Item 5 Summary communications plan January 2026
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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1 Clydebank Neighbourhood Board Communications and Engagement Plan January 2026 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 Clydebank Neighbourhood 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. To purpose is to deliver clear, compelling and inclusive communications that: Build public confidence in the regeneration programme Strengthen pride in Clydebank’s identity and heritage Demonstrate transparency, accountability and progress Encourage community ownership and participation in shaping Clydebank’s future Support behaviour change around use of the town centre, active travel, business engagement, and local services 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 Pride in Place is a UK Government programme designed to support long‑term regeneration in communities that have experienced economic decline, underinvestment and generational disadvantage. Over the next decade, the programme will provide up to £5 billion to nearly 250 neighbourhoods across Great Britain, enabling local people to take greater control of decisions that shape their towns and futures. Each participating neighbourhood receives up to £20 million over 10 years, directed toward projects that have been identified, designed and led by local residents, in partnership with local authorities and anchor institutions. The programme is built on three core objectives:
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2 1. Thriving Places Creating attractive, vibrant, safe and sustainable town centres and neighbourhoods through investment in public spaces, connectivity, heritage assets, and local economic development. 2. Stronger Communities Increasing pride in place by strengthening social infrastructure, supporting local organisations, creating opportunities for community leadership, and improving access to local services and amenities. 3. Taking Back Control Empowering residents to influence, shape and participate in local decision‑making through new governance arrangements, including community‑led Neighbourhood Boards. Clydebank has been selected as one of the areas receiving long‑term investment due to a combination of significant socio-economic challenges, a declining population, high levels of deprivation, and long‑standing issues around connectivity, employment and town centre vitality. At the same time, Clydebank has exceptional strengths: a strong industrial heritage, a proud and resilient community identity, major regional assets such as the Golden Jubilee National Hospital and West College Scotland, and transformative recent developments like Queen’s Quay and the River Clyde Crossing. Pride in Place provides a significant foundation for Clydebank’s long-term regeneration, but the scale and ambition of the programme may require a broader funding landscape. The £20 million allocation is intended to act as a catalyst— unlocking wider investment, encouraging partnership funding, and creating the conditions for long-term economic, social and environmental value. Our communications approach will support this by clearly articulating how Pride in Place funding is helping to unlock, accelerate and de-risk wider investment across the town. The Clydebank Neighbourhood Board, made up of local residents, businesses, community organisations, elected members and key partners, has been established to steer the programme. The Board’s role is to co‑produce the Regeneration Plan, oversee delivery, ensure transparency and accountability, and advocate for the priorities identified by Clydebank’s communities.
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3 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 Neighbourhood 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. The Regeneration Plan for Clydebank reflects extensive local engagement dating back nearly a decade — from the 2015 Town Centre Charrette to Clydebank Can (2018), the Town Centre Development Framework (2021), and the 2024–25 community‑led Long‑Term Plan and Plan for Neighbourhoods. This consistent community voice has shaped the vision and the five key themes around which the interventions are structured: A: Attractive & Welcoming Town Centre B: Improving Connections & Active Travel C: Skills, Training & Employment Opportunities D: A Thriving Local Business Environment E: Culture, Creativity & Heritage The early investment period focuses on projects that deliver visible change quickly, build momentum, and strengthen public confidence — including the revitalisation of Three Queen’s Square, activation of vacant buildings, development of walking and cycling trails, improved connections to key destinations, and enhanced access to employability and wellbeing services. Pride in Place represents a once‑in‑a‑generation opportunity to reshape Clydebank into a town that is vibrant, connected, prosperous and confident — a place where people want to live, work, study, visit and invest. Communications plays a critical role in supporting this transformation by ensuring transparency, strengthening trust, and building pride and participation across the community. Therefore, the overarching narrative is that: Clydebank’s regeneration is community-led, proudly rooted in our heritage, and focused on building a vibrant, connected and confident town centre where people can live, work, study and enjoy life. 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.
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4 Key messages Key messages Strategic objectives Thriving Places Clydebank’s town centre will become more welcoming, greener and better connected. High-quality public spaces like Three Queen’s Square will create places to meet, play and enjoy. Stronger communities Local voices are shaping every stage of Clydebank’s transformation. We are investing in spaces and services that improve wellbeing, safety, and community life. Taking back control Residents have more influence than ever over Clydebank’s future. Decisions and investment are driven by local priorities. Action plan objectives Skills, training and jobs Local people will have better access to support, training and opportunities in the heart of the town centre. Employability services will be visible, accessible and tailored to the needs of Clydebank’s communities. Business growth A revitalised town centre, increased footfall, and improved connections make Clydebank an attractive place for businesses of all sizes. Culture and heritage Clydebank’s rich industrial heritage is central to its future identity. Historic buildings and the canal will be celebrated and brought back into meaningful use.
