 Expression of Interest process has allowed the GCR to refine the ‘Priority Clusters’. Phase 2 will therefore focus on: Advanced Manufacturing, Health & Life Sciences, and Digital & Enabling Technology. Page 23
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• The opportunity has been publicised by our Comms team, and a more targeted approach to eligible businesses has been undertaken by Business Support Employability/Learning/Income Maximisation - (to be updated before CPWD) • Working4U is responsible for delivering services that help people to address the barriers that prevent them from considering work as an option; improve their skill sets and secure employment. This rests on input from employability (Work), community learning (Learn) and debt/benefit support (Money)services. • In 22/2023 Working4U provided work, learning and money support for over 9,000 people. Of those: o 373 people were supported through apprenticeships and in work progression; o 1,469 to enter education or training; o 756 people were supported to gain a qualification; o 420 people were supported (against a target of 400) secured employment. • Community learning and development services contributed to this success by providing access to community-based learning that focussed on the most marginalised people/families in our community. This included support for: o Adult/Youth Literacies; o Community-based vocational courses; o Digital Learning; o ESOL; and o Family Learning. • The Working4U debt and benefit support services assisted residents to: o Manage £1.88m of debt; o Secure £8.12m of benefit entitlements. • Collectively these services are addressing poverty and disadvantage by supporting people to increase income through work and benefit entitlement, reduce their cost of living and address barriers to work and learning opportunities. • West Dunbartonshire Council is the lead agency for the management and delivering services. Grants have been distributed to private and Third sector organisations to support the No One Left Behind and UK Shared Prosperity aims. • Since April we have established the processes for the use of No One left Behind funds (Scottish approach to the delivery of employability services) and UK Shared Prosperity Funds. • UK Shared prosperity provides funding that prioritises activity around o Community and Place (Community Team – addressing perceptions of crime and community empowerment); o Supporting Local Business (grants to develop and grow business and innovation); o People and Skills (employability support); o Multiply (developing basic skills in maths among residents and workforce). Page 24
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• In the forthcoming period we will continue to work with partners through the Local Employability Strategic group, Adult Learning Partnership and Information and Advice partnership to co-ordinate activities that will support people to maximise income, reduce costs and overcome barriers to opportunity. 2 Outline of any issues/risks and how these are being managed Regeneration Inflation and rising costs are a challenge in project delivery. We are looking at adjusting scope to make projects affordable, or seeking additional funding where possible. Tight timescales associated with external funding pose a challenge to project delivery. We are seeking support from external consultants where appropriate, and work collaboratively with other teams to identify solutions. We also continue to engage with the funders. Business Support A delay in finalising the Extend Plus grant agreement with Strathclyde University has led to a further delay in referring businesses for carbon baseline assessments. The team have compiled a waiting list for businesses and will start making referrals as soon as we have confirmation of a start date. Employability The risks for the employability service centres on the ability to secure reliable external training providers capable of delivering services in the local area. We are managing this by providing each grant recipient with a key contact and providing them with the opportunity to identify delivery challenges at an early stage. 3 Outline of the main outputs expected before next meeting Regeneration • Alexandria, Smollet Fountain renovation – project completed • Alexandria, Alexander Street – public engagement completed, Stage 3 design underway. • Clydebank, Activity Centre – planning permission anticipated. Delivery contract progressed and timescales confirmed. • Clydebank, Long-Term Plan for Towns – Chairperson and Town Board appointed, development of Investment Plan underway. Page 25
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• Dumbarton, Artizan – demolition contract underway • Dumbarton, Artizan – Stage 3 design completed, planning application for Phase 1 works submitted. • Exxon contract signed • SMTP Stage 2 Investment Zone bid completed Business Support • Start making business referrals to Strathclyde University to receive carbon baseline assessments which is aimed to be available from February/March 2024. • Continuing to promote the new business support programmes within the UK Shared Prosperity Fund. • Complete the panel interviews for the Food and Drink Challenge Fund. Employability (To be updated after pre-agenda) • Working4U has continued to manage grant support services and deliver Work, Learn, Money activities and from April to September we have assisted 4,425 people: Of these we have o Assisted 300 people through apprenticeships and in-work progression; o Supported 565 into education and training; o 365 have gained a qualification; o 198 have secured employment. • In addition we have: o Assisted people to secure £4.18m of additional benefits; and o Manage £627,181 of debt. • As such, we have achieved the targets to date for these activities (September) and are on-track to achieve our targets for the year. 4 What are your requirements of partners in the Community Planning Management Board to achieve the outcomes of the DIG? Placemaking Good placemaking will continue to underpin the regeneration, development and improvement work in the town centres as we aim to align funding and resources, with Council, DIG partners and external funding, to achieve our ambitions. Business Support The on-going commitment and support from the community partners will help to maximise the impacts of the business support activity being developed and implemented through the Flourishing DIG. This will assist with reinforcing our efforts Page 26
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to develop a strong local economy that will provide access to opportunity for all in West Dunbartonshire. Employability We will continue to deliver the NOLB, Parental Employability support programmes and UK Shared prosperity activity. We will continue to work in partnership through the Adult Learning Partnership and local employability partnership. We ask the partners to continue with their contribution to the local employability group by attending or sending representation where appropriate to the strategic group; the creative design group (service providers) and the frontline community of interest. These groups are making a positive contribution to identifying and addressing challenges in West Dunbartonshire. 5 Please outline any good news story you wish to share Employability – to be updated A group of adult learners from West Dunbartonshire have been recognised nationally for their work to raise the profile of adult learning opportunities in the area. The West Dunbartonshire Learners' Voice (WDLV) group won an award at the Adult Learners’ Week Awards which celebrated achievements in community based adult learning. The group – made up of learners and volunteers attending courses run by the Council’s Working4U Adult Learning and Literacies team – were praised for their resilience and commitment to promoting the voice of learners through their weekly meetings. The Working4U Jobs Fair on Tuesday 3rd October 10am-12pm at Clydebank Town hall was attended by 209 local residents looking for support with their employability skills and access to learning opportunities. Attendees had the opportunity to speak to 25 employers who had live vacancies as well as W4U Employability staff and partners to find out about jobs, training, qualifications and how to register for support. The event was considered to be a success and future events are planned for the forthcoming period. Page 27
