Clydebank Neighbourhood Board Jan 30 2026 Papers
West Dunbartonshire Council · 30 January 2026
Back to Clydebank Pride in Place Board — 30 January 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 OFFICIAL Clydebank Neighbourhood Board Friday 30 January 2026 9.30am Clydebank Salvation Army Agenda: Lead 1. Welcome by Chair Liz Connolly 2. Apologies Brian McColgan 3. Previous minutes and actions All 4. Regeneration Plan Delivery a. Updated PIP prospectus issued 3 December – main change is for Boards to move towards a community-led model of delivery b. Project Delivery Subgroups 5. Marketing and communications Sandie Scott 6. Recruitment of project resource Alan Douglas/ Liz Connolly 7. Finance - update on financial report and use of capacity funding Liz Connolly/Selina/Colin 8. Any Other Business Update on MHLCG Visit Non-member attendance at Board Liz Connolly 9. Date and time of next Board meetings – Friday 27 Feb, Fri 27 March, Fri 1 May, Fri 29 May, Fri 26 June and Delivery subgroups
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1 Clydebank Neighbourhood Board Meeting 30 January 2026 Clydebank Salvation Army Item 3: Note of previous meeting Clydebank Neighbourhood Board 28 November 2025 9.30am Boardroom, Clydebank Housing Association Members Attending Liz Connolly Chair Fiona McInnes Chief Executive, Clydebank Co-op Society Selina Ross West Dunbartonshire CVS June Todd Community Activist Clare Steel WDC Elected Member Lawrence O’Neill WDC Elected Member Marie McNair Member of Scottish Parliament Douglas McAllister Member of Parliament Sandie Scott Golden Jubilee Hospital Louise Ewing Dunbartonshire Chamber of Commerce Gail MacFarlane Chief Officer, Roads & Neighbourhoods, WDC Alan Douglas Chief Officer Regulatory & Regeneration, WDC Andrew Forrester Clyde Shopping Centre Apologies Peter Hessett Chief Executive, WDC Laurence Slavin Chief Officer Resources, WDC Reverend Ishaku Ajibauka Clydebank Churches Together Jackie Maceira Shopmobility Rebecca Ross Member of Scottish Youth Parliament Brian McColgan Business Support Officer, WDC Anne Campbell Principal & Chief Executive, West College Scotland Other attendees Michelle Lynn Asset Manager, WDC Alan Karas Community Team Member, WDC Davina Lavery Regeneration Officer, WDC Magda Swider Regeneration Coordinator. WDC
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2 1. Welcome by Chair Action Liz Connolly (LC) welcomed everyone to the meeting. 2, Apologies Apologies were noted from Peter Hessett, Laurence Slavin, Reverend Ishaku Ajibauka, Jackie Maceira, Rebecca Ross, Brian McColgan 3. Previous Minutes and Actions The note of the previous meeting was agreed as accurate. Liz Connolly (LC) reminded all members to return completed Declarations of Interest to Alan Douglas (AD). Gail Macfarlane (GM) to progress refresh of costs study around public transport infrastructure LC and AD to progress project management resource role and recruitment – further discussion required to finalise the role LC to progress representation of Housing sector – LC to continue to engage with Lynette Lees of Clydebank Housing Association to identify potential representation It was agreed that a representation from housing Sector will be sought if any housing projects emerge in the future Consider uses for capacity building funding Progress engagement with Salvation Army All/AD (carried forward) GM (carried forward) Discussed under Agenda item Completed Board (carried forward) Completed 4 Regeneration Plan – Vision, Themes, Emerging projects Liz advised that the Regeneration Plan was submitted to the UK Government on Thursday evening and apologised for the tight timescales in plan preparation. Liz thanked Davina for her role in coordinating the preparation of the Plan Davina provided additional information on the Plan: 10-year vision is included in the Regeneration Plan, 4-year Investment Plan information has been submitted through the Government portal. The 10- year vision is the most important part of the submission and includes the priority projects identified by the Board: Three Queens Square improvements Meanwhile uses in the town centre, including heritage buildings
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3 Improved connections between the town centre and other key locations in Clydebank, including walking & cycling and heritage trails Employability support AD highlighted the Community Hub project marked as “orange” which means it is a priority project however more work is required to establish its viability and deliverability. LC noted that the project is only at the concept stage and further work is required to define the scope for this and other projects. DL noted that in comparison with many other towns, our plan is very detailed and well developed. Some other plans do not include any projects at this stage. Ministers have until end of March to agree the Plan however the Board can progress with the delivery in the meantime. This could involve development of the capital projects using Year 1 capital funding. DL noted that Delivery Groups will need to be established to lead on delivery of projects/workstreams, these could include a mix of Board members and non-members and could include members of the community. GMcF added that projects/ workstream leads do not need to be Board members, and that specialist expertise is required to deliver many of the projects. Each Delivery group would include at least one Board member. SS – the Plan is an excellent document and captures well the outcome of the consultations CS – the Plan reflects well the views of the Community. Claire asked when the conversation with Transport Scotland will start? Liz noted that this would be through the Delivery Groups, once they are established. LO’N noted that Board members should leverage their position and use any existing connections to help progress delivery. SR – consideration should be given to how delivery groups link with the Community Planning Partnership e.g. work of the DIG DL outlined additional governance requirements which will need to be fulfilled e.g. Fraud Risk Assessment, Plan Risk Assessment, and what arrangements will be put in place to ensure the requirements of the Subsidy Control Act will be followed. The Plan submission stated that these would be ready by the end of September 2026. LS to be involved in preparation. DL
