Clydebank Town Board Summary Communications Plan 3 Oct 25
West Dunbartonshire Council · 3 October 2025
Back to Clydebank Pride in Place Board — 3 October 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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1 Clydebank Plan for Neighbourhood Board Communications and Engagement Plan October 2025 Purpose of this document This communication and engagement plan is a working document that will ensure the key messages linked to the work of the Plan for Neighbourhoods (PfN) Board (formerly Clydebank Town Board) are clearly conveyed to target audiences. It aligns with the aims of the Board, while fostering engagement, awareness, and understanding of the benefits of all of the projects included within the overall programme By outlining specific objectives, target audiences, communication channels, and timelines, this plan helps to streamline messaging and ensure consistency across all communications efforts. It also provides a framework for evaluating the effectiveness of communication strategies, allowing for adjustments to be made in response to feedback and changing circumstances. Background The previous UK Government identified 55 towns to benefit from investment via the Long- Term Plans, to drive ambitious proposals to regenerate local towns across the UK over the next decade. Clydebank has been chosen as one of seven towns in Scotland to receive funding as part of this programme. Each town is expected to do the following: Develop a Long-Term Plan to invest in and regenerate their town, based on the priorities of local people, and put to local people for consultation. Receive £20 million in endowment style funding and support over ten years to support the Town Plan, to be spent on resolving/addressing issues that matter to local people, including regenerating high streets and securing public safety. This plan will be put to local people. Establish a Town Board to bring together community leaders, employers, local authorities, and the local MP and MSP (and other elected representatives) to oversee and deliver the Long-Term Plan. Use a toolkit of powers, from tackling anti-social behaviour to auctioning empty high street shops, reforming licensing rules on shops and restaurants and supporting more housing in town centres. Core narrative Revitalising Clydebank – a community vision for the future Clydebank is set to embark on an exciting new chapter in its history, with a significant £20 million investment fuelling the creation of the Plan for Neighbourhood (PfN) Board dedicated to its regeneration. Over the next ten years, this ambitious initiative will be driven by the voices and priorities of the community, building civic capacity to ensure a future that reflects the needs and aspirations of its residents.
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2 This Board, empowered by community involvement, will work tirelessly to draft and execute proposals that breathe new life into Clydebank. It is designed to be community-led, with residents and local stakeholders at the heart of every decision. Their insights and input will shape the direction of projects, ensuring they align with what matters most to Clydebank’s people, from economic revitalisation to the preservation of local heritage, environmental sustainability, and the development of public spaces that bring people together. By prioritising civic engagement and fostering local leadership, the initiative aims to both restore and rejuvenate the town and cultivate a thriving and empowered community. This focus on capacity building will strengthen Clydebank’s social fabric, enabling the community to continue its progress long after the initial investment period. Clydebank can look forward to a vibrant future: one that retains its unique character, uplifts the quality of life for all its residents, and positions itself as a model of sustainable, community-led regeneration. Through this investment and collective action, Clydebank’s story is set to be one of resilience, collaboration, and growth, proudly built by the community, for the community. Key messages Key messages Community-driven development: The people of Clydebank have actively shaped the future of their town, directly influencing the priorities for its regeneration. Community input has been at the heart of this project, helping ensure that the results will reflect the desires and needs of those who live and work in the area. 3 pillars of regeneration: The regeneration strategy is built around three key themes identified by the community: High Streets, Heritage, and Regeneration: This includes celebrating Clydebank’s unique heritage and revitalizing high street spaces for modern needs. Transport and Connectivity: Strengthening connections within Clydebank and beyond, with a focus on accessible and sustainable transport options. Safety and Security: Creating a safe, welcoming environment for everyone. Prioritised sustainable projects (aligned with community input): After considering a long list of potential interventions, a community-driven shortlist of projects will emerge. These will form the key messages going forward. Regeneration effort for all of the Clydebank area: To strengthen links within Clydebank and neighbouring areas, there will be improved transport options and accessibility for the surrounding communities. Plan reflects a shared vision for Clydebank’s future, with a commitment to creating a safer, more connected, and more vibrant town. This regeneration effort is designed to benefit everyone, from current residents to visitors, now and in the future.
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3 Communications objectives, measurement and evaluation No. Objective 1 Clydebank PfN Board partners, stakeholders, local communities are aware, informed, empowered and enabled to engage effectively in the strategic plans. 2 Increase key stakeholder awareness of the strategic plans, key milestones and future developments related to the project. 3 Increase the proportion of stakeholders that know and understand the value of the Clydebank Town Board. 4 Decisions made by PfN Board are open, transparent, recognisable and understandable to all key stakeholders, ensuring all comments are recorded and reported as part of any engagement or consultation process. Measurement and evaluation The Communications subgroup will monitor activity and report on this as part of a regular reporting cycle to the Board. Membership of the subgroup includes Communications professionals from West Dunbartonshire Council, West College Scotland, West Dunbartonshire Community and Volunteering Services and NHS Golden Jubilee. Key stakeholders Community Councils Community groups General public Schools/Young people Local business owners Dunbartonshire Chamber of Commerce West College Scotland West Dunbartonshire Council West Dunbartonshire Community Volunteer Service Third Sector organisations NHS Golden Jubilee Elected representatives Transport providers Commuters Local online forums
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4 Communication channels Online presence As the PfN Board is a collaborative group and community led, there is no natural place for the information relating to the projects to sit. Therefore, the Communications subgroup is proposing to set up a separate online presence that will be a “one stop shop” for all things relating to funding, plans, membership, and projects of the programme. This would also allow for a “contact us” form, email, telephone number to be publicly available for anyone to provide feedback or ask questions. Media enquiries will be funnelled through an email or link on the website. Any social media or press releases issued will also include links to the website. We want a name that reflects the essence and purpose of the project itself, rather than focusing on the individuals behind it. The following is proposed by the Communications subgroup in line with the proposed branding: Revitalising Clydebank A plan of the proposed layout of a new website is contained within a separate appendix. The Communications subgroup will develop Standard Operating Procedures (SOPs) to update any content on the site so there will always be succession management for future documents and information. Investing in a website is a strategic decision that offers substantial returns. Increased visibility and accessibility - makes the project accessible to a much larger audience and allows 24/7 access to all available information. By optimising local search terms, the project can become highly visible in search results for people in the area. This makes it easier for residents and nearby supporters to find out what’s happening and how they can participate. Enhanced credibility and trust - a professional presence can lend a professional and trustworthy image to the project, signalling that the project is serious and well- organised. It increases transparency and accountability by showcasing the project’s goals, progress, and results, which helps to build trust within the community. Centralised hub for information and engagement - the website serves as a single source of truth for all information related to the project. Community members can find details and contact information in one convenient location. Media/Social Media Proactive We will proactively engage with local media to raise awareness of the impactful work undertaken by the PfN Board, ensuring that the community remains well-informed by regularly communicating key milestones. This will form part of our SOPs allowing actions to be clear. In addition to using local media outlets, we will share updates through local social media channels to reach a broader audience. Partner organisations will further support these efforts by sharing information on their own social media platforms, helping to amplify critical messages and highlight progress within the community.
