IT could take five years before leisure usage in the Borders returns to pre-pandemic levels, a new report reveals.

Scottish Borders Council’s (SBC) leisure and sports provider, Live Borders, along with many others, is facing significant challenges as a result of the impact of the cost-of-living crisis on customers and staff.

The increase in energy costs has a significant impact on the running cost of facilities, in particular swimming pools. Actions have been taken to reduce energy consumption, but these are limited due to the age and condition of the sporting estate.

In March, SBC members approved a recommendation for a joint council/Live Borders strategic review to be undertaken – with the aim of strengthening and improving partnership and service delivery.

A new Live Borders performance review for 2022/23 covers the first full year of operations since the lifting of all pandemic restrictions.

The report states: “Throughout the previous 12 months, memberships have remained a significant challenge both in terms of the volume of members and member retention.

“The ‘One Club’ membership which covers gym, swim and classes ended the year down on target and at only 66 per cent of pre-pandemic membership levels.

“Learn 2 membership (swimming tuition) grew steadily throughout 2022/23 but is 20 per cent below target and down on pre-pandemic levels. This has not been helped by the prolonged closure of Peebles Swimming Pool. Teviotdale Leisure Centre and Gala Swimming Pool performed well, but the unpredictability of external factors remains a significant challenge – as does the upkeep, refurbishment and replacement plant requirements in our leisure centres and swimming pools.

“The facilities we operate are aged and require significant capital investment.

“The library service is recovering well, with physical visitors steadily increasing and visitors using our digital resources increasing significantly.

“Museums visits are strong and the use of our halls estate has been positive.

“Live Borders has an ongoing focus on increasing participation levels, exploring opportunities to support local communities, to grow revenues and to manage costs. For example, reviewing opening hours at facilities and promoting different membership types – such as ‘Freedom Pass’, which is available to customers who do not or cannot commit to a direct debit membership at this time.

“Current industry analysis suggests it may take up to five years for participation levels to return to pre-pandemic levels.”