SLSNZ Strategy - 2019-20 Three year summary v2.1

SurfLifeSavingNZ1910

Our direction...

Surf Life Saving New Zealand Pelorus Trust Sports House, 93 Hutt Park Road, Seaview, Lower Hutt, Wellington 5010

PO Box 39129, Wellington Mail Centre, Lower Hutt 5045. www.surflifesaving.org.nz


Surf Life Saving New Zealand

Three Year Strategic Overview

& Management Plan

2019/202021/22

Version: 2.1

Date: 1 May 2019

Surf Life Saving New Zealand Pelorus Trust Sports House, 93 Hutt Park Road, Seaview, Lower Hutt, Wellington 5010

PO Box 39129, Wellington Mail Centre, Lower Hutt 5045. www.surflifesaving.org.nz


2019/20 Surf Life Saving New Zealand Strategy Map

Vision

SLSNZ Purpose

Movement Purpose

No one drowns on our beaches

To lead and support surf life saving in New Zealand in partnership with member clubs

To enable all beach goers to enjoy New Zealand beaches safely

SLSNZ

Strategic

Priorities:

Outcomes

Support Clubs to deliver core

services to agreed standards

• To ensure a focused approach

with available resources SLSNZ

will prioritise:

o

o

providing support for

club’s core operations

that result in saving

lives on NZ beaches.

working with clubs that

are struggling to meet

minimum standards of

service delivery relevant

to their members,

beaches and

community.

Operational Excellence & Innovation National Leadership Business Resilience and securing our

sustainable financial future

• Improved consultation and decision

making/ change management

process with clubs and other

stakeholders.

• A culture focused on improved

professional delivery of services and

clubs as the client.

• Member development pathways are

attractive and understood.

SLSNZ innovation focus narrowed to

areas that support core service

delivery as the priority.

• Clubs encouraged to be the source of

innovation with SLSNZ to work with

them to spread the benefits across

the movement.

• Improved health, safety and

wellbeing of staff and members.

• While clubs are sovereign entities, the

movement will gain greater collective

impact by collaborating and heading in a

common direction.

• Many voices with the same clear set of

messages to stakeholders,

sponsors/funders and Government.

• Improved Internal Communications – the

membership is informed about what is

going on and why, in a timely manner.

• Improved External communication – more

people understand what we do and how

we operate.

• A leading presence in prevention and

education.

SLSNZ and member clubs to be in a

secure financial position.

SLSNZ to target $0.5m cash added to

working capital each financial year via

income growth, new income streams

and cost control.

• Long term aim is to have one year’s

Opex in reserves (approx. $9m).

SLSNZ Foundation to build a long term

funding base.

• Progress a sustainable funding model

for the movement with support from

Central and Local Government.

Surf Life Saving New Zealand Pelorus Trust Sports House, 93 Hutt Park Road, Seaview, Lower Hutt, Wellington 5010

PO Box 39129, Wellington Mail Centre, Lower Hutt 5045. www.surflifesaving.org.nz


SLSNZ

Strategic

Priorities

Measures

for SLSNZ

Support Clubs to deliver core

services to agreed standards

• All clubs have a POM in place

and are meeting it.

• Club Health initiatives are in

place for all clubs.

• Delivery of Regional

Management plans.

• A Volunteer Strategy is

developed and implemented

Operational Excellence &

Innovation

• Change management/ consultation

process in place and working

successfully.

• Significant core service operational

improvements/ innovations

developed and/or implemented by

SLSNZ.

• Staff Satisfaction.

• Staff H&S.

National Leadership

• Have in place a clear strategic direction

and messaging.

• A single voice working with Central

Government and other key stakeholders.

• Media coverage enhances the SLS brand

and public understanding of what SLS

does.

• Effective internal communications

channels.

• Successful national beach safety

education programmes and campaigns.

Business Resilience and securing

our sustainable financial future

• Net Operating Surplus above budget.

• Reserves/Equity above budget.

• Retention of grant funding.

• Confirmation of future revenues.