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5 Social media text should be clear that the information is being shared by the partner on behalf of the Plan for Neighbourhoods Board. This will help ensure the PfN has its own identity and that one organisation does not lead on comms. Social media posts should be coordinated by all relevant organisations so they are issued at the same time and not one organisation is leading. Branding (once confirmed) should be used on all correspondence to ensure that this is front and centre. Any information which the Board would like to publicise should be provided to the communications subgroup with plenty of notice to ensure this can be promoted in a timely manner and can be managed among other priorities. Scheduled milestones should be flagged as far in advance as possible to allow the subgroup to create a forward plan. A Service Level Agreement (SLA) around delivery of this will be put in place. Reactive All media enquiries should be routed through an email address or link on the new website. However, we know that media colleagues could also contact any of the partner organisations independently. In response to media enquiries, comments will be attributed to the lead Board member who is best suited to the specific area of expertise. For example, general comments will typically come from the Chair of the Board, while enquiries related to financial matters will be addressed by the relevant officer at West Dunbartonshire Council. All responses, will make it clear that the representative is speaking on behalf of the PfN Board as part of the project and not as a member of their own organisation (e.g. WDC). All members of the communications subgroup will be promptly informed of any media enquiry and briefed on how it will be handled. This collaborative approach ensures that any questions or issues can be addressed immediately, allowing us to meet media deadlines effectively and deliver accurate, timely information. Ambassador programme With the diverse range in membership of the PfN Board, there are opportunities to raise awareness within our own communities by acting as ambassadors. Having individuals as ambassadors brings numerous benefits, particularly through direct, face-to-face communication by serving as trusted, relatable messengers who can effectively convey programme goals, updates, and benefits to various stakeholders, including residents, local businesses, and community organisations. This personal approach fosters stronger connections and a sense of involvement, making it easier for stakeholders to understand the programme’s impact and relevance to their lives. Additionally, ambassadors can answer questions, address concerns in real-time, and tailor the conversation to the interests of their audience, helping to build trust and increase community buy-in. By amplifying awareness through these genuine, interactive exchanges, ambassadors can play a key role in driving broader participation and support for the programme.
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6 Community engagement methods The Communications subgroup recognises that strong and inclusive engagement is essential to the success of the Plan. Building on work already underway, the following methods are proposed: Leveraging existing networks Continue to use the West Dunbartonshire Community & Volunteering Services (WDCVS) network to reach local community groups, voluntary organisations, and residents already active in neighbourhood initiatives. Engage with established community forums, tenants/residents associations, and local social enterprises to test ideas and gather feedback efficiently. School and youth engagement Partner with primary and secondary schools to involve pupils in shaping the neighbourhood vision — e.g., through class projects, poster campaigns, or youth focus groups. Explore collaboration with youth councils, youth clubs, and college student groups to ensure younger voices are represented. Wider public involvement Continue with open public drop-in sessions and pop-up stalls in local venues (libraries, shopping areas, leisure centres) to reach residents not already engaged. Run online engagement activities such as short polls, idea boards, or discussion spaces via the new website and partner social media channels. Provide easy-read and translated materials, where appropriate, to ensure accessibility and inclusion. Partnership communications Work with local employers, faith groups, and cultural associations to cascade messages and opportunities for involvement. Newsletter that can be shared digitally or in hard copy for partners to cascade and share to their stakeholders. Phasing Phase 1 – launch Create website and launch communications to ensure awareness of the work of the PfN Board. Subgroup will create Standard Operating Procedures and Service Level Agreements for work associated with the PfN Board. Social media assets to promote website for use by partners/social community accounts Press release to local media to raise awareness
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7 Phase 2 – implementation (ongoing progress) Create the forward look of key milestones Communicate key milestones using communication methods and assets. Consideration of PR opportunities involving the local community. Consideration of public boards/posters with community benefit statements in work areas showing what will happen, why, and who’s behind it. Respond in a positive, valued way to comments and questions from the general public. Feedback to groups involved in engagement process: “You said, we did” basis. Sandie Scott, NHS Golden Jubilee On behalf of the Clydebank Town Board Communications Sub Group (Membership: West Dunbartonshire Council, West College Scotland, West Dunbartonshire Community and Volunteering Services, NHS Golden Jubilee)