Clydebank PiP Neighbourhood Board 31 July 2026 Papers
West Dunbartonshire Council · 31 July 2026
Back to Clydebank Pride in Place Board — 31 July 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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OFFICIAL 07/31/2026 1 Official Clydebank Neighbourhood Board Agenda Meeting details Date Friday 31 July 2026 Time 9.30am Location Clyde Shopping Centre Conference Room, 170 Kilbowie Road, Clydebank Agenda Item Topic Lead 1 Welcome by Chair Liz Connolly 2 Apologies Brian McColgan 3 Previous minutes and actions All 4 Regeneration Plan Delivery Project Delivery Subgroup Updates A1. Three Queens Square (Laurence Slavin - WDC) B1. Improving connections (Gail MacFarlane - WDC) B2. Walking & cycling trails (Gail MacFarlane - WDC) C1. Employability, skills, & training (Ann Campbell – WCS) A2. Meanwhile uses (Louise Ewing – Chamber of Commerce) A3. Community Hub/Accessible Public Welfare Facilities (Ben Ellis - SA) South Sylvania Way Feasibility Group Update (Alan Douglas - WDC) Group Chairs 5 Marketing and Communications Sandie Scott 6 Recruitment of Project Resources Alan Douglas 7 Finance Financial report Update on use of capacity funding Liz Connolly/Selina Ross 8 Any Other Business PIP Peer Learning Experience Liz Connolly
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OFFICIAL 07/31/2026 2 Official 9 Date and time of next Board meetings Frequency of meetings to be discussed. Potential change to quarterly meetings.
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OFFICIAL 06/30/2026 1 Official Sensitive Clydebank Neighbourhood Board Minutes Meeting details Date TBC Time 9.30am Location Clyde Shopping Centre Item 3: Note of previous meeting Date 29 May 2026 Time 9.30am Location Clyde Shopping Centre Members attending Name Title Liz Connolly Chair Alan Douglas Chief Officer, Regulatory & Regeneration, West Dunbartonshire Council Andrew Forrester Centre Manager, Clyde Shopping Centre Douglas McAllister Member of Parliament Fiona McInnes Chief Executive, Clydebank Co-op Lawrence O’Neill Elected Member, West Dunbartonshire Council Laurence Slavin Chief Officer Resources, West Dunbartonshire Council Selina Ross Chief Officer, West Dunbartonshire CVS June Todd Community Activist Louise Ewing Dunbartonshire Chamber of Commerce Apologies Name Title Marie McNair Member of the Scottish Parliament Sandie Scott Director of Strategic Communications and Stakeholder Relations, Golden Jubilee Hospital Peter Hessett Chief Executive, West Dunbartonshire Council Gail Macfarlane Chief Officer, Roads & Neighbourhood, West Dunbartonshire Council William Rooney Elected Member, West Dumbartonshire Council Anne Campbell Principal & Chief Executive, West College Scotland Clare Steel Manager, Clyde Shopmobility Reverend Ishaku Ajibauka Clydebank Churches Together Captain Ben Ellis Corps Officer/Church Leader, Salvation Army Lynn Edwards Chief Inspector, Police Scotland
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OFFICIAL 06/30/2026 2 Official Sensitive Lucy McGovern Working4U Development Officer, West Dunbartonshire Council Michelle Lynn Assets Manager, West Dunbartonshire Council Colin Smith Your Community Team Leader, West Dunbartonshire Council Other attendees Name Title Davina Lavery Regeneration Officer, West Dunbartonshire Council Brian McColgan Business Support Officer, West Dunbartonshire Council Chris Young Project Development Worker, West Dunbartonshire Council 1 Welcome by Chair Action Liz Connolly (LC) extended a welcome and said that there was a lot to get through and to progress. 2 Apologies Action Marie McNair, Member of the Scottish Parliament Sandie Scott, Director of Strategic Communications and Stakeholder Relations, Golden Jubilee Hospital Peter Hessett Chief Executive, West Dunbartonshire Council Gail Macfarlane Chief Officer, Roads & Neighbourhood, West Dunbartonshire Council William Rooney Elected Member, West Dumbartonshire Council Anne Campbell Principal & Chief Executive, West College Scotland Clare Steel Manager, Clyde Shopmobility Reverend Ishaku Ajibauka Clydebank Churches Together Captain Ben Ellis Corps Officer/Church Leader, Salvation Army Lynn Edwards Chief Inspector, Police Scotland Lucy McGovern Working4U Development Officer, West Dunbartonshire Council Michelle Lynn Assets Manager, West Dunbartonshire Council Colin Smith Your Community Team Leader, West Dunbartonshire Council
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OFFICIAL 06/30/2026 3 Official Sensitive 3 Previous minutes and actions Action The minutes of the previous meeting were approved. Actions Map project management skills and experience of Board members. Board members interested in having project management training to advise Brian McColgan (BM) – It was noted that the College would be closing soon at the end of the academic year and hence training may have to wait until the new academic year. The mapping exercise and offer of skills training should be extended to members of Delivery Subgroups. Ongoing Liz Connolly (LC) to send along to Gail Macfarlane (GM) key information with reference to opportunities attached to art statues in taking forward B2. Completed Selina Ross (SR) to meet with Louise Ewing (LE), evaluating details attached to meanwhile uses work, advising the board regarding suitable members leading progress over the months ahead. In progress Ingrid Bjorkevoll (IB) to source from BM, updating LC and subsequently circulate to the board, information with reference to the professionals involved with ongoing Community Hub meetings. Ongoing It was agreed that all those present will send along to BM future schedules of upcoming meeting dates and relevant group members, ensuring coordination of meeting dates is facilitated. Ongoing A discussion in relation to the prospect of communicating either via reporting to Council or via member briefing Pride in Place work and achievements took place between all present. Sandie Scott (SS) to highlight at the next upcoming Committee meeting with Golden Jubilee. Ongoing SR brought forward applications to the two open adverts which will be evaluated over the coming week; information will subsequently be shared with the board. Ongoing Anne Campbell (AC) to circulate out to the board feedback from a focus group in relation to the college employability pathway. Complete Board/Subgroups SR/LE IB/BM Subgroups SS SR