• Capital programmes completed as

planned.

Measures

for the

movement

• No. of clubs in operational crisis

(target = nil)

• No. of club members.

• No. of beaches & satellite

locations patrolled.

• No. of patrol hours.

• Average hours per lifeguard.

• No. of beach drownings.

• No. of drownings between the

flags.

• No. of rescues/ lives saved.

• No. of people assisted to

safety.

• No. of first aid patients.

• No. of searches.

• No. of preventative actions.

• No. of refreshed lifeguards.

• Retention rate of lifeguards.

• No. of new lifeguards.

• No. of new IRB drivers.

• No. of refreshed IRB drivers.

• No. of First Aid awards.

• Participation in other awards and dev.

opportunities.

• No. of serious member injuries.

• No. of member first aids.

• Significant operational improvement

ideas/ innovations developed by

clubs.

• Member/ club satisfaction.

• Consistent & aligned messaging

internally and externally.

• Increasing interclub engagement and cooperation

(e.g. lifeguarding, sport,

development initiatives, knowledge

sharing).

• No. of clubs in financial crisis (target =

nil).

Values Credible Transparent Passionate Aspirational

Surf Life Saving New Zealand Pelorus Trust Sports House, 93 Hutt Park Road, Seaview, Lower Hutt, Wellington 5010

PO Box 39129, Wellington Mail Centre, Lower Hutt 5045. www.surflifesaving.org.nz


SLSNZ Management Plan

Strategic Overview:

Our Vision

No one drowns on our beaches

Our Purpose

To lead and support surf life saving in NZ

in partnership with member clubs

Our Values

• Credible

• Transparent

• Passionate

• Aspirational

Strategic Priorities

Support

Clubs to

deliver

core

services to

agreed

standards

Operational

Excellence

&

Innovation

National

Leadership

Business

Resilience

& securing

our

sustainable

future

Surf Life Saving New Zealand Pelorus Trust Sports House, 93 Hutt Park Road, Seaview, Lower Hutt, Wellington 5010

PO Box 39129, Wellington Mail Centre, Lower Hutt 5045. www.surflifesaving.org.nz


Priorities

High Level SLSNZ Actions

SUPPORT

CLUBS





Deliver services and support to members and

clubs.

Develop our people.

Deliver a nationwide surf sports programme

Deliver a high performance programme.

OPERATIONAL

EXCELLENCE

AND

INNOVATION



Operational Excellence.

Operational Innovation.

NATIONAL

LEADERSHIP





National Alignment

Improve communications with stakeholders

Position SLS as an essential rescue service and a

key player in the community.

Community Education

BUSINESS

RESILIENCE





Maximise/ optimise existing revenues

Diversify income – develop new sources.

Generate cash to rebuild reserves.

Build SLSNZ capability.

Surf Life Saving New Zealand Pelorus Trust Sports House, 93 Hutt Park Road, Seaview, Lower Hutt, Wellington 5010

PO Box 39129, Wellington Mail Centre, Lower Hutt 5045. www.surflifesaving.org.nz


Support Clubs to deliver core services to agreed

standards

High Level action 2019/20 2020/21 2021/22

Deliver services

and support to

members and clubs

(Via Regional

Management Plans

and National

initiatives)

Deliver training & development programmes for lifeguards & club administrators:

Skill Development/ member pathways, leadership programmes, PAM.

Provide programmes to assist clubs operate:

NZLGB funding, national insurance scheme, preferential purchasing arrangements, coordinating

national and regional activities.

Club Health initiatives to drive tailored support for individual clubs and monitor performance

of key functions (e.g. lifesaving capability).

Provide best practice resources via convenient channels:

Focus on priority areas e.g. H&S, member retention & recruitment tools, member protection

templates. Continually look to improve access channels – e.g. online, webinar, workshops.

Follow up Voice of Participant survey results with clubs.

Analyse member retention trends.

Review club development needs.

Survey club development needs & use feedback.

