Emma Boggis, CEO of the SRA has said you’ll help the organisation reach the “next stage of its development” – what does that mean?

The backdrop to the next stage has to be the government’s new sports strategy. SRA played an important role in the consultation and we want to play an equally important role as the plans turn into action.

And we should bear in mind that the world changes fast. So it’s important for any organisation to take a step back now and again and make sure it’s relevant and doing what its stakeholders want.

What are your thoughts on the new sports strategy?
I’m very positive about it. The social value of sport – and the role sport plays in people’s lives – is being recognised more than ever before by the government.

There will be challenges and the government clearly recognises that different departments need to work together more closely than they have in the past, but the next few years offer the exciting opportunity of measuring the benefits of sport and recreation and using those measures to ensure more resources are allocated to the sector. That has to be our goal – our members will be fully engaged with this process and responsible for some of the delivery.

You began your three year term as chair of SRA in January. How have the first weeks been?
For me the most important thing is to go out and meet people. To find out what our members see as the important issues and also to establish what we, as an organisation, can do over the next few years.
SRA has around 330 members, ranging from the largest, such as the Football Association and the Rugby Football Union, to much smaller members such as Quidditch UK (for more on Quidditch, see Sports Management Issue 1 2015 pp. 62-64).

The membership is broad, covering outdoor activities like caravanning and camping, as well as dance and movement organisations. So there’s lots to do and our job is to act as their voice where needed and to support them in every way we can.

Your appointment is seen as a strategic move to support SRA’s plans to grow its commercial activities. What’s the plan with this?
I think there may well be commercial opportunities for the SRA, but it’s important to keep in mind the key aim of SRA is to provide an independent voice for the sector, so we need to find a balance – we’ll explore commercial opportunities but won’t get involved with anything which will compromise our independence.

How will you approach your role – as a strategic, background position or a hands-on operational one?
SRA has a very capable executive team and is looking to strengthen it further. The board’s role is to set a strategy and oversee its execution. I’m there to support the executive and represent the organisation.
I want to make sure my face is seen frequently around the organisation and, as far as possible, with members. That has to be part of the job and I’m looking forward to getting out and meeting people.

What do you see as the strengths of British sport?
I think sport is incredibly important to Britain and as a nation we love the values of sport – fair play and reward for effort and talent.

I think that’s what lies behind our fantastic record of participation and achievement: the breadth of British commitment to sport – from grassroots level to our elite world beaters – is our greatest strength.

How important are role models when it comes to inspiring young people to get into sport?
Hugely important. When I was young I’d pick up a tennis racket during Wimbledon and hit a ball against the wall pretending to be the champion. To this day I remember watching Lynn Davies winning the long jump at the 1964 Tokyo Olympics. I was six years old but these things stay with you forever.

Children today aren’t any different – they feel the same excitement when they see Team GB stars run, jump, swim, row or cycle themselves onto the podium.