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5 Communications objectives, measurement and evaluation No. Objective 1 Increase awareness and understanding about the vision, regeneration themes, interventions and benefits. 2 Build trust and demonstrate transparency – clearly explain decision making and progress, demonstrate that community voices have shaped the plan and show public funds are being used responsibly. 3 Strengthen community pride and ownership – help promote Clydebank’s heritage and cultural identity, encourage involvement in events etc and empower local ambassadors, groups and residents. 4 Drive engagement and participation – provide opportunities for feedback or involvement visible and accessible, reach all communities, including seldom-heard voices, and promote capacity-building and volunteering opportunities 5 Support behaviour change – using initiatives as a platform to help to encourage greater use of Clydebank town centre spaces, promote increased walking/cycling along new routes, uptake of employability, skills and training services and business involvement in town centre renewal Measurement and evaluation The Communications subgroup will monitor activity and report on this as part of a regular reporting cycle to the Board. They will also highlight the outcomes and impact of the programme through information provided to the Neighbourhood Board. Monitoring & evaluation will include: Public sentiment tracking Key messages Connectivity Better walking, cycling and transport routes will make Clydebank easier and safer to get around. New trails and upgraded routes will attract visitors and support healthier lifestyles. Programme integrity Investment is transparent, responsible and focused on long-term benefit—not short-term fixes.
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6 Partner website and social metrics Footfall and event attendance Business engagement Media coverage 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 and Volunteering Service Third Sector organisations NHS Golden Jubilee Elected representatives Transport providers Commuters Local online forums Communication approach Community led participatory communications regular co-designed workshops; youth focused engagement; pop up information stands/events; “you said, we did” reporting at key stages. Branding and identity Community led brand of Revitalising Clydebank – a community vision for the future. Consistent tone: warm, transparent, empowering, community focused. Use heritage as a visual anchor – logo created by a local community group reflects this. Multi-channel content strategy Digital
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7 Digital presence through a dedicated website - 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. Social media - We will share updates through local community 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. Email newsletters – regular updates from the Neighbourhood Board. Offline channels Information package to be made available within the following locations: Clydebank Library and Town Hall; NHS Golden Jubilee; West College Scotland; West Dunbartonshire Council; West Dunbartonshire Community Volunteer Services; Clydebank Shopping Centre; Other community hubs. Place based communications such as: On-site signage during works including branding Art and creative installations showcasing project milestones Branding for walking/cycling trails Local newspaper articles, interviews and features. Other considerations 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.
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8 Many interventions could align with existing regional and national grant programmes. Where appropriate, and based on eligibility, we may pursue joint funding on an individual project basis. Where projects draw on multiple funding streams, we will implement consistent and transparent branding that: Clearly acknowledges Pride in Place as a catalyst; Highlights contributions from partner funders; Demonstrates the combined value of co-investment; and Reinforces the narrative of regeneration through collaboration. A Communications action plan with timescales will be developed alongside the overall project plan. An example project communications action plan (not factually accurate) is attached within appendix 1. The expectation is that all projects will have a dedicated plan in line with the key messages stated within this overarching plan. Conclusion This Communications and Engagement Plan sets out a clear, coordinated and community‑led approach to supporting the delivery of Clydebank’s Pride in Place Regeneration Plan. Through transparent messaging, meaningful engagement and strong storytelling, we will ensure that local people, partners and businesses understand the vision for Clydebank and see the tangible progress being made. The plan places communities at the heart of the programme, reflecting the Pride in Place principles of Thriving Places, Stronger Communities and Taking Back Control. By amplifying local voices, promoting visible change and building a sense of shared ownership, communications will strengthen public confidence and sustain momentum throughout the 10‑year investment period. Importantly, our approach also positions Clydebank as an ambitious, collaborative and investable town. By showcasing progress, celebrating partnership working and clearly articulating the impact of Pride in Place, communications will play a vital role in supporting potential joint investment opportunities and external funding across individual projects. Through consistent, accessible and engaging communication, we will help build a more vibrant, connected and resilient Clydebank—ensuring that the regeneration programme delivers not only physical improvements, but long‑lasting pride and opportunity for future generations. Author: 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)
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9 Appendix 1 – Sample project communications plan A1. Improve & Activate Three Queen’s Square Purpose: Build visibility and excitement for the town centre transformation; involve the community in co-design and early activation. Key Messages Three Queen’s Square will become the heart of Clydebank—an active, green, welcoming and accessible space. Local voices are shaping the new square, from design to events. Target Audiences Residents, families, young people, businesses, community groups, accessibility groups. Actions and timeline Phase 1 – Announcement & Awareness (Months 1–3) Public announcement campaign (press release, social posts, website explainer). Visual materials (before/after graphics, design concepts). On-site “Coming Soon” information boards. Phase 2 – Community Co-Design (Months 2–6) Co-design workshops (including youth/accessible sessions). Pop-up stalls in Clyde Shopping Centre. “Vote on design elements” digital polls. Phase 3 – Delivery Comms (Months 6–24) Construction updates (scheduled milestones, safety notices). Drone + time-lapse visuals for social media. Monthly “Inside the Build” features. Phase 4 – Launch & Activation (Months 18–24) Community opening event with local performers/traders. Activation calendar (markets, small festivals, art installations).
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10 Partner takeover days (hospital, college, community groups).