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4 Conclusions Liz concluded that the overall delivery of the Plan will be coordinated and monitored by a Programme Manager (see point 7) Liz asked everyone to reflect on the Plan and identify where they believe they have knowledge/expertise/interest to support delivery of the projects and get involved in future Delivery Groups. She also noted that it is important to maintain the distinction between the Board and the Council. LO’N volunteered to be involved in any transport projects. Board 5 Marketing and communications Sandie Scott (SS) provided an update on the progress with the website, logo and communications plan. Logo is being developed, and the Communications Group provided their comments. It will be presented at the next Board meeting with a revised version of the communications plan. LC reminded members to provide their pen profiles and photographs, if no suitable photo available then the Chamber of Commerce could arrange a photographer. SS will prepare a draft press release to celebrate the completion of submission of the Regeneration Plan. It was noted that a spokesperson may be required and LC agreed she could be contacted if required. DMcA noted he would like an opportunity to comment too. It was agreed the Plan would be uploaded to the Council’s website for visibility while the dedicated Neighbourhood Website is being developed. SS Board SS DL 6 Recruitment of Project Resource LC and AD continue to work on the role profile with a view to ensuring it is robust. AD outlined complexities of the job grading within the public sector and noted that further consideration is required regarding the responsibilities of the job holder, to ensure that the desired grade can be achieved. One issue is staffing responsibility; this could be addressed by proving an additional resource to support the ongoing community engagement. LC noted that if the Council is unable to create a new post for a Project Resource, alternative solutions will have to be considered. She noted that ideally the Project resource would be recruited early in 2026. LC/AD 7 Finance – Update on Financial Report
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5 MS advised that there has been no change to the financial report. The Board is asked to consider how the Capacity Funding will be used. This could for example be used for community grants. DL, SR and AK will discuss and bring proposals to the future Board meeting. Board 8 Any Other Business DL outlined the plan for a visit from MHCLG is scheduled for 4th December and reminded that all Board members are invited to attend. DL & CS provided an update on a visit to Salvation Army which went very well. It was highlighted that while SA is a religious organisation, they support anyone within the community regardless of their faith, and their building located on Sylvania Way, is a very welcoming place. The Board was asked whether a Salvation Army representative should sit on the Board. Following a short discussion the proposal was approved, based on the assumption that SA will join in their capacity as a community (rather than religious) organisation. It was agreed that the next Board meeting would be in the Salvation Army building (and that future meetings could be in other community facilities, enhancing the visibility of the Board). DL advised that John Anderson (JA) from the WD Leisure Trust asked if he could be involved in the Board. DL also noted that JA offered to talk to the Board about governance. CS advised that she is the Chair of the WD Leisure Trust Board so the Trust is already represented. She will discuss further with JA how he could get involved. There may be scope for him to get involved in a Project Delivery Group and give a presentation to a future meeting of the Board outlining the WDLT activities undertaken within Clydebank and how they could link to the delivery of the Regeneration Plan. DL outline the plans for WD Heritage Month in May 2026 and asked the Board members to think how the Board/Clydebank could be involved. Funding could be provided to support events. DL, SR, AK/CS will consider when they meet to consider use of the capacity funding. 9 Dates of Next Meetings 30 January 2026 in Salvation Army building Agenda Item Action By Whom
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6 3 All members to return completed Declarations of Interest to Alan Douglas (AD). Progress refresh of costs study around public transport infrastructure Progress project management resource role and recruitment All/AD GM LC/AD 4 Board members to consider where they believe they have knowledge/expertise/interest to support delivery of the projects and get involved in future Delivery Groups. Progress development of Fraud Risk Assessment and other required documents Board DL 5 Provide pen profiles for the website and (ideally) photos Board 5 Progress the website SS 5 Prepare a press release SS 7 Consider uses for capacity building funding Board