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Management Board Meeting Development and Improvement Groups (DIGs): Highlights and Issues Report FOR INFORMATION ONLY x FOR DECISION Name of DIG Independent DIG Date of report Update report Name and email of lead contact Fiona Taylor, Head of Health and Community Care Fiona.taylor2@ggc.scot.nhs.uk 1 Highlights of activity and progress since last meeting National PoA Day events held successfully across the area, led by Citizens Advice. WDHSCP has the second highest number of completed ACP’s (Future care plans) on Clinical Portal across GG&C. This is the platform that is used across acute and primary care to view key clinical information about patients. 2 Outline of any issues/risks and how these are being managed Attendance is variable by non HSCP staff - reminders to be sent to encourage attendance/ send deputy 3 Outline of the main outputs expected before next meeting Employee groups have been identified to be trained to be knowledgeable to be able to signpost in PoA and ACP discussions. CAB is delivering this training and we aim to reach out to wider HSCP / WDC / partner agencies. Identify local communities to meet and start a dialogue around adult health and social care needs – what matters to them in their communities. 4 What are your requirements of partners in the Community Planning Management Board to achieve the outcomes of the DIG? ITEM 9 Page 29
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Nil 5 Please outline any good news story you wish to share As in section 1. Page 30
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Management Board Meeting Development and Improvement Groups (DIGs): Highlights and Issues Report FOR INFORMATION ONLY X FOR DECISION Name of DIG Nurture Date of report 30th January 2024 Name and email of lead contact Lesley.James@West-Dunbarton.gov.uk 1 Highlights of activity and progress since last meeting The chairing and support arrangements for the Nurture DIG have now been transferred and assumed by Lesley James Head of Service for Children’s health Care & Justice and Chief Social Work Officer. The Nurture DIG Partnership implementation group focuses on the delivery and implementation of the Statutory Integrated Children’s Services Plan (ICSP) for West Dunbartonshire. This 2023-26 Plan was submitted to Scottish Government on the 27th July 23 and is attached. Appendix 1 Each of the subgroup chairs will present an overview of their activity and consideration of the current action plan and its alignment to our Integrated Strategic plan, and reportable measure make up the programme for the session. Oversight of Integrated children services funding form SG is required to understand who this is aligned to agreed planning priorities and actions to ensure there is shared oversight of the budget aligned to service delivery is progressing. Closer alignment with Child Protection Committee (CPC) is required to ensure a joined up approach across children’s services strategic planning is in place. West Dunbartonshire is currently recruiting for a new independent Chair for the CPC 2 Outline of any issues/risks and how these are being managed Dates for partners to meet as a Nurture DIG are being set for 2024 and development sessions ITEM 10 Page 31
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The movement of chair responsibilities has seen a change in the senior officer to report to Scottish government and provide the annual report and return. There is further planned discussion between Education Services and HSCP to seek solutions to this emergent gap and associated risk in reporting. The location of a child poverty strategy requires further consideration aligned to a poverty strategy as a key priority across all implementation groupings. 3 Outline of the main outputs expected before next meeting Two planning session are scheduled with the chairs of the ‘sub groups ‘ in advance of the development session and formalising of the subgroups and reporting will be concluded. The current sub groups delivering on the ICSP are: Children’s Mental Health and Wellbeing GIRFEC Children’s Rights/ UNCRC Family Wellbeing. The Promise Group/Champions Board Child Poverty 4 What are your requirements of partners in the Community Planning Management Board to achieve the outcomes of the DIG? A commitment to prioritise the work of integrated children’s services planning and to develop clear measure aligned to the Integrated children’s service plan will be progressed to ensure the impact of our collective activity is understood. 5 Please outline any good news story you wish to share The family well- being hubs are open 3 days per week and services are being developed utilising this approach. The ambition is to develop a range of multi- agency services that families most need to access early help and support. A full evaluation is aligned to implementation. Services for children on the edges of care have been strengthened with Includem being commissioned from Whole Family wellbeing funding, and having now recruited a staff team a are fully operational n supporting young people aged 12+ to remain at home. Ther service is accessible 7 days, has a support line and works intensively with young people and their carers to keep children out of care .Again an evaluation of the impact of the service is in place and will be reported on a 6 monthly basis. Page 32
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The Promise has been successful in a bid and awarded 160K in October 2023 to develop a participation and engagement worker and data insights lead to support West Dunbartonshire to keep the Promise. Our Promise keeper has recently reported to the national Promise team with a comprehensive Promise plan and is inputting to the Promiser National conference in February 2024 regarding the work being progressed in West Dunbartonshire. Page 33
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West Dunbartonshire Community Planning Partnership Integrated Children’s Services Plan 2023-2026 We are committed to developing a West Dunbartonshire where all of our residents are: Flourishing Independent Nurtured Empowered Safe ITEM 10 - APPENDIX 1 Page 34
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Foreword Our Integrated Children's Services Plan for 2023-2026 identifies our priorities for supporting children, young people and their families. These will be carried out in collaboration with a range of agencies and partners and reflect the needs identified by us and in consultation with them. Our joint plan for 2023-2026 will be reported through our Nurtured Delivery and Improvement Group to the Community Planning West Dunbartonshire Management Board. Nurtured Group membership consists of partners from Educational Services, HSCP, Housing and Employability, Police Scotland, third sector partners, our Youth Alliance, Champions Board, SDS, Our Communities team and The Scottish Children's Reporter and we will work in partnership to deliver our priorities over the next three years. The priorities identified for development and improvement take full account of our population needs, the data we gather and use to inform us, the direction of travel outlined in The Promise, UNCRC and anticipated legislation such as the anticipated Care and Justice Bill and educational reform agenda. Our Plan embeds the principles of Getting It Right For Every Child and ensures the United Nations Convention of Children's Rights is central to the development of our supports, services and engagement with all stakeholders. We will continue to work together to develop a West Dunbartonshire where all of our residents are: Flourishing Independent Nurtured Empowered Safe 1 Page 35