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OFFICIAL 06/30/2026 4 Official Sensitive 4 Regeneration Plan Delivery Action Project Delivery Subgroup Updates A1. Three Queens Square An update paper had been circulated. Laurence Slavin (LS) spoke to this and highlighted the closing date for the Quick Quote process for the architectural competition of June 9th. LS suggested that the Board paper template may benefit from a section giving information on the purpose of the Delivery Subgroup, e.g. the key purpose of the project and its associated outcomes. Liz Connolly agreed that this was a good suggestion. Douglas McAllister (DM) asked whether subsequent meetings of the Subgroup would be virtual or in person. LC suggested they could be in hybrid form. LS suggested the format of the meeting may depend on the content of the meeting, e.g. potential site visits. DM noted that he is unable to attend meetings on Monday afternoons. DM suggested a potential stakeholder for the Subgroup in the form of Awestruck Academy, whose premises are adjacent to the Square. B1. Improving connections / B2. Walking & cycling trails Gail Macfarlane (GM) had submitted apologies for the meeting and given a brief update to the effect that the business of the Subgroup is being progressed. C1. Employability, skills, & training Anne Campbell (AC) had submitted apologies for the meeting. Discussion followed around the possibility of integrating Subgroup meetings with Board meetings. This was not considered appropriate by the Board but the possibility of Subgroup meetings being held after the Friday Board meetings could be considered. LC stressed the importance of the status of the Board meetings from the point of view of governance. AC had raised the possibility of using existing structures relating to employability and skills. In discussion it was thought that this could work if the outputs of these exiting structures aligned with the outputs expected by the PiP programme. A2. Meanwhile uses Louise Ewing (LE) asked what the PiP boundaries were, what exactly is meant by the “Town Centre” and could the boundary be published. BM/ Subgroup leads
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OFFICIAL 06/30/2026 5 Official Sensitive Selina Ross (SR) said that the boundary was included in the Regeneration Plan and she would forward a copy to LE. LE said that the map would be useful for discussing buildings and sites within the area and to cross reference with the work of other Subgroups, e.g. A1. LS agreed and suggested representation from Subgroup A1 on Subgroup A2. Davina Lavery (DL) raised the Queens Quay site and that it’s use had featured in the community engagement exercises. This lead to the question of where Meanwhile Uses should take place, i.e. the Town Centre or the wider Clydebank area. Alan Douglas (AD) highlighted that works would be commencing on the Queens Quay site soon. LC noted that technically the PiP is for the whole area but that a business case would have to be made for activities regardless of where these activities would take place. AD reminded the Board that the Queens Quay site is privately owned. DL echoed this and reminded the Board that many sites within the Boundary will not be in WDC ownership. LC thought that the PiP may present opportunity in relation to such sites. The example of land adjacent to the former Lidl premises in Livingston Street which has become overgrown was cited as a possible opportunity for the PiP programme to have an impact. A3. Community Hub/Accessible Public Welfare Facilities Ben Ellis had submitted apologies and no update was available. LC said that in future Subgroup leads should ensure an update can be provided to the Board if they are unable to attend the meeting. South Sylvania Way Feasibility Group Updates AD said that the group is due to meet on the 8th June and a written report will be available for the next Board meeting. In general LC said that progress appears to be slow and stressed the importance of progress being made and the actions and impacts of the PiP programme being visible to the local community. AD said that different Subgroups will work at different paces and a lot of preparatory work may be involved for Subgroups. AD suggested Subgroups draw up a timetable setting out when tangible outputs may occur. LC agreed and said that the Architectural Competition could be a good example of this. DL agreed with this and said that it is likely that the work of the more community led groups will take longer. LS stressed the importance of good communications and the need to “feed” the communications process. LC agreed and highlighted the philosophy that communications should be both “relentless & boring”. SR Subgroup leads AD Subgroup leads