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Clydebank Neighbourhood Board Meeting 30 January 2026 Clydebank Salvation Army Item 4b: Clydebank Regeneration Plan – Project Delivery Subgroups FOR INFORMATION ONLY FOR DECISION X Name of Committee Neighbourhood Board Date of report 30/01/2026 Name and email of lead contact Davina Lavery davina.lavery@west-dunbarton.gov.uk 1. Main Issues To advance the delivery of projects during the first 4-year investment period of the Pride in Place Programme (PIPP), it is suggested that the 6 delivery subgroups highlighted in the table below be established. The Board, however, may wish to combine the two which seek to improve connecting routes within the town centre and strengthen connections with other important land uses in the vicinity (i.e. B1 and B2). In addition to the projects listed in the table, the Regeneration Plan also suggests that the feasibility of remodeling the southern section of the shopping centre (i.e. project A5) be explored during the initial 4-year investment period. How to progress this also needs to be decided by the Board and discussed with potential partners. Project Aim Potential Group Members A1. Three Queens Square To enhance the square, making it a welcoming and active destination in the heart of the town centre. Consider opportunities for improved access, play provision, public art, performance space, and pop-up businesses and events. WDC Assets, WDC Greenspace, WDC Regeneration, WDC Arts & Heritage, Clyde Shopping Centre, Third Sector Organisations, Sustrans, Scottish Canals, A2. Explore and deliver ‘meanwhile' uses for vacant and underused buildings and spaces Identify and prioritise candidate spaces and buildings in the town centre which are underused or vacant and find WDC Regeneration, WDC Assets, Clydebank Co-op, Clyde Shopping Centre, Third Sector Organisations,
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Potential link with Project A3 below and Project E1- Investigate Enhancement and Better Use of Heritage Buildings and Assets appropriate meanwhile use(s) for them. Refit and refurbishment of spaces as required. A3. Community Hub and Accessible Public Welfare Facilities Create a central community hub within the town centre from which a range of activities can be offered, and facilities provided to support the local community, promote wellbeing, and encourage community cohesion. The potential use of an existing building should be explored. Consider opportunities for co-location of support activities, an accessible changing place/ toilet/shower, and a quiet room. WDC Working4U, WDC Communities, WDCVS, West College Scotland, Skills Development Scotland, DWP, Clydebank Co-op, Salvation Army, Third Sector Organisations, NHS Greater Glasgow and Clyde, HSCP, Bl. Improve connections between Clydebank town centre and other land uses in the vicinity Links with Project B2 below To enhance and strengthen links between the town centre and other key locations including the Renfrew Bridge, Queen's Quay, Golden Jubilee Hospital, Town Hall and Library, and Clydebank’s residential neighbourhoods. Consider opportunities to create well defined, attractive, safe, and welcoming routes by improving lighting (including feature lighting at key railway viaducts), better signage, public art, etc. Having a clear branding for Clydebank will be an important element of this project. WDC Roads, WDC Regeneration B2. Develop a series of new walking and cycling trails Links with Project B1 above Create active travel trails linking important locations within Clydebank which provide clear health, wellbeing and heritage opportunities. E.g. a Heritage Trail, an Active Trail (i.e. 5k route), a Safe / Dog Walking Trail. Improvements may WDC Roads, WDLT, WDC Arts & Heritage, Third Sector Organisations,
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include upgrading surface finishes, seating provision, wayfinding/interpretive signage, lighting, etc. Cl. Offer employability, skills, training & wellbeing activities, and support within the Town Centre Explore partnership opportunities to improve awareness of and access to local support which helps young people, long-term unemployed, and families affected by disadvantage move closer to and into sustained employment; tailor skills provision to local opportunities and skills gaps; support community-based learning and development; support to reduce levels of child poverty and prevent the negative impacts of child poverty on children and families; support to improve health and wellbeing e.g. addiction support, healthy eating initiatives, etc; and improve community cohesion. West College Scotland, WDC Working4U, WDC Communities, WDC Assets WDC Business Support, WDCVS, Skills Development Scotland, DWP, Salvation Army, Third Sector Organisations, NHS Greater Glasgow and Clyde, HSCP, Local businesses and employers 2. Outline of any issues/risks and how these are being managed The funding for the delivery of the Regeneration Plan will be released from April 2026. It is important to prepare for this and ensure that project delivery can proceed, and funding be spent as agreed, otherwise there is a risk that the Board will not deliver the objectives of the plan and the Pride in Place Programme. 3. Outline of the main outputs expected before next meeting The Board are asked to consider the points below and determine the membership, format and remit of project delivery groups. 1. Are the suggested project delivery subgroups acceptable? Should any be combined? 2. Who will be represented on each group, and who will be project lead? An indication of potential group members is listed in the table, but there could be others, or some might not be required. Potential third sector and community representation should be considered.