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Consultation and Decision Making Our Integrated Children's Services Plan has been informed by a range of consultation with children, young people and their families. This has ensured we are reflecting the voice, views, experiences and contributions they can make to our plans. Members of our Youth Alliance and Champions Board are integral to our Nurtured DIG and central to the review and evaluation processes of our plans as we progress. We have used information and data gathered from a range of consultation processes. Our Cost of the School Day survey and community support referrals via our Working 4 U service informs our understanding of the challenges families face and informed interventions to mitigate against the impact of poverty on health and wellbeing and engagement in school and the community. We used local and national information from surveys of the impact of COVID on our children and young people to identify issues pertinent to them and which they feel have impacted on their lives. It is clear from these and increased referral rates that we need to ensure a continued focus on supporting mental health and our responses to the trauma they have and are experiencing. Whole Family Wellbeing (universal-targeted) When reflecting upon engagement and involvement, children, young people and their families identified the opportunity to engage in a range of local out of school and extra- curricular opportunities was valued. Our SHINE programme (Summer Holidays Involve Nurture Engage) and wider partner holiday programmes continue to be recognised as valuable means of supporting fun family holiday activities which were free and provided an opportunity to access healthy food across the community. In collaboration we work together to identify and target support to families most at risk and who have benefited from this support and engagement over the holiday periods. We have continued to focus on supporting families as early as they need it in order to ensure timely and effective help. In evaluations, families report they feel enabled and more able to manage the challenges they are presented with. They recognised the value of the range of parenting supports provided by partners, 2 Page 36
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across the age ranges of children and young people. A recent survey of families, children and young people as well as liaison with the Youth Council and our MSYP’s has informed the ways in which we continue to support and engage. They tell us they want support which is: local to them, if possible by people they feel familiar and comfortable with, non-stigmatising, universal where possible and as early and timely as possible. This is reflected in the model of delivery for our Whole Family Wellbeing Hubs. The consistent local ELCC provision as a result of the Early Years Expansion has provided increased opportunities for them to access education and work.We know families continue to be challenged following the pandemic, in a range of ways: financial worries, support mechanisms, change, loss and trauma experiences have increased stress on them. We will use this information to ensure our plans provide the earliest help by those closest to them. This is compounded by local authority challenges to resources and finances which will drive us to work in partnership to make the best possible joint responses and use of resources. Supporting Those With Additional Needs Reflecting national findings about involvement and engagement of children, young people and families with additional support needs, it is clear from our consultations that opportunities to be involved and included in activities as a family and out of school are important and valued but not happening often enough or varied enough. Collectively we will address this as part of our new plan. Our support for transitions to adult services has been good and developed well over recent years; with increasing numbers of young people accessing appropriate supports and destinations supported by multi-agency planning. However, evaluations by all involved identify we should continue to develop our transition processes ensuring all young people, regardless of settings, are supported appropriately to their next destination with seamless transitions from child to adult services as required. It is clear from staff and parent evaluations that we are effective in meeting the learning needs of children with additional support needs. However, the increasing numbers of children identified with neurodevelopmental needs necessitates the development of robust professional learning programmes supporting all staff understanding and skills in the range of social, emotional and developmental needs of children and young people. In addition, we will mirror this support with a programme of support for parents and carers who tell us they need help with strategies and skills in helping their children. Our Whole Family Wellbeing plans will include a range of supports, local to and informed by them. We recognise a local need to support bereaved children and young people and to ensure a robust framework of delivery for this. Our Educational Psychology Service is leading on this work through the continuation of 3 Page 37
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our Educational provision Seasons for Growth and also via the piloting of locality supports in the Whole Family Wellbeing Hubs. Universal and Targeted Support for Children and Young People who need it most Children and young people who are care experienced or Young Carers recognised the value of being involved and supported in exercise and out of extra-curricular activities. They tell us such involvement can be impacted by challenges associated with their home circumstances. Partners have been innovative and committed to maintaining relationships and contact with these young people in ensuring they have fair and equitable access to a range of opportunities; mitigating against risk of marginalisation. Together we will continue to plan supports to overcome barriers beyond the school day which can increase feelings of isolation and anxiety; ensuring they are provided with a range of support mechanisms to be involved and engaged. Mitigating Against Poverty The strategic use of Pupil Equity Funding and laterly the Strategic Equity Fund has successfully supported educational establishments in identifying and targeting interventions for equity which improve attainment and wellbeing and narrow the poverty related attainment gap. Our Child Poverty Report has focused our joint work on supporting families to maximise income, supporting access to work, supporting the cost of living and in a range of other ways such as our Family Opportunities Hubs based in our local high schools and serving the local learning communities; supported by staff from a range of service areas. We are clear the economic and social impacts of poverty on our communities have been compounded by COVID-19 and current and are likely to remain so for time to come. Reflecting local and National statistical analysis, we will continue to ensure our joint planning focuses on support to help address this impact on our most vulnerable members of our community. 4 Page 38