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OFFICIAL 06/30/2026 6 Official Sensitive 5 Marketing and Communications Action Website DL advised that 2 submissions had been received for the Quick Quote process to develop a website. These had been assessed and interviews would be held on 3 June with an award of contract to follow. DL asked if the Board wanted to approve the award or if this could be left to the Comms Subgroup. It was agreed that the Comms Subgroup could approve the award of contract. In further discussion the following points were made: Technical expertise in assessment of Quick Quote bids was provided by West College Scotland staff. Contact value £15k. Some potential bidders were deterred by this amount as they didn’t think it adequate. LS asked if the £15k was for development of the website only. DL confirmed this was so. Annual maintenance costs are estimated between £1k and £2k There will be a 3-month lead time for the website LC reminded Board members that portraits and biographies should be supplied for inclusion on the website. Press Release A press release publicising the approval of the PiP programme is planned. This includes a statement from a member of the Board representing the community. Fiona McInnes (FM) and LE offered to do this. PiP Branding Guidleines These have been circulated and should be followed closely. Appropriate branding should also be used by organisations benefiting from PiP funding. SR confirmed that such a requirement had been incorporated into the conditions of grant for the community funding processes. Marketing and Publicity Materials A range of marketing and publicity materials will be purchased. LON stressed the importance of proof reading to ensure that all publicity materials are correct. Use of Local Media Outlets The Clydesider magazine could be used to do a publicity piece for the PiP. While the magazine has a good reach it would be a paid for piece. Comms Subgroup SS/FM/LE Comms subgroup
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OFFICIAL 06/30/2026 7 Official Sensitive LC suggested that the local Lomond Radio station could also be considered for publicity purposes. Each Project Delivery Subgroup should appoint a Communications lead. Subgroup leads 6 Recruitment of Project Resource Action AD said that the Council’s Job Evaluation process had changed, hence the delay to the approval of the Project Resource. LC asked if there was any timescale for completion of the Job Evaluation process. AD said there wasn’t, but the resource remains available in its current format. AD noted that the community engagement resource element is also still available to the PiP programme. AD 7 Finance Action Financial report Update on use of capacity funding for community activities DL said that the report is now clearer after suggestions made by LS were adopted. Issues raised included: Has the feasibility study budgeted for the Transport Interchange in the report been commissioned? Youth Engagement Budget – SR to liaise with Lucy McGovern to progress. Heritage Activity Funding – SR to provide update for next meeting Publicity/Promotional Materials – costs to be identified by Comms Subgroup Gala Day and Clean Up Activities – WDC to transfer funding to WDCVS to deliver these activities. A range of groups are involved. LC asked for the dates of the Clean Up events to be circulated and encouraged Board members to attend these events. LC noted that there remains a reasonable balance of capacity funding. DL agreed but reminded the group that resource and secretariat costs have still to be deducted. LS noted that WDC costs need to be identified. GM SR SR Comms Subgroup SR LS/AD/DL 8 Any Other Business Action Connection with Dumfries Town Board LC said that at the recent UK Government sponsored networking event connection had been made with Dumfries Town Board, and it
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OFFICIAL 06/30/2026 8 Official Sensitive had been suggested that a meeting may be useful for both parties and that the format and structure of such a meeting would need to be established. Discussion followed. Points raised included: LON said that it will be good to not work in isolation and that other areas may have ideas that are worth considering for Clydebank. LC noted that Dumfries Town Board has a very different structure and that the Chamber of Commerce is heavily involved, including as the employer of relevant staff. What could Clydebank learn from them? It was noted that Dumfries is a very different area to Clydebank. What does Dumfries’ community engagement look like? DM asked what form Dumfries’s projects are taking. DL said that they have 19 projects. In terms of the format of the meeting, it was agreed that traveling by either Board to the other was not viable and alternative arrangements should be made, e.g. making use of West College Scotland’s video-conferencing facilities. Meeting options are to be explored Approach by National Lottery Community Fund (NLCF) DL had been contacted by the NLCF. There has historically been a low uptake of lottery funding in Clydebank, although this varies across the different NLCF funding sources. Lottery funding represents a potential source of match funding for PiP projects. This avenue will be explored further once projects are more developed and costs known. LC noted that the UK Government has the view that PiP funding should act as a lever to bring in additional external funding. AD noted that other funders including the NLCF will have their own branding requirements. Community Hub Chris Young (CY) gave an update on the Community Hub. The Subgroup was due to meet on the Tuesday following this Board meeting. CY also asked to be involved in the Employability & Skills and Meanwhile Uses Subgroups. DM asked about the possible location of the Community Hub. CY said that the Salvation Army premises may be an option but there is a duty to investigate other potential locations and there may be more clarity after the Tuesday meeting of the Subgroup. LC noted the importance of avoiding the displacement of existing similar activities. LC/DL/AC
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OFFICIAL 06/30/2026 9 Official Sensitive 9 Date and time of next Board meetings Date of next meeting to be confirmed. LC said that she would be reluctant to decrease the frequency of Board meetings. LC acknowledged that the work of the Board is challenging for all members, given that all have other responsibilities and thanked the Board for the progress made to date.