Develop our People

Ongoing enhancement of Member Pathways – curriculum, communication and member

understanding of them. Review & refresh courses and develop new qualifications.

Deliver Member Recognition programmes - Regional & national Honours & Awards

Deliver BP Leaders for Life programme

Expand range of qualifications on online learning platform.

Promote Duke of Ed Awards to the membership.

Rollout: Rock Rescue, Advanced IRB, 1 day

IRB Crewperson, Event Safety, Surf Official L3,

SAR Flood Rescue training and qualifications.

Develop a Volunteer Strategy.

Implement Volunteer Strategy.

Surf Life Saving New Zealand Pelorus Trust Sports House, 93 Hutt Park Road, Seaview, Lower Hutt, Wellington 5010

PO Box 39129, Wellington Mail Centre, Lower Hutt 5045. www.surflifesaving.org.nz


Deliver a

nationwide surf

sports programme

Deliver a popular, safe and sustainable National & Regional Events programmes.

Improve pathways for surf sport participants – Athletes, Administrators, Coaches and Officials.

Encourage more cross-regional co-operation and support.

Update Sport Strategy.

Deliver a high

performance sport

programme

Run the High Performance programme to win Rescue 2020 (Italy) and Rescue 2022

(Morocco) World Championship Teams events (assuming the format still exists).

Update High Performance Strategy.

Surf Life Saving New Zealand Pelorus Trust Sports House, 93 Hutt Park Road, Seaview, Lower Hutt, Wellington 5010

PO Box 39129, Wellington Mail Centre, Lower Hutt 5045. www.surflifesaving.org.nz


Operational Excellence & Innovation

High Level action 2019/20 2020/21 2021/22

Operational

Excellence

Continuously monitor and look to improve national operating standards:

Operate National & local lifesaving committees, POM’s and audits. Update policies.

Follow new consultation model for change management.

Support clubs in obtaining the best appropriate equipment and facilities:

IRBs, rescue equip, vehicles, first aid, buildings, signage, systems, comms & technology.

Document and implement co-ordinated annual Sport, Lifesaving and Member Education Plans

that clearly set out what the annual actions are.

Run the Regional Lifeguard Programme:

All aspects of this service.

Ongoing enhancements to the PAM database.

Complete BOP, Coromandel and Wellington radio networks as funding allows.

Develop co-ordinated IT Strategy + implement ideas.

Upgrade Health & Safety resources internally and training for clubs.

IRB Injury research project

Update POM format

Operational

Innovation

Actively encourage & support a pipeline of innovation from lifesaving committees.

Coastal Public Safety Assessments: Managed Nationwide rollout

Complete assessments for all key beaches: Includes identifying better signage & beach

access, appropriate patrol resources & timings, capability & infrastructure needs outside patrol

hours and relationships with external agencies.

Continue to develop, trial and implement new ideas

e.g. Stand up Paddleboards. Drones IRB enhancements

Rescue water craft licensing for clubs

Work with Councils as Safeswim programme rolls out nationwide

Future Operational Model(s) –

define options from key

perspectives – clubs, public,

funders etc

Future Operational

Model(s) – consultation

(internal & external) on

potential options/

outcomes.

Future

Operational

Model(s) –clarify

pathways, pilotreview-refine,

start to

implement.

Surf Life Saving New Zealand Pelorus Trust Sports House, 93 Hutt Park Road, Seaview, Lower Hutt, Wellington 5010

PO Box 39129, Wellington Mail Centre, Lower Hutt 5045. www.surflifesaving.org.nz


National Leadership

High Level action 2019/20 2020/21 2021/22

National

Alignment

Regular engagement programme for Club Chairs – regionally and nationally. Support local

committee structures and maintain Regional engagement. Communications the core focus.

Actively facilitate sharing of information, best practice initiatives & collaboration between clubs.

Closer relationships with Northern Region.

Improve

communications

with stakeholders

Enhance and promote the surf lifesaving brand on a national level.

