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One Year of Transformation and Growth

Rebuilding with Purpose: A New Chapter for Jersey Sport
by David Kennedy, Jersey Sport Chief Executive Officer 

“You will be judged on the impact you make, not the good intentions you have.” 

Those words from my mentor, Jimmy Kelly (a guiding voice throughout my recent career) echoed in my ears as I returned to Jersey Sport, nearly four and a half years after stepping away to serve as CEO of the Jersey FA. They’ve shaped my leadership philosophy ever since and have become a familiar reiteration among the team at Jersey Sport. 

When I returned in July 2024, Jersey Sport was navigating a significant period of transition. The Government of Jersey had just published its Review of Sport and Physical Activity, a challenging but necessary document that called for a realignment of our priorities and a reassessment of our relationships with key stakeholders. 

Mark Wanless, who had stepped in as interim CEO, did a superb job implementing the review’s initial recommendations. His work laid a strong foundation for me to build upon when I resumed the role. 

My first priority was to lay out a clear and compelling vision for the staff and Board, one that I believed was aligned with the sports community and other stakeholders, and re-established Jersey Sport as a high-performing, impact-driven organisation. While sports development today involves a great deal of administrative and strategic work, I was determined not to get lost in bureaucracy. My approach has always focused on outcomes, not outputs, on making a tangible difference rather than simply producing multiple plans and strategies. I’m a bit old-school in that regard, however, in Jersey, I’ve always found you can get more done over a coffee than over a keyboard. Though that might just be because my computer skills are… let’s say ‘vintage’, a fact my team never misses a chance to remind me of!” 

A key starting point was figuring out how we could channel more funding directly into the sports community. That goal was one of the main reasons Jersey Sport was established—to do things outside of government that a traditional department couldn’t, with more flexibility and a sharper focus on community impact. In my 25 years in Sports Development, the core needs of sport have remained remarkably consistent: funding, facilities, and volunteers. The distribution of the Valerie Guy Legacy Fund provided an early success, but if Jersey Sport was to be seen as a credible funding body, we knew we had to go further. 

After months of tireless work by the team through fundraising and efficiency savings, we reached a landmark moment in November 2024. At an event with the local sports community, we announced that over £800,000 would be made available to sports in 2025. This included a generous £40,000 donation from the Philip Gower Foundation and Barry Burns Foundation, specifically aimed at giving young people from lower socio-economic backgrounds the opportunity to participate in sport (an area that has always been close to my heart). The feedback that evening was overwhelmingly positive, and the pride on our staff’s faces as they presented was unforgettable. It was more than a financial achievement; it was a significant milestone. 

Alongside that, we focused on realigning our officers’ workstreams to ensure our efforts were truly impactful. One of the challenges in Sports Development is the temptation to be everything to everyone, spreading yourself too thin and diluting effectiveness. For me, it was crucial to focus on doing the most important things exceptionally well, (what I call our ‘critical success factors’), and to control the controllables. By creating those stronger foundations, progress would become much easier. 

I made the difficult decision to reallocate resources from our Toddler Play programme into a new Community Outreach Programme. I know as a leader, you sometimes must make unpalatable decisions that invite criticism. But addressing Jersey’s entrenched issues such as lack of opportunities for minority groups, anti-social behaviour, and teenage mental health meant ensuring our limited resources were used to maximum effect. Already this year, we’ve seen remarkable results in this area, and it’s no surprise that we’ve collaborated with many different partners to deliver these projects. 

Throughout the past year, everything we’ve delivered has been anchored in a clearer sense of purpose, both internally and externally. This ‘clarity’ (another buzzword I use all the time, apparently) has been especially important in how we promote and market Jersey Sport, helping define who we are and what we do. I often describe our role as supporting the participant journey, not just the destination. 

The destination may be celebrated in headlines in the Jersey Evening Post, like the medals our athletes are bringing home from Orkney—but behind every success is a journey: the quality of coaching, the financial sacrifices, and the safe, inclusive opportunities provided by clubs. The introduction of the Performance Sport Funding might help our top athletes reach their destination, but initiatives like the new Volunteer Recognition Scheme and the Sport Health Check Awards reflect our commitment to the volunteers who support the journey and give so much for the benefit of others. 

Wherever possible, we have actively promoted the efforts and achievements of our sporting community, whether through our Monday morning social media round-ups or our new holiday course brochure, which promoted a wide range of sporting opportunities beyond our own programmes. We’re also funding sports to deliver in schools and the community, and they’re seeing the benefits through increased membership and engagement. 

I believe our increasingly collaborative relationships with sports organisations are now bearing fruit. This was reflected in our recent survey, where 92% of sports reported being either satisfied or very satisfied with Jersey Sport. That is an unbelievable swing in twelve months and something that everyone should be proud of. While increased funding has undoubtedly played a role in this outcome, I hope it also signals a broader recognition of the positive impact we’re working hard to deliver. 

Much progress has been made since the Review of Sport and Physical Activity was published. But I’m the first to acknowledge that development, by its very nature, is a continuous journey. Standing still simply isn’t an option for us, especially in a sector shaped by ever-evolving influences and expectations. 

One of the most valuable assets I have had this year has been having the right people around me, those who are willing to check, challenge, and help spot the blind spots I didn’t even know I had. I’m fortunate to work with a team at Jersey Sport who feel empowered to manage upwards, and I particularly value the conversations I have with people outside the organisation who bring fresh perspectives. I’ve learned to be comfortable with discomfort in meetings. More often than not, it means I’ll leave the room knowing something I didn’t when I walked in—and that, to me, is progress. 

As I begin my second year with Jersey Sport, I’m filled with optimism about the journey ahead. We’re well-positioned to reach exciting new heights by staying true to our purpose and principles. Over the past year, I’ve transitioned from the directive leadership often required during times of change to more of a “Chief Reminding Officer” role (credit again to Jimmy Kelly for that one!), helping to keep our shared vision front and centre. 

Last week’s decision to allocate Jersey Sport a share of the Channel Islands Lottery funding marks a significant endorsement from the States Assembly. 

The Review of Sport recommended that “when the conditions are appropriate, the function to distribute the funding should be given to Jersey Sport”—and we’re proud to see that confidence in our progress reflected at a political level. Our partnership with Government continues to grow stronger, and this recognition is a testament to the work we’ve done together. 

To all our stakeholders, I want to reassure you that both our Board and staff are re-energised after what has been a challenging 18 months. Their efforts have been incredible, and I want to wholeheartedly thank them for everything they have achieved in my first year as CEO. With Andy Whelan stepping in as Chair, he’s brought a wealth of business acumen and fresh perspective to the organisation. We’ve also ‘shuffled the pack’, bringing in new team members and reshaping our structure to meet the needs of the community better.

At times, I’ve felt like a football manager during transfer season, but bringing in people who are deeply rooted in Jersey’s sporting community has been crucial. There’s nothing more potent than lived experience, and we now have that in abundance. 

Our collective determination to deliver meaningful, lasting impact has never been greater, and we look forward to continuing this journey with you. 

To borrow the words of one of my idols, Sir Alex Ferguson: “As long as there are games to play, it’s not over.” That spirit of persistence and ambition continues to drive us forward.