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OFFICIAL 06/17/2026 1 Official Clydebank Neighbourhood Board Action Plan Actions from 29 May 2026 meeting Agenda item Action By whom 3 Previous minutes and actions Map project management skills and experience of Board members. Board members or project delivery group members interested in having project management training to advise Brian McColgan (BM). Board/Subgroups Gail Macfarlane (GM) to ensure relevant Youth Hub representatives are invited to a future Clydebank Neighbourhood Board meeting. GM Selina Ross (SR) to meet with Louise Ewing (LE), evaluating details attached to meanwhile uses work, advising the board regarding suitable members leading progress over the months ahead. SR/LE It was agreed that all those present will send along to BM future schedules of upcoming meeting dates and relevant group members of project delivery groups, ensuring coordination of meeting dates/attendees is facilitated. Subgroup Leads Ingrid Bjorkevoll (IB) to source from BM, updating LC and subsequently circulate to the board, information with reference to the professionals involved with ongoing Community Hub meetings. IB/BM A discussion in relation to the prospect of communicating either via reporting to Council or via member briefing Pride in Place work and achievements took place between all present. Sandie Scott (SS) to highlight at the next upcoming Committee meeting with Golden Jubilee. SS SR brought forward applications to the two open adverts which will be evaluated over the coming week; information will subsequently be shared with the board. SR
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OFFICIAL 06/17/2026 2 Official 4 Regeneration Plan Delivery Amend Board Paper template for future project delivery group updates to include section giving background to the purpose of the Delivery Subgroup reporting. BM Delivery Subgroup leads to provide written update if they are unable to attend Board meetings. Subgroup Leads South Sylvania Way Feasibility Group Updates Group is due to meet on the 8th June and a written report will be available for the next Board meeting. AD Subgroups to draw up a timetable setting out when tangible outputs may occur. Subgroup Leads 5 Marketing and Communications Quick Quotes for website design to be assessed by the appointed panel and approved by Communications Subgroup. Panel/Comms Subgroup Board members to be reminded that portraits and pen portraits will be required for inclusion on website. BM Press Release regarding award of Pride in Place to be prepared including quote from community representative. Comms Subgroup/Sandie Scott/Louise Ewing/Fiona McInnes Promotional materials, e.g. display boards, to be ordered. Comms Subgroup Consider engaging with local media outlets to publicise Pride in Place activities. Comms Subgroup Each Project Delivery Subgroup should appoint a Communications lead. Subgroup Leads 6 Recruitment of Project Resource To be progressed. AD 7 Finance Has the feasibility study budgeted for the Transport Interchange in the report been commissioned? GM Youth Engagement Budget – SR to liaise with Lucy McGovern (LM) to progress. SR/LM Heritage Activity Funding – SR to provide update for next meeting SR SR
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OFFICIAL 06/17/2026 3 Official Publicity/Promotional Materials – costs to be identified by Comms Subgroup Comms Subgroup Gala Day and Clean Up Activities – WDC to transfer funding to WDCVS to deliver these activities. Dates of the Clean Up events to be circulated and encouraged Board members to attend these events. WDC SR Resource and secretariat costs to be identified and deducted. LS/AD/DL 8 Any Other Business Explore options for meeting with Dumfries Town Board, e.g. online/video-conferencing. LC/DL 9 Date of next meeting Identify and circulate possible dates for subsequent Board meetings. LC/BM
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OFFICIAL 07/31/2026 1 Official Clydebank Neighbourhood Board Meeting details Date 31 July 2026 Time 9:30 am Location Clyde Regional Shopping Centre Management Suite, Clydebank Agenda item details Item number 4 Item description Project A1: Three Queens Square For information X For decison Date of report 27 May 2026 Lead name Laurence Slavin Michelle Lynn Lead email Laurence.Slavin@west-dunbarton.gov.uk Michelle.Lynn@west-dunbarton.gov.uk Report item details 1. Main issues Further work has been undertaken to develop and refine the scope, objectives and proposed delivery approach for Project A1: Three Queens Square. Building on previous Clydebank Neighbourhood Board discussions, stakeholder engagement activity and site walk-round observations, the project is being developed as a transformational public realm and placemaking initiative focused on enhancing and activating the civic space adjacent to the Forth & Clyde Canal, Clyde Shopping Centre and wider town centre. Previous discussions have highlighted the strategic importance of the site as a focal point within Clydebank and identified opportunities to create a more attractive, accessible and flexible space capable of supporting community events, cultural activities and everyday use. Following a procurement exercise, Jones Associates have been appointed to provide project management and professional support for the next phase of Project A1: Three Queens Square. An inception meeting has since been undertaken to review the project's scope, procurement strategy, programme and key objectives. Building upon feedback previously provided by Board members and stakeholders, it was agreed that the project should focus on delivering a high- quality public realm enhancement rather than the construction or demolition of buildings. The anticipated capital investment available for the project is in the region of £2.5 million to £3 million.