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Names need to be identified. Ideally group representation and project leads should be agreed by mid-March. 3. First meetings of the delivery subgroups to be arranged for end March/early April. 4. Who will organise the project delivery subgroup meetings, prepare agenda, take minutes, etc. 5. The remit for each project delivery group needs to be defined. A project template can help guide the group towards delivery of the project. An example has is provided for project A1 Three Queens Square. Is this template suitable? 6. As a starting point, each project delivery subgroup will need to clearly define the scope of the project and how it meets PIPP objectives. This information should be input to the project template by the project delivery group and the template shared with the Board for approval. 7. How and when will the feasibility work for the remodeling of the southern section of the shopping centre (project A5) be advanced? 4. What are the requirements to achieve the outcomes of this report? Consider the suggestions for the project delivery groups and the points in section 3 above prior to the Board meeting to enable discussion and agreement at the meeting. If agreement is not reached at the meeting, the Board will need to engage outside Board meetings to achieve this report's outcomes. 5. Recommendations It is recommended that the Board agree with the establishment of project delivery groups and have them up and running to coincide with the start of the project delivery period in April 2026. The Board is also asked to decide on the format for the project template.
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1 Clydebank Neighbourhood Board Project Template: Three Queens Square Executive Summary Give a brief overview of the project, its purpose, key objectives, and the expected outcomes or benefits. The Clydebank Regeneration Plan outlines a strategic vision for Clydebank for the 10-year period from 2026, to be delivered through the UK Government’s Pride in Place Programme (PIPP). One of the priority projects identified for delivery during the first 4 years of the programme is to improve and activate Three Queens Square. The Square, which lies in the heart of the town centre is currently underutilised. The purpose of the project is to transform it into a vibrant destination which integrates better with its surroundings including the canal, the shopping centre and the active travel links which led to it (including the National Cycle Network). The key objectives are to: - Make Clydebank town centre more attractive and welcoming Activate the square and enhance the contribution it makes to the appeal of the town centre Create a space for people to meet, play, linger, socialise, and host and attend events The project fits with all the Pride in Place Objectives - Thriving Places, Stronger Communities, Taking Back Control and falls within the pre-approved intervention themes of Regeneration, high streets and heritage; and Cohesion. It is intended that the enhancements delivered through the project will make Three Queens Square an important and lively destination within the town centre for all to enjoy and be proud of. Opportunities for greening, improved accessibility, play space provision, performance space, public art, and facilities for pop-ups and events will boost people’s health and wellbeing. Key outcomes and benefits: A vibrant town square valued and well used by residents and visitors. Higher town centre footfall; longer dwell times; leveraged investment; and increased town centre spending. Project Scope Define the boundaries of the project, including what is included and excluded, and outline the main deliverables and key activities. Objectives and Goals List the key objectives and goals of the project, focusing on what the project aims to achieve
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2 Project Outputs, Outcomes and Impacts Output Outcome Impact List the expected outputs, outcomes, and impacts of the project. Output is the direct product of the project (e.g. creating a new play area); Outcome is the short-to-medium term change or effect on users/beneficiaries (e.g. better town centre offering); and Impact is the long-term, broader, lasting consequence (e.g. a vibrant and attractive town centre). Project Timeline / Milestones Project Stage Key Milestones Estimated Completion Stage 1 Stage 2 Stage 3
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3 Stage 4 Stage 5 Stage 6 Roles and Responsibilities Role Name & Organisation Responsibilities Project Lead Expected Spend Profile Capital Allocation £2,230,000 Year 1 Year 2 Year 4 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 £130,000 £800,000 £800,000 £500,000 - - - - - - Revenue Allocation £300,000 Year 1 Year 2 Year 4 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 - - - - £50,000 £50,000 £50,000 £50,000 £50,000 £50,000
