Interview with Director Cory Jones
As Cory Jones prepares to step down from his role as a director of GALE at the end of this year, we take a moment to reflect on his impactful tenure and the significant strides the organisation has made under his leadership. Cory has been instrumental in guiding GALE through challenging times, including the aftermath of Covid and the ongoing cost-of-living crisis. His commitment to community-led development has not only enhanced GALE’s growth – culminating in the successful acquisition of the Shieling building – but has also fostered a culture of fair pay and recognition for staff and volunteers alike. In this interview, Cory shares his proudest achievements, memorable experiences, and hopes for GALE’s future, providing valuable insights into the journey of an organisation dedicated to serving its community. Join us as we delve into the reflections of a leader who has passionately volunteered his time and skills to make a lasting difference.
Cory, reflecting on your time as Chair, what are some of the accomplishments of which you are most proud?
During my time as Chair, I’m proud of how much we’ve achieved. We redeveloped the website, making it more accessible (some might say there’s almost too much information on there now!). We also refreshed our strategic plan and began implementing it across the organisation.
A major milestone was securing funding from the Scottish Land Fund and completing the purchase of the Shieling building. While it’s still early days for that project, we’ve begun engaging the community to shape its future. It’s a long-term vision, but the foundations are now in place.
I’m also especially proud that GALE became a Real Living Wage employer during my tenure. GALE had previously been seen as one of the area’s lower-paying employers, but the Board made a conscious and strategic decision to change that – even during years of high inflation. Ensuring fair pay for staff was a clear priority.
What inspired you to get involved with GALE, and how has your vision for the organisation evolved during your tenure?
My involvement began during the aftermath of Covid – a time that was quickly followed by the cost-of-living crisis and sustained high inflation. It was a very tough climate for small, community-focused organisations like GALE.
While there’s still more I would have liked to see achieved, I’m encouraged by the progress we’ve made – such as the recent creation of a dedicated Housing Officer for GALE’s area of benefit. That role will help tackle some of the most pressing local challenges and is a step forward in GALE’s long-term community support vision.
Can you share a memorable moment or story from your time as Chair that highlights the impact GALE has had on the community?
The befriending work and the building of new community links really stood out for me.
Another highlight was seeing GALE receive national recognition through awards. Those moments serve as public acknowledgment of the incredible work being done by staff and volunteers – it’s their dedication that makes a real difference, and the awards are really for them.
How do you feel the organisation has changed since you first took on the role, and what positive trends have you observed in terms of turnover and community engagement?
GALE has matured significantly in how it plans and delivers services. We’ve seen improvements in governance, communication, and visibility within the community.
Despite financial challenges, turnover has remained relatively stable, and we’ve seen steady engagement with the local community, especially in terms of outreach, consultation, and service uptake. GALE continues to evolve to meet local needs in a changing environment.
As you prepare to leave GALE at the end of the year, what advice would you give to your successor and the board to continue building on the successes you’ve achieved?
I’m not sure I can offer much advice – my successor is an incredibly capable individual with a deep understanding of GALE and its mission. Even in a short time on the Board, they’ve already made a material difference.
That said, I’d encourage the Board to continue being bold, to listen to the GALE community, and to ensure staff feel valued and supported – those are the ingredients of a strong and resilient organisation.
What are your hopes for the future of GALE after your departure, and how do you envision the organisation continuing to serve the community?
Like many organisations, GALE is operating in a tough financial landscape – rising inflation, energy costs, reduced visitor spend, and wider national pressures all have an impact.
My hope is that GALE continues to adapt, to secure sustainable income, and to remain rooted in the needs of the local community. It must remain both resilient and responsive, without losing sight of its values.
Lastly, on a personal note, how has your experience volunteering your time and skills with GALE shaped you, and what will you take away from this journey?
In today’s world, putting yourself forward for a public-facing volunteer role takes courage. GALE’s Board members all give their time freely, and I’m grateful to them – and to all the staff and volunteers – for their support during my time as Chair.
These governance roles may seem dry or technical, but they are essential. They set the direction, ensure accountability, and help the organisation stay true to its purpose.
I’ve learned a great deal, and I leave with a renewed appreciation of the importance of community-led development – and of the people who quietly step forward to help make it happen.