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Our Strategic Priorities 2023-2026 We are committed to Getting It Right For Every Child and our priorities for the next three years are based on these principles. Throughout the Plan we will address the following themes: ● whole family support and early help; ● the challenges of poverty aiming to reduce the negative impact of this: ● the development of improved mental health supports; ● responding to the asks of The Promise and the GIRFEC Refresh; ● supporting those will additional support needs and disabilities and ● ensuring voices of those we serve are reflected in our subsequent actions; enabling them to be active participants. In doing so, we will meet our Priorities of: 1. Ensuring the wellbeing and safe care of all children and young people; 2. Providing equitable access to appropriate health provision and advice; 3. Improving attainment and achievement for all children and young people; 4. Ensuring all children and young people have a safe and stable home environment; 5. Respecting the voices of all children and young people in their life choices; 6. Developing the engagement and participation of children and young people in all aspects of their lives and 7. Ensuring all children and young people are empowered to overcome barriers to inclusion and have equitable access to opportunities 5 Page 39
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WDC Integrated Children’s Services Strategic Outcomes 2023-2026 In Partnership we aim to do the following: PRIORITY: We will ensure the wellbeing and safe care of all children and young people LOIP: Improve life chances for all children, young people and families WDC thematic focus - wellbeing Actions: Lead Partners: Indicators of Progress and Performance: Wellbeing Indicators : UNCRC Article: Links to our self evaluation and Quality Assurance Processes 1. Continue to work across all services and partners to improve our approaches to early identification of neglect. 2. Ensure the Working with Neglect Practice Toolkit is used by all partners when there is a child at risk in the home. 3. Continue to work with colleagues in adult services to raise awareness of children and young people, including young carers, living with neglect and other issues impacting on their wellbeing. 4. Ensure that families are enabled to contribute to the development and planning of local services which are sustainable and lead to long term positive outcomes for children and young people. HSCP/Healt h 1. Reduced numbers of children and young people experiencing neglect becoming looked after or named on the child protection register. 2. Greater support from colleagues in adult services evident within team around the family arrangements, supporting early identification and provision of early help. 3. Above will be evidenced by audit activity single and multi -agency and service user feedback. 4. Self- evaluation and service user feedback. Pre and Post Intervention data Safe Nurtured Healthy 3.6.12.19,2 7, 29, 31,39 Supporting Families: A Whole Family Support Availability and Access 6 Page 40
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WDC Integrated Children’s Services Strategic Outcomes 2023-2026 1. All Partners continue to improve multi agency evidence based supports to ensure early response to meet the complex needs of children, young people and their families, by the development of effective local multi agency forums with a view to collaboration towards a consensus in respect of those in need of early help. 2. Ensure that specific groups of children and young people such as children with disabilities, young carers, those who are care experienced, looked after at home or in kinship care are represented and their needs proactively considered at the earliest possible stage. 3. Ensure that special needs in pregnancy services are offering timely and responsive early help to vulnerable pregnant women ensuring a better start in life for babies in more vulnerable family situations. HSCP/ Education and Health 1. Reduced numbers of children and young people becoming looked after or named on the child protection register. 2. More effective, timely and targeted responses to requests for assistance and support. Data regarding signposting and help from Family Hubs. 3. Audit activity – single and multi agency and service user feedback. Monitoring of performance and progress measures detailed in service plans. Included Nurtured Healthy 24 21 Supporting Families: A Whole Family Support Availability and Access 7 Page 41
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WDC Integrated Children’s Services Strategic Outcomes 2023-2026 1. Ensure that children, young people and their families are enabled to contribute to the development and planning of local services which are sustainable and lead to long term positive outcomes for children and young people. C.P.C. Improvement Group – multi-agency membership 1. Self -evaluation and service user feedback. 2. Survey results – all users. 3. Dialogue and planning sessions with Range of user groups. Involved Respected Included 3,6,12,19, 27,28,29, 31,34,39 Supporting Families: A Whole Family Support Workforce & Culture 1. Support staff to feel more confident in the use of chronologies as a tool assisting all staff to both identify harmful patterns of behaviour, and use this understanding in their work with families. 2. Further develop staff in the methodology and practice in respect of multi-agency chronology building. C.P.C. Improvement Group – multi-agency membership 1. Increased staff confidence in use of chronologies-evaluations and moderation activities. 2. Progress through and impact of multi-agency Action plans from C.P.C. 3. Audit activity – single and multi agency evidencing chronology building at all levels of service Self-evaluation and service user feedback. Safe 3,6,12,19, 27,28,29, 31,34,39 Supporting Families: A Whole Family Support Workforce & Culture . 1. Through Better Hearings, we will continue to ensure that Non-disclosure measures are complied with by all agencies. SCRA/HSCP 1. % compliance with measures Respecte d Included 2,3,6,12,14 16,21,24,2 5 Supporting Families: A Whole Family Support Children and Families at the Centre of Service Design 8 Page 42
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WDC Integrated Children’s Services Strategic Outcomes 2023-2026 1. Develop a more effective and accessible report format for 2. Children’s Hearing jointly with all stakeholders and partners. 3. Ensure that all reports are appropriately shared with children, young people, their families and the team around the family. SCRA/HSCP 1. Progress through Actions reported in service Delivery Plans. 2. Feedback from children, young people and families demonstrates they are empowered and informed. 3. Consultation with children, young people and families in identified areas is completed and results inform service design and delivery. Respected Included 2,3,6,12,14 16,21,24,2 5,27,28,29, 30 Supporting Families: A Whole Family Support Children and Families at the Centre of Service Design 9 Page 43
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WDC Integrated Children’s Services Strategic Outcomes 2023-2026 In Partnership we aim to do the following: PRIORITY: Providing equitable access to appropriate health provision and advice LOIP: All West Dunbartonshire children have the best start in life and are ready to succeed WDC thematic focus on Empowerment Actions: Lead Partners: Indicators of Progress and Performance: Wellbeing Indicators: UNCRC Article: Links to our self evaluation and Quality Assurance Processes 1. Ensure all children are reviewed as per Revised Universal Pathway 2. Ensure all young carers have access to effective and timely health assessments and support within universal health provision. 3. Ensure all care experienced children and young people, including those looked after at home and in kinship care have access to appropriate medical, dental and mental health care via the Looked after Children and Young People Health Service and within universal health provision. 4. Ensure all TATC arrangements include an active reference to health outcomes for all children and young people. Health/HSCP HSCP Steering Group 1. Monitoring uptake of all developmental assessments via Child Health Dashboard. 2. Improved health and wellbeing outcomes for all young carers. Evidenced by self reporting, feedback and outcomes reported within TATC arrangements. 3. Improved health and wellbeing for all children and young people, who are looked after, looked after at home and in kinship care. 4. Evidenced via reporting framework with LAAC health, audit activity and service user feedback re improved health outcomes. 5. Reported within TATC arrangements. Healthy Active Involved Included 3,4,6,18,24, 26,27 Supporting Families: A Whole Family Support Children and Families at the Centre of Service Design 10 Page 44
