Jon Argent

Personal statement

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My career in sport and leisure began in 1986 as a casual leisure assistant. Since then I've worked for several public and third sector organisations in a variety of roles and I'm currently National Partnerships Director for GLL.

I first joined ILAM in 1988, remaining a member until CIMSPA was created, and I am now a Chartered Fellow of the Institute. I have been a long-time supporter and advocate of our sector and its representative bodies including being a member of the Institute’s West Midlands Regional Board.

Further experience of working at Board level on national and regional groups includes holding the Vice Chairmanship of Sporta for six years with a responsibility for developing strategy and raising Sporta’s profile with Government and being a member of the Quest Board for the past eight years. I was the Chairman of Social Enterprise West Midlands for several years fulfilling a similar strategic function.

I understand the role of a Board Member to be primarily about policy and strategy (not management), supporting and challenging the CEO and senior team to deliver the aims and objectives of the organisation.

Personal vision

It feels as though we are now at a watershed, particularly following Sport England’s £1.2m investment and the recruitment of Marc, our new Chairman. This is not only an exciting time for CIMSPA as an organisation, it’s our time to really grip the principle agendas and to launch the institute forward in an important and rapidly growing sector.

I believe that we should drive our programme forwards with confidence; clear about direction and focused on priorities. The Board are collectively accountable and responsible for CIMSPA's success and should lead by carefully listening to the views and needs of the industry and widely communicating our purpose, vision, mission, values and aims.

Our medium-term financial security now allows a greater focus on delivering long-term future strategies and plans with less requirement to concentrate on short-term financial/operational management and this positive shift sits squarely with the Board and CEO to map out and optimise.

Ensuring that apprenticeships are embedded into the workforce and developing professional membership pathways for new and emerging job roles are clearly key, as is completing the sector’s professional standards matrix, creating pathways for individuals to enter and progress their careers, and providing the industry with quality assured training.

I am passionate about our sector and making a positive contribution to its future.
 


CIMSPA members eligible to vote will be able to either:

  • Vote online 20 August – 12 noon 13 September (you will receive details by email of how to vote)
  • Vote in person at the CIMSPA AGM on 18 September 2018.