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OFFICIAL 07/31/2026 2 Official The Board's previous observations continue to inform the developing brief and include improving accessibility and visibility around the existing bandstand area, rationalising street furniture such as bins and cycle racks, enhancing lighting and wayfinding, strengthening connections to the canal and surrounding transport hubs, addressing the visual impact of the shopping centre gable wall, reviewing cycle route alignments and exploring opportunities for public art, event infrastructure and wider place activation. Particular consideration will be given to ensuring the space is inclusive, accessible, resilient and capable of supporting a wide range of community, cultural and commercial activities. The existing bandstand remains an important local feature and, whilst relocation may be considered as part of future design options, its removal is not currently proposed. Jones Associates have commenced preparatory work to develop the procurement documentation and are currently gathering key baseline information, including site boundary information, utility records, stakeholder feedback and existing project documentation. This work will inform a targeted procurement exercise to appoint a suitably qualified landscape architecture-led design team with demonstrable experience in delivering civic spaces, town centre regeneration and public realm projects. The current programme anticipates approximately six months for surveys, design development, stakeholder engagement, statutory approvals and procurement activities, followed by a construction period of approximately six months. As the project progresses, further engagement will be undertaken with the Three Queens Square Project Group and Clydebank Neighbourhood Board to ensure that emerging proposals continue to reflect local aspirations and support the wider objectives of the Clydebank Pride in Place Programme. 2. Outline of any issues/risks and how these are being managed At this stage the project remains in the development and procurement phase and no significant issues have been identified that would prevent progression of the project. However, a number of project risks continue to be actively managed. The principal risk relates to ensuring that the emerging design proposals accurately reflect the priorities and aspirations previously identified through community engagement, stakeholder consultation and Clydebank Neighbourhood Board discussions. This risk is being mitigated through the use of existing engagement outputs, continued involvement of the Three Queens Square Project Group, and ongoing engagement with the Clydebank Neighbourhood Board as the project develops. There is also a risk that unforeseen site constraints, utility infrastructure requirements, ground conditions or statutory approval requirements could impact upon project costs, scope or programme. To mitigate this risk, baseline site information is currently being gathered and will be used to inform the appointment of the design team and subsequent design development process. Early consideration will also be given to planning, accessibility and technical requirements to minimise the risk of delays during later stages of the project.
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OFFICIAL 07/31/2026 3 Official Given the significance of the existing bandstand within the square and its importance to local stakeholders, there is a potential risk that differing views may emerge regarding its future role within the space. This will be managed through the design development process, ensuring that any options are properly assessed and subject to stakeholder engagement before decisions are made. Previous discussions have recognised the bandstand as a valued local feature and any future proposals will take account of this. A further risk relates to achieving the desired level of transformation within the available budget envelope. The project budget remains in the region of £2.5 million to £3 million and the proposed appointment of an experienced landscape architecture-led design team will ensure that design proposals are developed with deliverability, affordability, long-term maintenance and whole-life costs in mind from the outset. Finally, as the project moves into the design procurement phase, there is a risk that programme timescales could be affected by procurement, survey or statutory approval processes. This is being managed through the appointment of Jones Associates to provide project management support, the early development of procurement documentation and the establishment of an indicative programme to monitor progress against key milestones. Overall RAG Status: Green – project progressing as planned with identified risks understood and appropriate mitigation measures in place. 3. Outline of the main outputs expected before next meeting The key focus before the next meeting will be progressing the procurement of a landscape architecture-led design team, including completion of the project brief, tender documentation and supporting site information. Engagement will continue with Scottish Canals and other key stakeholders to ensure opportunities for integration with the canal corridor are reflected within the emerging design brief. The previously proposed Scottish Canals learning visit and meeting to review comparable canal- side regeneration projects in Edinburgh was postponed and subsequently cancelled. Revised arrangements will be developed with Scottish Canals and a new date brought forward for consideration. The next update will therefore focus on: o Completion of project inception and information gathering activities. o Progression of design team procurement. o Confirmation of programme milestones and next-stage governance arrangements. o Agreement of revised arrangements for the Scottish Canals visit and stakeholder engagement activities. 4. What are the requirements to achieve the outcomes of this report?
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OFFICIAL 07/31/2026 4 Official To achieve the outcomes of this report, it will be necessary to continue progressing the development phase of the project, including completion of project planning activities, procurement of the specialist landscape architecture-led design team and ongoing stakeholder engagement. Continued collaboration will be required with Jones Associates, Scottish Canals, the Three Queens Square Project Group and other key stakeholders to ensure that the emerging proposals are deliverable, align with stakeholder aspirations and maximise opportunities to support wider town centre regeneration objectives. The successful delivery of the project will also require the completion of any necessary surveys, technical assessments and statutory approvals, together with ongoing monitoring of programme, budget and project governance arrangements. The Clydebank Neighbourhood Board will continue to receive regular progress updates and provide strategic oversight as the project moves through procurement, design development and delivery stages. No additional approvals are sought at this stage beyond existing delegated authority arrangements. 5. Recommendations It is recommended that the Clydebank Neighbourhood Board: o Note the progress made in developing the scope and delivery approach for Project A1: Three Queens Square, including the appointment of Jones Associates to support the next phase of the project. o Note the proposed procurement approach for the appointment of a landscape architecture- led design team to progress the design and delivery of the project. o Note the continued development of the project brief, informed by previous stakeholder engagement, Board feedback and project group discussions. o Note the intention to reschedule the Scottish Canals learning visit and stakeholder engagement session to inform the next stage of project development. o Note that further updates will be brought to future meetings of the Clydebank Neighbourhood Board as the project progresses through procurement, design development and delivery stages.