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WDC Integrated Children’s Services Strategic Outcomes 2023-2026 1. Support young people with programmes to improve their mental health and wellbeing Develop access and routes to counselling and mental health supports for P6-S6 pupils 2. Ensure effective access to counselling and mental health supports for all young carers, children with disabilities, care experienced children and young people, including those looked after at home and in kinship care 3. Develop Mental Health First Aid Ambassador Programme including proactive selection of both young carers and care experienced Ambassadors Mental Health and Wellbeing Steering Group – Multi-agency 1. Numbers of young people accessing supports. Children, Young People and Families are aware of and use appropriate platforms to access information about relevant local services and activities to support them. 2. % increase in uptake of range of youth Counselling and Family Wellbeing support. 3. % increase of staff trained in Mental First Aid. 4. % increase of Young People becoming Ambassadors. Healthy Involved Respected Responsible 3,4,6,18, 24,26,27 Supporting Families: A Whole Family Support Availability and Access 1. Expand the Icelandic Prevention Model (known as Planet Youth) across our Secondary Schools Education/ Health 1. Completion of baseline survey 2. Development of action plan with stakeholders 3. Completion of follow up survey Healthy Involved 3,4,6,18, Supporting Families: A Whole Family Support Children and Families at the Centre of Service Design 11 Page 45
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WDC Integrated Children’s Services Strategic Outcomes 2023-2026 1. Develop new and/or enhanced support and services aligned to the Community Mental Health and Wellbeing Supports and Services Framework and programme for Government allocation. 2. Embedding of a WD DBI Associate Programme Implementation Group with an associated Acttion plan. HSCP Multi-agency steering group Multi-agency steering group Health and Education 1. Embed action plan based on o a review and analysis of WD Children & Young People’s Community Mental Health and Wellbeing Services and Supports. 2. Monitoring and measuring impact of development plan of WD Distress Brief Intervention (DBI) Associate Programme for young people aged 16yrs to 24yrs (26yrs for care experienced young people). 3. Number of frontline staff trained in level 1 DBI. 4. Implementation progress of phase 2 of programme. Healthy Responsible Involved Nurtured 3,4,6,18, 24,26,27 Supporting Families: A Whole Family Support Whole System Approach 1. Implement staff training component of the CPWD Suicide Prevention Action Plan 2023 – 2026. 2. Implement joint suicide response protocols. HSCP Multi agency steering group 1. Numbers of workforce trained on suicide prevention and self-harm. 2. Progress through plan. Safe Healthy Involved 3,4,6,18, 24,26,27 Supporting Families: A Whole Family Support Workforce & Culture 1. Continue to roll out of Breastfeeding Friendly Scheme, including hard to reach pregnant mothers;health outcomes for all children and young people maintaining success of Gold Award. 2. Deliver Child healthy weight minimum standards, including hard to reach pregnant mothers. Health 1. % increase in breastfeeding at 6- 8 weeks in most deprived data zones by 2022. 2. Reach of project 3. % of children in P1 at Healthy weight Healthy Nurtured 3,4,6,18, 26,27 Supporting Families: A Whole Family Support- Children and Families at the Centre of Service Design 12 Page 46
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WDC Integrated Children’s Services Strategic Outcomes 2023-2026 In Partnership we will aim to do the following: PRIORITY: Improving attainment and achievement for all children and young people LOIP: Families are supported in accessing education, learning and attainment opportunities WDC thematic focus on empowerment Actions: Lead Partners: Indicators of Progress and Performance: Wellbeing Indicators: UNCRC Article: Links to our Self Evaluation and Quality Assurance Processes: 1. Review and improve the function of multi-agency response and planning teams in schools. 2. Widen offer and reach of engagement opportunities for Interrupted Learners and those who are most dis-engaged. Education/ Multi agency steering group 1. Progress through services Delivery Plan. 2. Reduction in numbers of YP accessing day placements. 3. Numbers of YP accessing alternative pathways support. 4. Range of and uptake of additional opportunities. 5. Numbers of YP accessing Inspire Programme. Achieving Involved Respected Included Nurtured 3,4,5,6, 12,18,28,29, 30 Supporting Families: A Whole Family Support Children and Families at the Centre of Service Design 1. Ensure that all children living with disability or neurodiversity are offered educational opportunities which maximise their potential to achieve, and include transitional opportunities into higher or further education. Multi agency steering group 1. Progress of Action Plan. 2. Numbers of YP supported. 3. Achievement and attainment and destination figures. Achieving Involved Respected Included Nurtured 3,4,5,6, 12,18,28,29, 30 Supporting Families: A Whole Family Support Workforce & Culture Children and Families at the Centre of Service Design 1. Narrow the gap between the educational achievements of young carers, care experienced young people; children and young people 2. looked after at home and in kinship care, and their peers. Education/ Multi agency steering grp 1. % reduction in attainment gap for children and young people who are young carers, looked after at home, in kinship care and care experienced. 2. Increased attendance for same cohort. 3. Increased positive destinations. Achieving, Active, Included, Nurtured, 3,4,6,12, 27,28,29, 30,31 Supporting Families: A Whole Family Support Workforce & Culture Children and Families at the Centre of Service Design 13 Page 47
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WDC Integrated Children’s Services Strategic Outcomes 2023-2026 1. Deliver the Scottish Attainment Challenge Care Experienced grant programme and report on the improved outcomes achieved. Education 1. Evidence of improved educational outcomes and opportunities in respect of all young people within West Dunbartonshire Achieving Active Included 3,4,6,12, 27,28,29, 30,31 Supporting Families: A Whole Family Support Availability and Access 1. Provide a range of mentoring supports to care experienced and vulnerable young people, including young carers, children and young people looked after at home and in kinship care. Education Y-Sort-it 1. Increase in staying on rates at school. 2. Increase in positive destinations and wider participation measures 3. Numbers of young people accessing mentoring supports. 4. Feedback from Young People. Achieving, Active, Included, Nurtured, Respected 3,4,6,12, 27,28,29, 30,31 Supporting Families: A Whole Family Support Availability and Access 1. Continue to raise attainment and achievement in literacy, numeracy and health and well being of all children and young people. 2. Focus on improving the literacy and numeracy of children and young people affected by poverty. Education 1. Literacy and Numeracy achievement is increased. 2. The attainment gap for those whose lives are affected by poverty is reduced. Achieving, Active, Included, Nurtured, Respected 3,4,6,12, 27,28,29, 30,31 Supporting Families: A Whole Family Support Workforce & Culture Children and Families at the Centre of Service Design 14 Page 48
