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Kirsty Gilchrist

Kirsty Gilchrist

Kirsty believes in making bold ideas a reality and tackling serious social issues with innovative and collaborative methods.

At Inspiring Scotland, she leads on applying our strategic aims to new projects and ensuring our existing programmes, charities and networks are sustainable and supported by exploring and developing new approaches to existing problems.

With a background in branding, strategic marketing and crowdfunding, Kirsty has worked with numerous businesses and social enterprises to help hone their strategic direction and develop their brand.

kirsty@inspiringscotland.org.uk 

Playing outside helps children to have a stake in their communities
29.11.2019

Playing outside helps children to have a stake in their communities

By Jill Fraser, Community Play Performance Advisor Community is an old and deeply human idea. It is about sharing; people sharing experiences, sharing places and sharing hopes. We gain a sense of community early in our lives. For children, playing is intrinsically linked to a burgeoning sense of belonging to a bigger group of people

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Beyond play: community play charities are a vital support for struggling families
20.11.2019

Beyond play: community play charities are a vital support for struggling families

By Jill Fraser, Community Play Performance Advisor Inspiring Scotland exists to address poverty and disadvantage. The role of Play Rangers, our community play programme, in this work isn’t self-evident. Yet giving children the opportunity to play outside, in their own neighbourhood, can reveal the damaging effects and true extent of child poverty in Scotland and

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People are at the heart of sustainable charities
19.11.2019

People are at the heart of sustainable charities

All charities have the people they serve at the heart of everything they do, writes Performance Advisor Kirsty Gilchrist. It is a core principle of our sector. But people are also at the heart of how they do it. Without the energy, compassion and expertise of staff, charities could not do the extraordinary work they

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