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4 Cost Baseline Requirement Allocated Funding Total Estimated Cost Cost Control Plan Describe how the group will monitor, track, and control project costs to ensure the project stays within budget, including any thresholds for variance and approval processes for changes. Communication and Engagement Outline communication and engagement requirements for the project Risk Management Plan Risk Management Plan to be prepared which includes required mitigation measures Project Evaluation Describe how the team will evaluate the project’s success, including the criteria and specific metrics used to measure performance and outcomes. Project Plan Approval Prepared By Signature Date Reviewed By Signature Date Approved By Signature Date
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Pride in Place Programme 1 Clydebank Neighbourhood Board Meeting 30 January 2026 Clydebank Salvation Army Item 7: Pride in Place – financial update FOR INFORMATION ONLY FOR DECISION X Name of Committee Neighbourhood Board Date of report 30/01/2026 Name and email of lead contact Magda Swider Magda.Swider@west-dunbarton.gov.uk 1. Main Issues £250,000 capacity funding was received to cover the 2023/24 and 2024/25 financial years. There was no spend in 2023/24. An additional £200,000 capacity funding was received for FY 2025/26, with another £150,000 expected in FY 2026/2027. The current breakdown of spending is shown below: FY 2024/25 Community grants funding £10,000 Consultancy fees for development of the Long- Term Plan and Community Engagement £86,939 Board meeting £130 Board meeting £170 Board meeting £130 Board meeting £170 ICT costs (Adobe license) £185 Contribution to WDC staff costs £60,000 FY 2025/26 Community grants funding & CVS fees £12,400 Board Workshop £3,216 Regeneration Plan preparation (KMA) £29,373 Total spend till end of January 2026 £202,712 The remaining amount of the current funding of £450,000 to be spent is £247,288.
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Pride in Place Programme 2 An allocation of £5,000 towards the updating of the Transport Interchange feasibility study was agreed at the Board meeting on 3 September. The actual costs will be reported when available. An allocation will be required to cover: additional resources to administer the funding i.e. Board secretariat (including legal, procurement and other support) approx. £30k; Programme Manager, amount tbc following job evaluation and recruitment process Website and other communication, marketing aspects Community and stakeholder engagement including running events and activities plus associated staff costs Community capacity building work Delivery funding Delivery funding will be released in FY 26/27; The table below shows the schedule of payments outlined in the government guidance. 2. Outline of any issues/risks and how these are being managed Timescales for release of delivery funding- Delivery funding will be released FY 26/27, with £360k of capital funding available in FY 26/27. The Board requires to prioritise how available funding will be spent. This will tie in with the delivery of the priority projects and the steps towards delivery to be considered by the project delivery groups. 3. Outline of the main outputs expected before next meeting An indication of how the available capacity funding will be spent. 4. What are the requirements to achieve the outcomes of this report?
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Pride in Place Programme 3 Engage in the delivery process outside the Board meetings (e.g. through the project delivery groups) to identify how delivery funding will be used and capacity funding allocated. 5. Recommendations It is recommended that the Board notes the financial information and considers how the FY 25/26 and 26/27 funding should be allocated.
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Clydebank Neighbourhood Board Meeting 30 January 2026 Clydebank Salvation Army Item 7: Potential Use of Capacity Funding FOR INFORMATION ONLY FOR DECISION X Name of Committee Neighbourhood Board Date of report 30/01/2026 Name and email of lead contact Davina Lavery davina.lavery@west-dunbarton.gov.uk 1. Main Issues This paper considers potential uses for available capacity funding based on comments received during the 2025 community engagement. As indicated in the Financial Update (item 4), £247,288 remains from the £450,000 already allocated. Another £150,000 will be allocated in 2026/27. The capacity funding will be used to cover: additional resources to administer the funding i.e. Board secretariat (including legal, procurement and other support); Programme Manager; etc. Website and other communication, marketing aspects including banners, publicity material etc. Ongoing community and stakeholder engagement including running events and activities plus associated staff costs Community capacity building work The Board need to consider how much of the available funding should be allocated to each of the activities. The table in Appendix A examines primarily how it could be used to support elements of the last 2 activities and takes into consideration what the community have told us they want to see happen in Clydebank.