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OFFICIAL 07/31/2026 Official Clydebank Neighbourhood Board Meeting details Date 31 July 2026 Time 9.30am Location Clyde Shopping Centre Agenda item details Item number 5 Item description Marketing and Communications Update For information For decision Date of report 31/07/2026 Lead name Sandie Scott Lead email sandie.scott@gjnh.scot.nhs.uk Report item details 1. Main issues The Marketing and Communications subgroup are progressing several aspects of the communication and engagement plan to ensure the work of the Neighbourhood Board is shared with target audiences. Information on Revitalising Clydebank and the delivery of the Regeneration Plan will be communicated via community events, workshops, and focused engagement sessions as well as through digital and offline channels. The recent focus of activity of the subgroup has been advancing the new Board website and considering Branding & Merchandise. An update on these is provided below: Website Following a competitive procurement process, Big Think Agency has been appointed to design and develop a dedicated website for the Clydebank Neighbourhood Board. The agency brings significant experience in delivering accessible, stakeholder-focused websites for public sector organisations and has commenced work in line with the agreed project plan. A stakeholder engagement workshop was held on Friday 26 June 2026 at West Dunbartonshire Community Voluntary Services (WDCVS). The session brought together partners, stakeholders and members of the local community to inform the development of the website and ensure the
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OFFICIAL 07/31/2026 Official design reflects the needs of those who will use and contribute to it. The workshop provided valuable insight into user requirements, content priorities and accessibility considerations. The project has now progressed into the design phase. Big Think Agency produced the first draft website wireframes on 14 July 2026, providing an initial visual representation of the proposed structure, user journeys and content layout. Consistent with the agency's agreed methodology, the wireframes form the basis of stakeholder review before the development stage commences. Due to technical issues affecting access to the draft materials, some partners were unable to review the wireframes immediately. As a result, a full discussion of the proposed designs took place at the Communications Sub-Group meeting on 22 July 2026, ensuring that all partners had the opportunity to consider and comment on the draft proposals. The Communications Sub-Group will meet with the Big Think Agency during the week commencing 27 July 2026 to provide comprehensive feedback. This will allow the agency to undertake the next iteration of the design, incorporating stakeholder feedback and ensuring the website continues to reflect the aspirations of the Board and local community. Next Steps Consolidated partner feedback to be provided to Big Think Agency during the week commencing 27 July 2026. Agency to revise wireframes and website architecture in response to stakeholder comments. Updated designs to be presented for further review and approval before progressing to full website development. Development timetable remains under review and will be reported through future Board updates. Board members will be asked to review and user test the site at the appropriate time. Overall, the project is progressing as planned, with stakeholder engagement remaining central to the website's development and ensuring the final platform supports transparency, community participation and effective communication of the Clydebank regeneration programme. Branding and merchandise The Board's branding and visual identity work has continued to progress. Following the publication of the Pride in Place brand guidelines by the UK Government, these guidelines have been shared with partner organisations' graphic design teams and with Big Think Agency to ensure a consistent approach across all communications and engagement materials. Building on the Pride in Place framework, the Board has established its own local brand identity which is now being embedded across key communications channels. Meeting templates and supporting documentation have been updated accordingly, and the branding will be reflected throughout the dedicated website currently in development. This will help create a cohesive and recognisable identity for the Board while maintaining alignment with the wider national Pride in Place programme. The Communications Sub-Group is also exploring a range of practical and cost-effective promotional materials to support stakeholder and community engagement. This includes the
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OFFICIAL 07/31/2026 Official development of lightweight foam boards for photo opportunities, banner stands and other branded materials that can be used at community events, partner activities and public engagement sessions. The focus is on creating reusable resources that provide visibility for the Board while representing good value for money. Board and Working Group members are encouraged to liaise with the Communications Sub- Group if they have specific promotional requirements or forthcoming events where branded materials may be required. This will support a coordinated approach to branding, maximise opportunities for community engagement and ensure consistency across all public-facing activity. Change to the communications plan The Communications Sub-Group has recently considered the role that social media could play in supporting the Board's communications and community engagement objectives. While the Board had previously discounted the use of dedicated social media channels due to the limited capacity within partner organisations, stakeholder feedback has highlighted the value of social media as a means of increasing awareness, improving accessibility of information and encouraging greater community participation. Research undertaken with other Pride in Place Boards across Scotland (below) has shown that most have established a social media presence, either through internal resources, local authority communications teams or commissioned support. The Sub-Group recognises the importance of ensuring Clydebank residents are able to engage with Board activities through the channels they use most frequently and is therefore exploring options for developing a sustainable approach to social media. Rather than commissioning an external company to manage social media activity, the Communications Sub-Group is keen to explore opportunities that deliver wider community benefits while supporting the Board's communications objectives. Subject to Board approval, the Sub- Group would like to work with the Employability workstream to explore the creation of a communications-focused apprenticeship, internship or similar development opportunity for local young people. This would provide valuable skills and experience in communications, digital media and community engagement, while helping to develop and manage the Board's communications channels. Alongside this, the Sub-Group would like to establish a network of local community ambassadors representing different communities, age groups and interests across Clydebank. The ambassador network would help identify and share stories, successes and opportunities emerging from across the programme, ensuring that local voices remain at the heart of the Board's communications. Content generated through this approach could support social media activity, public relations, website content and wider community engagement, while strengthening links between the Board and the communities it serves. The Communications Sub-Group believes this approach presents an opportunity to build local skills, create meaningful development opportunities and foster community ownership of the Clydebank regeneration programme. The Sub-Group is therefore seeking the Board's support to