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WDC Integrated Children’s Services Strategic Outcomes 2023-2026 1. Develop professional learning ( across all age sectors) in Speech Language and Communication with a real awareness on how Interaction/ communication / language dev impacts on wellbeing as well as attainment 2. Deliver PEEP Learning Together Programme. HSCP/ Education 1. Progress of programme plan. 2. Number of establishments and staff trained across all sectors. 3. Number of communication enhanced environments. 4. Staff and parent survey results. Attainment statistics. 5. Number of EELs trained to deliver PEEP programme. 6. Numbers of families engaged in the programme. 7. Numbers of parents who uptake training and work following the programme. 8. Increased parental knowledge and confidence in how to support their child's learning and play in day-to day life. 9. Children’s personal, social and emotional development, communication and language, early literacy and maths and/or health and physical development improve. Achieving, Active, Included, Nurtured, Respected 3,4,6,12, 27,28,29, 30,31 Supporting Families: A Whole Family Support Availability and Access 15 Page 49
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WDC Integrated Children’s Services Strategic Outcomes 2023-2026 In Partnership we will aim to do the following: PRIORITY: Ensuring all children and Young People have a safe and stable home environment LOIP: Improve life chances for all children, young people and families WDC Thematic Focus on Wellbeing Actions: Lead Partners: Indicators of Progress and Performance: Wellbeing Indicators: UNCRC Article: Links to Self Evaluation and Quality Assurance Processes: 1. Develop a CPWD 10 yr nurtured Strategy HSCP Multi-agency steering group 1. Progress in undertaking action plan to support the development of the strength based strategy in response to key themes from rapid systematic review. 2. Number of partners participating in strength-based ‘Resilience’ Hub 3. Measurements pertaining to Implementation of training programme plan aligned to NHS National Education for Scotland( NES) trauma training framework implementation Nurtured 2,3,6,12,14, 16,24,25,27, 28,29,30,31 Supporting Families: A Whole Family Support Whole System Approach 1. Focus on preventative support to families by utilising early help opportunities wherever possible, by the development of effective local multi-agency forums with a view to collaboration towards a consensus in respect of those in need, including increased uptake of the Family Nurse Partnership Service. HSCP Multi-agency steering group 1. % Reduction of children and young people becoming looked after or named on child protection register. 2. % Reduction children in kinship care requiring formal care placements 3. % increase kinship placements providing secure, permanent care for children and young people 4. % Reduction in drift and progression of plans for children within prescribed timeframes towards permanence, including Safe Healthy Achieving Involved 2,3,6,12,14, 16,24,25,27, 28,29,30,31 Supporting Families: A Whole Family Support Whole System Approach 16 Page 50
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permanence at home as a positive destination. WDC Integrated Children’s Services Strategic Outcomes 2023-2026 1. Identification of family based alternative care wherever possible to secure long term stability, including provision of direct support to kinship carers and themed understanding of their needs. And those of the children and young people in their care. 2. Embed more effective provisions of child contact for all care experienced children. 1. Above will be evidenced by audit activity – single and multi agency and service user feedback. 2. Self- evaluation and service user feedback. 3. Data reflecting uptake of Family Nurse Partnership Child Health Dashboard provide uptake on RUP antenatal contact 4. % increase in uptake Family Wellbeing supports 1. Develop Whole Family Wellbeing Strategy; Right help, at the Right time by the Right people. 2. Deliver effective parenting support that helps families including: Family First, Positive Parenting Programme (PoPP), Solihull Approach, Family Nurse Partnership, Incredible Years. Video Interactive Guidance (VIG), Parent under Pressure (PUP), Family Group Decision Making, Family Group Therapy. 3. Develop programmes of family learning and supports for those who have a child with neurodiversity needs. Multi-agency steering group Whole Family Wellbeing Multi-agency Parenting Group 1. Progress of Development Plan. 2. Numbers of Family referrals and supports Number of professional learning sessions and participants 3. Number of parent/carer support sessions and participants 4. % of parents accessing family supports indicating an improvement in their family wellbeing. 5. % Increase in improved outcomes for children on completion of parent programmes. 6. Stakeholder feedback from surveys and focus groups. 7. Case study exemplars. Safe Healthy Nurtured Respected Involved 2,3,4,5,6,12 14,16,18,20 24,27,28,29 30,31 Supporting Families: A Whole Family Support Whole System Approach 17 Page 51
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HSCP/Education WDC Integrated Children’s Services Strategic Outcomes 2023-2026 1. Ensure our residential and foster placements meet the needs of our children and young people regardless of setting i.e. Parents, foster carers or supported carers. 2. Support children and young people to remain in a positive care placement until they are ready to move on and / or provide good quality accommodation with effective local options to support their needs 3. Provide effective and timely planning support as per continuing care legislation and guidance. HSCP 1. %reduction in placement breakdown or disruption. 2. % increase in placement figures and moving on rates evidencing young. 3. Stakeholder feedback from surveys and focus groups. Safe Healthy Nurtured Respected Involved 2,3,4,5,6,12 , 14,16,18,20 , 24,27,28,29 , 30,31 Supporting Families: A Whole Family Support Whole System Approach 18 Page 52
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1. Identify eligible two year olds and optimise uptake of early learning and childcare. 2. Ensure support to 2 year old children of care experienced adults. Education 1. % increase in uptake of free ELC for eligible two year olds and children of care experienced adults. 2. Feedback and case studies of successes of placements. 3. 30 month assessment data. Achieving Active Healthy Nurtured Safe 18,28,29 3,4,5,6,12, Supporting Families: A Whole Family Support Availability and Access 19 Page 53
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WDC Integrated Children’s Services Strategic Outcomes 2023-2026 In Partnership we will aim to do the following: PRIORITY: Respect the voices of all children and young people in their life choices LOIP: Improve life chances for all children, young people and families WDC Thematic Focus on Wellbeing Actions: Lead Partners: Indicators of Progress and Performance: Wellbeing Indicators: UNCRC Article: Links to Self Evaluation and Quality Assurance Processes: 1. Implement the national Independent Review of Care Report (The Promise) recommendations (Rights and Participation) in collaboration with children and young people. 2. Develop the role of the Champions Board/Mini Champs with all aspects of Corporate Parenting. 3. Develop wider engagement and reach of children and young people with the Champions Board (Rights and Participation) 4. Deliver a Bairns Hoose 5. Develop Mentors in Violence Prevention Programme. The Promise Keeper Lead and Multi-agency working group 1. Progress of Implementation Plan. 2. Reach of Champions Board. 3. Reach and numbers engaged 4. Number of schools participating in Mentors in Violence Programme. 5. Case Studies and pupil focus feedback 6. Number of YP trained and partners engaged. Respected Involved Active Included 2,3,4,5,6, 12,13,14,16 , 17,18,30 Supporting Families: A Whole Family Support Whole System Approach 20 Page 54
