Marketing Communications Update - Neighbourhood Board 28 August 2026
West Dunbartonshire Council · 28 August 2026
Back to Clydebank Pride in Place Board — 28 August 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 [Publish Date] Official Clydebank Neighbourhood Board Meeting details Date 28 August 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 26 August 2026 Lead name Sandie Scott Lead email sandie.scott@gjnh.scot.nhs.uk Report item details 1. Main issues Website development Development of the Pride in Place website continues to progress, with further comments and feedback recently provided to the Big Think Agency as part of the ongoing build process. To support the development of engaging and authentic content, the subgroup has continued to capture photographs at local events and activities. In addition, work is underway to review and utilise existing Clydebank imagery held by partner organisations to help showcase the town, its people and its assets. The subgroup is now moving into the content development phase, focusing on establishing the overall tone and style of the website. All content will be written in plain English and developed with accessibility and inclusivity in mind to ensure it is easily understood by the widest possible audience. To support the website launch, Board members who have not yet provided a photograph and short biography are kindly asked to do so at the earliest opportunity.
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OFFICIAL [Publish Date] Official Board members will also be asked to user test the website before it is launched. Community engagement Significant engagement took place during the development of the Pride in Place Plan, helping to shape the priorities and aspirations reflected within it. Since then, feedback has continued to be gathered through face-to-face events, partner organisations and informal discussions within the community. However, this activity has largely been undertaken on an ad hoc basis. The launch of the website and associated social media channels will provide important new mechanisms for engaging with local communities and sharing progress more consistently. The subgroup recently received the Pride in Place Engagement Toolkit, which highlights the importance of proactive and ongoing engagement throughout the lifetime of the programme. The toolkit emphasises that communities should be able to understand how their priorities are being progressed, receive regular feedback on achievements and challenges, and have opportunities to scrutinise and hold Boards accountable for delivery. To consider the toolkit and potential approaches, the Board Chair convened a meeting on 18 August involving representatives from the Marketing and Communications Subgroup, West Dunbartonshire CVS, West Dunbartonshire Council Communities Team, and West Dunbartonshire Council Learning and Attainment. The communications subgroup has already drafted an engagement plan and now seeks to focus on implementing this in a manner that is community friendly, accessible and capable of generating meaningful and sustained participation. One proposal discussed was the establishment of a community Ambassador Group comprising existing community representatives and trusted local voices, including community councillors, youth councillors and representatives from local community organisations. Such individuals already possess established networks and trusted relationships within their communities and could play an important role in raising awareness of Pride in Place, gathering feedback and encouraging broader involvement in shaping Clydebank's future. In line with discussions at the previous Board meeting, the Marketing and Communications Subgroup recommends that the Board formally agree to the development of this Ambassador Group. Further work would then be undertaken to determine the group's structure, support mechanisms and recruitment approach. The subgroup would also welcome discussion on whether future Board meetings could periodically be held outside normal working hours or within different community venues. This may help raise the profile of the Board, improve accessibility and strengthen local awareness of the programme and its activities. These proposals would complement existing plans for regular project updates, newsletters and wider communications activity once the website and social media channels become operational.
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OFFICIAL [Publish Date] Official Resource support At its previous meeting, the Board approved the exploration of a Modern Apprenticeship or internship opportunity to provide additional support for website management, photography, social media activity and wider communications work. Following this decision, a meeting was held with colleagues from West College Scotland on 21 August to discuss potential options. The College is now considering the most appropriate and effective approach to progress this opportunity at pace while maximising benefits both for the Board and for prospective participants. Detailed proposals and associated costings will be presented to the Board at a future meeting. Communications materials Progress has also been made in developing communications and promotional materials to support community engagement activity. A new banner stand has been designed and is awaiting completion of the website before a dedicated QR code can be incorporated. In the meantime, a series of foam boards has been produced and is now being used at events, community engagements and photographic opportunities to promote the Pride in Place programme and increase visibility. 2. Outline of any issues/risks and how these are being managed The subgroup recognises a number of challenges associated with the successful delivery of the communications and engagement programme. These include potential delays to website implementation, sustaining meaningful community engagement over the lifetime of the programme, ensuring representation from all sections of the community, managing expectations regarding delivery timescales, and ensuring sufficient resource capacity to maintain communications activity. Mitigating actions are being developed through the engagement plan, proposed Ambassador Group, enhanced communications channels and exploration of additional support through a Modern Apprenticeship or internship opportunity. Overall, the subgroup considers these risks manageable and continues to monitor them as part of programme delivery 3. Outline of the main outputs expected before next meeting Continue website work.
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OFFICIAL [Publish Date] Official Consider how we establish a community ambassador network to support content creation and community engagement. Develop the structure, recruitment, costs and workplan for the communications internship 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: Supports the proposed direction of travel to enhance community engagement through a dedicated website, social media presence and community-led communications approach in line with the new toolkit.