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2. Outline of any issues/risks and how these are being managed 4 months have passed since the main community engagement activity to inform the Regeneration Plan was undertaken, and it has been 2 months since the Regeneration Plan was submitted to the UK Government. If further community involvement is not pursued timeously, there is a danger that community momentum will be lost, and they will be less willing to engage in future activity. Individuals who provided emails have been updated on the submission of the Regeneration Plan, but the wider community may not be aware if they did not see the publicity on the submission of the plan. As the delivery period for the Regeneration Plan commences, it is vital for the Board to prioritise how the available revenue capacity funding will be spent and ensure the community is actively involved in the process. 3. Outline of the main outputs expected before next meeting The Board are asked to decide how the available capacity funding will be spent and agree: 1. Which of the initiatives/events/actions in the table below (Appendix A) they would like to take forward, and to suggest others that might be missing to address community desires. 2. Who is best suited to take them forward and what mechanism should be used to allocate funding? Some suggestions have been made. 3. How much capacity funding they want to allocate to these initiatives/events/actions and how much to the other activities for which capacity funding will be used? 4. What are the requirements to achieve the outcomes of this report? Consider the suggestions provided in Appendix A before the Board meeting to enable discussion and agreement. If agreement is not reached at the meeting, the Board will require to engage outside Board meetings to determine the allocation of the capacity funding as soon as possible. 5. Recommendations
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It is recommended that the Board consider the potential use of the capacity funding, agree how much is to be allocated to each of the required activities, and determine what actions, initiatives and events listed in the table in Appendix A are taken forward and how they will be delivered. Appendix A Suggestions for ongoing community and stakeholder engagement and community capacity building: What? How? Who? Make the local environment look more attractive Community Clean-Up Days –these also encourage local participation, foster a sense of pride, and build stronger community bonds. Could include litter picking, weeding and cleaning paths, clearing overgrown vegetation along the canal and other routes. Linked to this could be a campaign ‘Keep Clydebank Clean’ or as suggested by the schools a campaign on vaping and the litter it causes. Planting Initiatives – tree and bulb planting offers a way to make places more attractive as well as improving biodiversity etc. Could inspire people to take ownership of their surroundings & be a way for both children and adults to learn about sustainability in a hands-on environment. Community art project - bring people together to design and create public art e.g., mural, mosaic, etc. Community Clean-Up Days - There are local groups who would want to get involved so a grant-based scheme is suggested for clean-up initiatives. In response to the consultation, Linnvale Community Group said they would like to get involved - they litter pick and empty bins along the canal path. Would like to do more but do not have the support. Contact Lisa Hay. Young people have asked for volunteering opportunities so there might be the opportunity to get schools involved. Also, the Girl Guides. Clydebank West District Commissioner - katie- -young@outlook.com - responded to the consultation saying they would like to get involved in future projects. Potential to get involved in these and others mentioned below. Local resident Danny Owens responded to consultation and said he would be interested in community-led initiatives. He could perhaps
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get involved in these projects and others. Other organisations such as Scottish Canals might be able to assist as they could potentially benefit for clean ups. Planting Initiatives - Ruth Trainor - Climate Hub Lead officer - could support and promote this element and work with groups to develop projects/applications for a small grant scheme. Community Arts Project - Impact Arts has taken forward work in West Dunbartonshire previously and might be a good lead for this, or WDC Arts Development. A call could be made for people from the local community wanting to get involved. Make better use of and enhance existing green spaces Main places mentioned include park next to Golden Jubilee Hospital; undeveloped land at Queens Quay for temporary uses, Whitecrook Park, and green space at Dalmuir Square. As above but also provide seating to encourage outdoor meeting; play facilities; green gyms; growing spaces. WDC Greenspace have supported ventures like this in the past, involving the community in the design and delivery. Whitecrook Community Group would probably be keen to get involved in improvements to Whitecrook Park and Dalmuir Park Housing Association in improving Dalmuir Square. Develop a better community spirit in Clydebank Have a regular programme of events within Clydebank such as: Community festivals or gala day to bring the community together. Could include outdoor games, sports, and other activities. Clydebank Fun Run or Walkathon to engage the community in a healthy activity and bring people together. Could raise money for a good cause. Potential Community festivals or gala day - these have proved popular in the past, especially in Whitecrook, Dalmuir and Parkhall. Local groups, including community councils, may be willing to organise. Clydebank Fun Run or Walkathon – seem to be existing running events. Could discuss with WDLT. A walkathon may encourage wider participation. WDCVS’s Walking Friendly WD
