Charity aims to build resilience and widen access
Live Borders has unveiled a five-year Corporate Strategy 2026–31 designed to steady the charity’s foundations and improve services across the Scottish Borders. The plan, shaped by community and staff feedback, sets out how the organisation intends to become a stronger, more sustainable provider of culture, sport, heritage and learning.
Operating in more than 60 venues across the region, the charity says the strategy commits to investing in people and facilities, tightening governance and widening participation. That includes tackling barriers rooted in geography, cost and social isolation, while improving consistency of service so that communities from Hawick to Eyemouth experience the same standard of provision.
Leadership points to progress after a reset
Board chair Bill Douglas described the plan as a milestone following a year of internal reform and closer working with the local authority.
“The launch of this strategy marks an important milestone for Live Borders. It is the culmination of a huge amount of work that has taken place over the past year.”
He highlighted steps already taken: a refreshed board, the appointment of a new chief executive, strengthened relationships with Scottish Borders Council, and a transformation programme that has delivered savings while unlocking external funding and investment for services.
“Given the place from where the organisation started this journey in early 2025, this is a striking achievement… This partnership is key to delivering this strategy.”
Chief executive Catriona McAllister said the document reflects what communities and partners want from the charity and provides a clear direction in light of ongoing challenges.
“This strategy reflects what we have heard from our communities, staff, partners and stakeholders about the role they want Live Borders to play in the future… and gives us a clear direction for the years ahead.”
What the strategy covers
The charity’s remit spans health and wellbeing, culture, heritage, sport and lifelong learning. The new plan signals a focus on:
- Strengthening foundations — embedding refreshed governance and financial discipline, alongside new leadership structures.
- Investing in staff and services — supporting the workforce and improving customer experience across libraries, leisure facilities, museums and community venues.
- Maximising community impact — targeting barriers that limit access, including distance, affordability and isolation, to reach more people consistently across the Borders.
Officials stress that the strategy has been informed by feedback from residents, staff and stakeholders, and that partnership working with the council and other bodies will be central to delivery.
Local implications for users and communities
For residents, the move signals intent to provide a more even experience across towns and rural communities, and to make it easier to participate in programmes from fitness to reading, heritage and learning. The emphasis on overcoming geographical constraints is significant for a region with dispersed settlements and long travel times to larger hubs. The pledge to consider cost barriers acknowledges the reality of tight household budgets and the need to keep cultural and leisure opportunities within reach.
Live Borders’ venues and services frequently act as community anchors — libraries as warm, inclusive spaces; leisure centres supporting health; museums safeguarding local heritage. A clearer framework for investment and quality should help sustain those roles while the organisation works to remain financially robust amid broader pressures on public and third-sector funding.
Partnership at the core
The charity has underscored the importance of joint working with Scottish Borders Council. That relationship underpins several of the services delivered on behalf of the public and will be pivotal to implementing changes, coordinating funding bids and ensuring that improvements reach every corner of the region.
While detailed project timelines and site-specific upgrades have not been disclosed at this stage, the direction of travel is explicit: consolidate the organisation, support the workforce, and remove barriers that stop people engaging with culture, sport and learning locally. As the strategy period from 2026 to 2031 begins, residents should expect ongoing communication about programme development and access.
At a glance
| Period | Scope | Venues | Focus areas |
|---|---|---|---|
| 2026–31 | Scottish Borders | 60+ | Health & wellbeing; Culture & heritage; Sport; Lifelong learning |
Live Borders says the strategy is a “defining point” in its development, intended to deliver more consistent services and measurable community impact, with governance and financial measures already under way to support that ambition.
