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‘I enthusiastically welcome the coming together of ISPAL and ISRM (even though it is 20 years overdue!). Our industry must have a unifi ed voice and we need the professionalism of chartered status. We need one strong professional body at the senior level and with multiple entry points for learners. We also need one qualifi cation structure with accreditation through a skills passport with a single accredited training provider system. We now have the opportunity – let’s go for it.’ Mark Sesnan, managing director, GLL
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‘This new body now needs to gain the confidence of
the industry and recover lost ground by re-establishing some of the regional networks of the Institutes that lost momentum in recent years.
IMSPA also has the full support of the recently- formed Skills Protocol Employer Leadership Group (SPELG) in physical activity, sport and active leisure, which represents the majority of employers in the industry.’
Ian Kendall, Oldham Community Leisure
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‘My advice for IMSPA (for what it’s worth!) is this: be clear about what you are trying to achieve and focus your resources to do it well; develop a strong brand that stands for something; deliver value for money for members; invest in quality communications/website/ social marketing; attract younger members and establish fantastic CPD opportunities for them; positively encourage member engagement; and please, let’s make IMSPA sociable and fun with high-quality conferences and events.’ Duncan Wood-Alum, The Sport Leisure and Culture Consultancy
‘TIME TO HIT THE GROUND RUNNING…’
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Jonathan Ives is editor of The Leisure Review. While fully supporting IMSPA, he urges the Institute’s leadership to ensure that it seizes the opportunities that lie ahead
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‘T
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Welcoming disabled customers
A low-cost diversity awareness distance learning resource from IMSPA and Grass Roots. Visit
www.imspa.co.uk to learn more.
www.imspa.co.uk
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here is clearly a will and a desire among professionals working within the sport, leisure and culture sector to get behind a professional body that is able to represent the interests and aspirations of the whole sector. Everything fi nally seems to be in
place for the new institute to become what the professional leisure management sector has long hoped it would be; an eff ective voice for the sport, leisure and culture sector. But it is unlikely to be aff orded the luxury of any mistakes. At the recent symposium hosted by T e
Leisure Review, discussion frequently turned to the issue of leadership, with symposium members repeatedly expressing their hopes for IMSPA.
While such expressions of faith may
have been a little premature given that the organisation had only formally come into being on the symposium’s second day, I would urge the offi cers of the Institute to look at what was said and get to grips with the hopes and concerns summarised in the symposium communiqué. T ese senior individuals were all keen to
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engage with the Institute in order to help shape and support its policies and practices; indeed they committed themselves to advocacy on its behalf. If the Institute is able to build on the
enthusiasm and support shown by these senior management professionals it should be able to hit the ground running.’
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