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OFFICIAL 07/31/2026 Official explore these proposals further and to work with the Employability workstream to develop a sustainable model that maximises community benefit while providing an authentic and engaging voice for the programme. For information: Other Neighbourhood Boards were approached to determine who is responsible for updating their website and posting/managing their social media accounts. The responses received are: - Elgin - the Board is using the MyMoray website as their main website, which is managed and updated by the Council's PR team. The Board works closely with Council PR to link in with other regen activities in Elgin. The Board social media channels (FB, Instagram, and LinkedIn) are separate from the Council and managed by the Board who have employed a local social media consultant to manage them on their behalf. The consultant attends Board meetings and has regular catch ups with the chair and project manager to decide on postings. He links in with the Council PR team, takes photos/videos for content, etc. Kirkwall (The Orkney Fund) - the Board website and social media are managed by the Council's Communications team in consultation with the Board Chair. The Board pays apportioned costs each year to Council for the service. Our Arbroath- the Board employs a local consultant to manage the website, social media and PR including assisting with outreach to the community and ongoing consultation. We are Peterhead - the Board website and social media are managed in-house by the We Are Peterhead project team in liaison with the Neighbourhood Board. Dumfries Town Board- the Board website and social media managed by the secretariat for the Board i.e., a member of the Board's staff who is employed via Chamber of Commerce, in liaison with the Board chair and Programme Manager. Our Irvine- the Board's vice chair is managing the website and social media at present (he has a background in IT). Going forward, the Board is considering appointing a Comms company to manage on their behalf. 2. Outline of any issues/risks and how these are being managed There is a risk that the Board's ability to effectively engage with communities and stakeholders will be diminished if sufficient capacity is not identified to maintain the website and manage associated communications channels, including social media. While awareness of the Board and its activity continues to grow through partner networks and community engagement, it is important that communications are delivered through channels and formats that are most accessible and relevant to different audiences. Without regular, timely and accessible communications, there is a risk that sections of the community may be unaware of the Board's activities, investment programmes and opportunities to participate in regeneration activity. This could result in reduced public engagement, missed opportunities to build community support and confidence, and a perception that the Board is not communicating openly and transparently about its work and achievements. 3. Outline of the main outputs expected before next meeting
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OFFICIAL 07/31/2026 Official Explore the development of a social media presence for the Board. Work with the Employability workstream to develop proposals for an apprenticeship, internship or similar opportunity. Consider how we establish a community ambassador network to support content creation and community engagement. Develop a sustainable operating model and bring detailed proposals back to the Board for approval. 4. What are the requirements for achieving the outcomes of this report? To achieve the outcomes outlined in this report, continued collaboration and commitment from Board members and partner organisations will be required. 5. Recommendations It is recommended that the Board: Notes the progress being made by the Marketing and Communications Sub-Group in relation to the development of the website, branding and communications activity. Supports the proposed direction of travel to enhance community engagement through a dedicated website, social media presence and community-led communications approach. Acknowledges the need for sustainable resource and capacity to effectively manage and maintain these communications channels and support ongoing engagement activity. Supports further exploration of apprenticeship, internship and community ambassador opportunities in partnership with the Employability workstream as a means of delivering both communications capacity and wider community benefit. Agrees that the Communications Sub-Group should continue to develop these proposals and bring forward detailed recommendations on delivery and resourcing for future Board consideration.
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OFFICIAL 07/31/2026 Official Clydebank Neighbourhood Board Meeting details Date 31 July 2026 Time 9.30am Location Clyde Shopping Centre Agenda item details Item number 7 Item description Pride in Place Financial Update For information For decision Date of report 31/07/2026 Lead name Davina Lavery Lead email davina.lavery@west-dunbarton.gov.uk Report item details 1. Main issues Capacity Funding: The income and expenditure breakdown is shown below: INCOME (Capacity Funding) 2023/24 plus 2024/25 £250,000 2025/26 £200,000 2026/27 £150,000 Total £600,000 EXPENDITURE (Capacity Funding) FY 2024/25 Community Grants Funding -£4,300 Consultancy Fees for development of LT plan and Community Engagement -£86,939 Board Meetings (*4) -£600 Adobe License -£185 WDC Staff Costs -£60,000 FY 2025/26 Community grants & CVS Fees -£12,400 Board Workshop -£3,216 Regeneration Plan Prep (KMA) -£29,372 FY 2026/27