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involvement of Clydebank FC as people have expressed a desire for more local people to get behind the club. Opportunity to run with players? Music or Comedy Festival (Fringe on the Clyde to coincide with Edinburgh Festival?) Could provide a platform for local artists to perform – plus try to get local known headliners e.g. Wet, Wet, Wet; Kevin Bridges. Coordinator could potentially help with this, and link in with any local walking groups in the area. Music or Comedy Festival - need to consider who could take this forward if it was something which was favoured by the Board. Make use of local history to build a sense of shared identity and celebrate the importance of the town Have events related to Clydebank’s history and tie these in with the planned West Dunbartonshire Heritage Festival taking place in May 2026. Could include: Tourist-in-Your-Own-Town Event - encourages residents to explore their town as if they were visitors. Have tours and visits of important buildings/landmarks to allow people to connect with and appreciate the heritage of Clydebank. Treasure Hunt - ideal for families and children, to explore the local area and its heritage. Participants could work in teams to solve clues and find hidden objects relating to the towns' history. Historic Photo Exhibition and talks– the historic images of Clydebank on display during the shopping centre community engagement were a big draw. Having an exhibition and talking about the history of Clydebank could be WDC Local History & Archives team could potentially offer support to develop some of these together with Clydesider’s Heritage Lead; local history groups such as Clydebank Local History Society; and Kenny Brophy who was involved with the Faifley Stones project. Local resident William Campbell responded to the consultation and advised that would be interested in getting involved promoting local culture, heritage, and tourist attractions. He is a history student at the University of Strathclyde.
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investigated. People could bring in their own photos, reminisce and tell the younger generation about the local history. Screening films or other footage of historic Clydebank would bring people together, boost pride and be a learning opportunity for younger people and newcomers to the area. Showcase what local community groups and organisations are doing in the area and how their activities could link in with delivery of the Regeneration Plan Not everyone knows what local groups exist, what they do and how they could benefit from them. Raise awareness of local groups through better advertisement, having an event to showcase their work etc. and consider community transport to encourage access and involvement. Specifically mentioned during the consultation was making use of existing social media such as ‘Call Yourself a Bankie’ to highlight the good things happening in the area, what events are taking place, and what is planned through the Pride in Place programme. Perhaps WDC Communities and WDCVS could assist? Encourage intergenerational contact to build stronger community bonds, encourage learning, boost wellbeing etc. Develop Intergenerational projects involving school pupils/youth groups/elderly/care home residents. A sporting memories group to support people with dementia was mentioned during the engagement. Girl Guides, Schools, Care Homes, Youth Groups Danny Owens (see above) Create a space for young people In the consultation young people mentioned there is nowhere in the town for them to go, hang out, do homework, and engage with Provide a space for young people to use. It could be a space within an existing town centre building or a bus which goes to various parts of the town and engages with Y sort it? Others?
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each other and limited free activities on offer. the youth. Refer Elgin Active youth engagement ‘AYE Bus’ Things which young people have said they would like to see the space used for includes learning practical skills e.g. cooking, bike maintenance, budgeting, preparing for employment; for studying (the library is only open late one night per week); gaming and other fun things to do together. Celebrate and explore the diverse cultures of the local community This could happen through showcasing the activities of the different community groups in the area but also through events and cookery classes etc. Could have a Clydebank Mela celebrating the towns' diversity with music, dance, food, crafts, etc. Isaro and WD Minority Ethnic Association have run multi- cultural evenings in the past, so contact could be made with them and other groups including African Connect, the mosque on Dumbarton Road, etc. Raise awareness of the Neighbourhood Board and how the community can get more involved in delivery of the Regeneration Plan Having the Board website will help with this but other things are: Making more use of social media (linking in with existing well used FB sites) Regular stories/updates in local press Use local radio (e.g., Lomond Radio) to interview Board members, update on what Board is doing, and how people can get involved. Town Centre walkabouts A dedicated Engagement Officer to assist the Board with such activities. (People advised they would welcome regular face to face contact) A town centre base for the Board where drop-in sessions, meet Board events etc. and other things to encourage collaboration could take place. Potentially an engagement officer could Board Marketing and Communications subgroup, WDC Communities
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be based there, part of the week.