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1. Deliver the National Relationships, Sexual Health & Parenthood program in education and community settings. 2. Improving access for young people, parents and professionals on sexual health and relationship matters and how to stay safe online. Education and Health 1. Numbers of support sessions and participants, learning about online safety 2. % increase of parents / carers reporting they feel supported to parent their children 3. % of young people who say they are informed to make lifestyle choices and decisions. Respected Responsible Involved Active Included 2,3,4,5,6, 12,13,14,16 , 17,18,30 Supporting Families: A Whole Family Support Availability and Access WDC Integrated Children’s Services Strategic Outcomes 2023-2026 1. Deliver the National Relationships, Sexual Health & Parenthood program in education and community Improving access for young people, parents and professionals on sexual health and relationship matters and how to help stay safe online 2. Provide appropriate support, signposting and help to LGBTQ+ children and young people. Youth Council/ Education/Y-Sort it 1. Number of sessions and participants delivered. 2. YP feedback, updates on 3. delivery of plans to support access. 4. Feedback and evaluations of YP regarding LGBTQ+ supports. 5. Staff and parent/carer feedback on Supporting Guidance. Respected Responsible Involved Active Included 2,3,4,5,6, 12,13,14,16 17,18,30 Supporting Families: A Whole Family Support Availability and Access 21 Page 55
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WDC Integrated Children’s Services Strategic Outcomes 2023-2026 In Partnership we aim to do the following: PRIORITY: Develop the engagement and participation of children and young people in all aspects of their lives LOIP: Improve life chances for all children, young people and families WDC thematic focus – wellbeing and empowerment Actions: Lead Partners: Performance and Progress Measures: Wellbeing Indicators: UNCRC Articles: Links to Self Evaluation and Quality Assurance Processes: 1. Ensure that all children and young people with complex needs or neurodiversity are active participants in all planning respect of their needs. 2. Develop our Transition Framework and Timeline to support post school transitions for children with complex needs. 3. Ensure planning with children and families must be meaningful and inclusive with families being involved in the decisions that affect them. 4. Planning for services should take a rights-based approach ensuring that where appropriate young people requiring ongoing support from adult services are planned for in a timely fashion and are active participants in all planning respect for their needs. Multi-agency steering group Transitions Action Group – Multi agency HSCP and relevant partners Transitions action Group- Multi agency 1. Evaluations from children, YP and families. 2. Auditing of Children’s Plans to determine impact of their voice on outcomes. 3. Improved positive destination rates. 4. Progress on Improvement Plans to improve transitions to adult services and beyond school. 5. Case study exemplars. 6. Staff focus groups and surveys. Involved Respected Nurtured Achieving 2,3,4,5,6, 12,13,14,1 617,18,30 Supporting Families: A Whole Family Support Children and Families at the Centre of Service Design 22 Page 56
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WDC Integrated Children’s Services Strategic Outcomes 2023-2026 1. 1. Implement the UNCRC Bill (Act) 2. Promote a model of participation and engagement that will involve children and young people in the life of children’s service. Design and delivering opportunities for young people’s Participatory Budgeting. 3. Evaluate the impact of our Integrated Children’s Services Plan with children, young people and their families. Education Multi-agency steering group Children’s Rights Advisory Board 1. Progress through Implementation Plan 2. Number of services, staff and stakeholder awareness raising sessions. 3. Production and implementation of plan 4. % of the participatory budget agreed by young people. 5. Outcomes of multi-agency WFW Quality Assurance and Self Evaluation processes. Respected Included Responsible 2,3,4,6,8, 12,13,16,1 7 18,30 Supporting Families: A Whole Family Support Children and Families at the Centre of Service Design 1. Improve the quality of planning for vulnerable children ensuring their rights and voice are integral to the process. 2. Undertake the locality based joint professional learning and Child’s Plan training for all staff, including third sector partners. GIRFEC Steering group GIRFEC Steering Group 1. % satisfaction with planning processes 2. Numbers of training sessions 3. % staff trained 4. % satisfaction with training 5. Audit and performance findings of moderation activities Supporting Families: A Whole Family Support Children and Families at the Centre of Service Design 23 Page 57
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WDC Integrated Children’s Services Strategic Outcomes 2023-2026 In Partnership we will aim to do the following: PRIORITY: Ensuring all children and young people are empowered to overcome barriers to inclusion and have equitable access to opportunities LOIP: Improved life chances for all children, young people and their families WDC Thematic Focus on Wellbeing Actions: Lead Partners: Indicators of Progress and Performance: Wellbeing Indicators: UNCRC Article: Links to Self Evaluation and Quality Assurance Processes: 1. Continue our multi agency approach to helping families with housing, debt, to access employability support and employment and with income maximisation. 1. Progress with Child Poverty Action Report and associated indicators. Included Respected 2,3,4,6,7 18,17,23,26, 27,31 Supporting Families: A Whole Family Support Whole System Approach 1. Ensure care experienced children and young people are supported to access to local facilities and clubs. 2. Increase the range of the leisure, sports, and arts programmes available to children, young people and families and support them in overcoming barriers to attending. 3. Continue the SHINE holiday hunger programme; ensuring targeted support for care-experienced HSCP Education/ Leisure Trust/HSCP 1. % increase in participation rates 2. % increase in options and participation numbers 3. Number of partners, participants, lunches 4. % of participants and families to indicate they benefited from involvement Included Respected 2,3,4,6,7 18,17,23,26 , 27,31 Supporting Families: A Whole Family Support Children and Families at the Centre of Service Design. 24 Page 58
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children and young people and those with ASN. 1. Continue to implement aspects of the Carers (Scotland) Act 2016 that apply to Young Carers Y-Sort-it/ Education Young Carers Strategy Group 5. Progress through action plan 6. Numbers of Young Carers with Statements. 7. Number of and range of support sessions-grp and 1-1. Number of staff training sessions and staff trained. 8. Survey and evaluation results from Young Carers. 9. Evaluations from staff. 10. Case Study examples of impact. Included Respected Active Responsible Achieving 2,3,4,6,7 18,17,23,26 27,31 Supporting Families: A Whole Family Support Children and Families at the Centre of Service Design. 25 Page 59