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OFFICIAL 07/31/2026 Official Grants for Gala Days (£20,000) & Planting and Clean Ups (£10,000) -£30,000 Website Development, Stage 1 -£3,700.00 Total Expenditure (end July 2026) -£231,034 Balance Remaining £368,966 Future Commitments Transport Interchange Feasibility Study -£5,000 Project Delivery Support (£10,000 per project to assist with community engagement/consultation activity) -£60,000 Additional Community Clean ups and Planting -£10,000 Youth Engagement Budget -£5,000 Heritage Festival activities -£5,000 Website Development, completion -£11,090 Total Future Commitments -£96,090 Balance remaining after commitments £272,876 An allocation will also be required to cover: additional resources to administer the funding i.e. Board secretariat (including legal, procurement and other support); Programme Manager, Community Engagement Officer Communication & marketing aspects (e.g. branding and merchandise) as identified by the Communications subgroup Delivery funding: The signed Clydebank Memorandum of Understanding was returned to the MHCLG on 2 April 2026. This allowed the delivery funding for FY 26/27 to be released. The income and expenditure breakdown is shown below: INCOME (Delivery Funding) 2026/27 Capital Funding £360,000 2026/27 Revenue Funding £232,000 Total £592,000 EXPENDITURE (Capital Funding) TQS Consultancy - Jones Associates - £6,950 Total Expenditure (end July 2026) -£6,050 Balance Remaining £353,050 EXPENDITURE (Revenue Funding) 0 Total Expenditure (end July 2026) 0 Balance Remaining £232,000 The schedule of future payments outlined government guidance is: -
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OFFICIAL 07/31/2026 Official 2. Outline of any issues/risks and how these are being managed The Board needs to decide how the remaining capacity funding and delivery funding will be spent. A proportion of the delivery funding is assigned to the priority projects which are being progressed by the project delivery groups. The current delivery funding allocation for each of the priority projects over the first 4 years of the programme is outlined below: - Capital Funding Revenue Funding A1. Three Queens Square £2,230,000 A2. Meanwhile uses £200,000 £175,000 A3. Community Hub £1,360,000 £225,000 A5. Investigate remodeling the southern section of shopping centre £50,000 B1. Improve connections £1,150,000 £225,000 B2. Develop new walking and cycling trails £366,000 £63,000 C1. Employability, skills & training £431,640 There is a risk that not all projects will be sufficiently advanced to enable full spend of the allocated amount in the early years of the programme and there is also a risk that the costs of some of the projects may exceed the PIPP allocation. Additional match funding for some projects may need to be explored. 3. Outline of the main outputs expected before next meeting a. Agree the amount of capacity funding to be allocated towards: - Fund administration, i.e., Board secretariat (including legal, procurement and other support); Programme Manager, etc. Other communication and marketing aspects
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OFFICIAL 07/31/2026 Official b. Clarify how the capacity funding for heritage activities, youth engagement and additional grant support for community activities will be allocated/managed. c. An indication on whether each of the project delivery groups will be able to spend their allocated funding for year 1 this financial year. 4. What are the requirements for achieving the outcomes of this report? Engage in the process outside the Board meetings (e.g., through the project delivery groups, communications and marketing subgroup etc.) to progress delivery of all aspects of the PIPP and ensure spend of available capacity and delivery funding remains on track. 5. Recommendations It is recommended that the Board notes the financial information and decides on the points noted in section 3 above, relating to the allocation of capacity funding and the use of delivery funding.
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OFFICIAL OFFICIAL Nesil Caliskan MP Parliamentary Under-Secretary of State 2 Marsham Street London SW1P 4DF 17 July 2026 Dear Chair, Through the Pride in Place Programme, I am firmly committed to ensuring that power and funding sit squarely in the hands of the community. As the Chair of your Neighbourhood Board, you are critical to this. You are already bringing your community together to come up with a plan for the future of your place and leading the way to make this vision a reality. The local authority and your local MP are also key partners, and must support and enable your Neighbourhood Board to deliver the change that your community wants to see. The aspiration for Neighbourhood Boards is to work with and convene key partners, not for them to be treated or function as an extension of the local authority. We are committed to going further and have set out an expectation that all Neighbourhood Boards should move towards a community-led delivery model by the end of year three of the programme. This will look different from place to place, and I know that many of you are already thinking ambitiously about what this transition means for your neighbourhood. Some of you are exploring how you can set up new independent entities, whether that is a community interest company, a community benefit society or a cooperative – your Board will decide on the approach that is right for them. It is these structures that will allow you to crowd in more funding, take ownership of assets and build wealth in your community over the long-term. We recognise that making this shift will be a challenge, and that you are already facing capacity pressures with upcoming milestones for phase two areas to confirm your Board and carry out deep engagement across your community to inform your Pride in Place Plan. We are committed to supporting all areas to transition towards a community-led model, and encourage those areas that are keen to move quickly to get started. I was pleased to confirm 20 Early Adopter areas last month, who will lead the way in building and testing different models for community-led delivery which will be shared
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OFFICIAL OFFICIAL across the programme, giving you a set of blueprints that you can learn from and adapt. All areas will also be supported through the Network for Neighbourhoods, a national capacity-building and peer-learning offer designed to help places access expertise, build strong community leadership, and share good practice. This summer, the Network is offering a programme of events and learning opportunities for Chairs, including a session with leaders from Grimsby who will be sharing how they have put the community in the driving seat. We will also be producing practical, clear guidance on the pathway towards community-led delivery over the summer to help you get started. I would encourage you all to register to join (https://www.eventbrite.co.uk/e/pride-in- place-programme-chairs-summit-tickets-1992044249976?aff=oddtdtcreator ) the all Chairs event on Friday 11 September. Hosted by Local Trust and This Day, the event will be your chance to meet with other Chairs from Pride in Place areas, hear directly from MHCLG about how the programme is operating, learn what others are doing, and explore how to take your projects to the next level. Through the Pride in Place Programme, I am committed to putting power into the hands of those who know their communities best and look forward to seeing how your plans develop. Yours sincerely, Minister Nesil Caliskan