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WDC Integrated Children’s Services Strategic Outcomes 2023-2026 Plans and structures that support us to succeed: · Health and Social Care Partnership Strategic Plan and Annual Performance Reports · Education Service Plan and Annual Performance Reports · Council and NHS GG&C Mainstreaming Reports · Local Outcome Improvement Plan and Safe Strong and Included Delivery and Improvement Group · Criminal Justice Partnership Plan · Raising Attainment Strategy · Corporate Parenting Strategy · CPP Improvement Plan · WDC Local Housing Strategy · Pregnancy and Parenthood in Young People Strategy · Community Planning Parenting Strategy · Whole Family Wellbeing Fund Strategy . Supporting Families: A Whole Family Support Evaluation Tool Glossary: WDC: West Dunbartonshire Council ACEs: Adverse Childhood Experiences CAMHS: Child and Adolescent Mental Health Service CEYP: Care Experienced Young People CYP: Children and Young People GIRFEC: Getting it right for every child ELC: Early Learning and Childcare ICR: Independent Care Review LAC: Looked after child LAAC: Looked after and accommodated child MAPPA: Multi-Agency Public ProtectionArrangements SCRA: Scottish Children’s Reporter Administration UNCRC: United Nations Convention on Rights of the child 26 Page 60
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Management Board Meeting Development and Improvement Groups (DIGs): Highlights and Issues Report FOR INFORMATION ONLY X FOR DECISION Name of DIG Empowered Date of report 26 January 2024 Name and email of lead contact Selina Ross selina@wdcvs.com 1 Highlights of activity and progress since last meeting Health Walk Network Development The November Walk Friendly West Dunbartonshire meeting engaged attention preparing for the ‘Walk this May’ promotional initiative and on mapping existing provision and exploring potential areas for future development. The focus was on exploring the potential to increase the range of neighbourhood street-based routes and moving away from the established park/greenspace areas. The group will feedback target options for development in March of this year. Since the festive break, there has been a 15% increase in health-walk enquiries across authority services. Volunteering Strategy Action Plan The November ‘Trustees Week’ social media recruitment campaign, supported by a range of partners and elected members was well received and generated a strong level of interest in the role across a range of local organisations. This is a particular priority activity area as several long-established community activists/trustees look to stand down in the near future. The inclusive volunteering working group have worked with local stakeholders to develop a series of surveys to be launched on 1st February. Followed up by a series of targeted focus groups, these will identify the successes, challenges and barriers faced by individuals and organisation and support the development of a training programme and toolkit. Community Mental Health and Wellbeing Fund The assessment panel sat on 23rd January and indicative awards have been made. Successful applicants will be notified by Monday 5th February. In total 31 applications were received, with the fund of £265,000 able to support 24 of these. A full list of successful applicants will be made available after the awarding process is complete. ITEM 11 Page 61
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Financial Scam Awareness A series of scam awareness sessions were delivered by Police Scotland colleagues via the sector forums in the last quarter, reaching around 90 local key third sector organisations. 2 Outline of any issues/risks and how these are being managed No current issues or risks to report 3 Outline of the main outputs expected before next meeting 4 What are your requirements of partners in the Community Planning Management Board to achieve the outcomes of the DIG? No current requests 5 Please outline any good news story you wish to share The detailed list of CMHWBF awardees will be shared when available (mid-February 2024) Page 62
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OFFICIAL: POLICE AND PARTNERS OFFICIAL: POLICE AND PARTNERS Management Board Meeting Development and Improvement Groups (DIGs): Highlights and Issues Report FOR INFORMATION ONLY x FOR DECISION Name of DIG Safe DIG Date of report 31/01/2024 Name and email of lead contact Supt Jon Harris (Jonathan.harris@scotland.police.uk) 1 Highlights of activity and progress since last meeting. Due to the changes within Police Scotland, Supt Jon Harris has replaced Supt Gibson in the Partnership and Preventions Role. He has also assumed chair of this DIG. Due to the change in Chair and the festive period there has yet to be a meeting of the SafeDIG. A date for meeting has been set for 6/3/2024. The SafeDIG will then agree on whom is taking forward each part of the Action Plan and the appropriate measures for judging success. We fully supported the VAWG 16 days of action campaign raising awareness of the issues faced and encouraging reporting of same. We promoted positive messages from male role models from SFRS and Dumbarton FC. Youth Engagement Officers are delivering inputs at Community Hubs addressing internet safety. Inputs were targeted more towards parents looking at their responsibilities and what securities can be put in place to best protect the children. A multi-agency project has commenced involving NSPCC and Y Sort-IT where NSPCC will deliver inputs to youth groups specifically targeting online sexualised conduct, misogyny, and the dangers of inappropriate online conduct. Inputs will include how to be safe, how to report inappropriate content or conduct, encourage users to speak to someone if they are encountering issues online of any form and to better understand what acceptable behaviour is. The inputs will address how the effects of online abuse or pressure can manifest in an individual. The Police Preventions & Partnerships Unit are currently arranging a series of road safety events taking place across West Dunbartonshire. The events will include input and advice from Police Scotland and SFRS and also the opportunity for drivers to take a drive with a member of the Institute of Advanced Motorists (IAM) sitting alongside who will provide the driver with advice and guidance relating to the driver’s driving standards. It is part of the ‘I Am Road Smart’ campaign which has proved very effective across the country. ITEM 12 Page 63
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OFFICIAL: POLICE AND PARTNERS OFFICIAL: POLICE AND PARTNERS In preparation for bonfire weekend, Police officers worked closely with colleagues from Scottish Fire & Rescue Service and West Dunbartonshire Council ASB and Housing teams and Trading Standards to promote safety and prevention. Youth Engagement Officers carried out joint inputs in local schools, and Community Policing Teams visited premises selling fireworks to ensure they are complying with strict guidelines. We worked with our Green Space colleagues at West Dunbartonshire Council and our communities responding to information about possible stockpiles of rubbish or wood being gathered which could be used to create unsafe fires so that it be removed. 2 Outline of any issues/risks and how these are being managed. The appointment of a new Chair and the intervening festive period has broken the cycle of meetings and minimises the quality of update. The new Chair will seek to restore the sequence of meeting by adjusting the meeting schedule of the SafeDIG to rectify this. 3 Outline of the main outputs expected before next meeting. At least two meetings of the SafeDIG. Agreement of Action Plan and responsible partners. 4 What are your requirements of partners in the Community Planning Management Board? All partners to consider which “milestone” from the Action Plan sits best with which partner and to update the group. 5 Please outline any good news story you wish to share The Action Plan is looking positive and includes the issue relevant to the Safe DIG. All members have had an input and continue to do so. At each SafeDIG good news stories will be collated. Page 64