Develop and implement a marketing strategy to better tell our story (what to say and via

what channel) to make sure people know we are a charity, of our youth development and

wider roles and activities, strengthen perceptions and the link between surf sport and

lifesaving, improve brand value and be more externally focussed (e.g. website and app).

Stories to help build pride, excitement & mana of individual lifeguards and also drive

membership, revenue add brand awareness

Proactive internal communications strategy and workplan: Improve effective two –way

communication channels across the movement.

Continue to deliver and enhance the stakeholder relationship strategy:

Stakeholders include members, clubs, commercial partners, funders, local and central

government, sector partners, ILS and international SLS organisations, media locally and

offshore and the general public.

Investigate scholarships for low

income families.

Position SLS as

an essential

rescue service

and a key player

in the community.

Play a leading role in water safety, SAR, education & lifesaving sectors, esp via WSNZ,

NZSAR and Civil Defence.

Community

Education

Enhance and promote core programmes: Beach Ed and if required Surf to School

Develop a Community Education

Strategy

Implement Community Education programmes working closely with partners and other

sector agencies, especially WSNZ on joint initiatives and public education campaigns.

Develop, trial and implement new ideas

Enhance promotion of safety messages & collateral to the general public and develop/ test

new tools to make it easier for people to make better decisions, for example

Rip current mapping. Augmented reality tools (like SLSA).

Self-tests on capability. New immigrant messaging. Online games (like FENZ)

Video education (like MSC).

Surf Life Saving New Zealand Pelorus Trust Sports House, 93 Hutt Park Road, Seaview, Lower Hutt, Wellington 5010

PO Box 39129, Wellington Mail Centre, Lower Hutt 5045. www.surflifesaving.org.nz


Business Resilience and securing our sustainable

financial future

High Level action 2019/20 2020/21 2021/22

Maximise/

optimise existing

revenues

Sponsors/ Commercial Partners:

Maintain relationships, improving service delivery, add new revenue dimensions to existing

relationships and assist sponsors to tell their ‘story’.

TSB partnership renewal

(ends Oct 19)

KFC partnership

renewal (ends May 20)

(ends Aug 17)

Foundation donations

Grants: Maintain relationships, processes and returns from grant applications. Focus on

rebuilding local/regional grants and a strong 2 nd tier of national funding sources behind NZLGB.

Fundraising: Where funding available invest more in core programmes, especially Direct

Mail and regular giving programmes to reduce reliance on gaming grants.

NZSAR funding renewal

HPSNZ funding

Sport NZ funding

Diversify income –

develop new

sources

Additional ‘Major’ partner and more regional partnerships

Central Government funding – new model as part of WSNZ Sector approach

Local Government funding – continue to seek more support from Local Govt

Local Govt – provide Coastal Research Assessments and Drowning reports

Local Govt –engage LGNZ & DOC. Enshrine

recognition and obligations in TLA document templates

Define legal

responsibilities of

Central and Local

Govt

Investigate and implement other realistic new initiatives:

Actions include: New commercial partners, new grant sources, new fundraising initiatives,

Alumni initiatives, merchandise/licensing, new ventures.

Maintain a pipeline of new ideas to investigate

Surf Life Saving New Zealand Pelorus Trust Sports House, 93 Hutt Park Road, Seaview, Lower Hutt, Wellington 5010

PO Box 39129, Wellington Mail Centre, Lower Hutt 5045. www.surflifesaving.org.nz


Generate cash to

rebuild reserves

Target $0.5m+ per annum free cash after CAPEX to rebuild reserves. Tight control of

spending with more ‘earn before spending’ evolution of the business model.

Closely monitor risks: analyse ‘what if’ scenarios across all income streams.

Build SLSNZ

capability

Create capability – structure &

people.

Ongoing SLSNZ Staff development, capability & succession planning programme and building

of the team culture – living the values.

Build a talent pool of external resources:

Need access to skilled people on a short term basis who can assist

to get key tasks/ projects completed. Business as usual is taking

up too much time but cannot be neglected.

Strategic Partnerships – define

parameters to the scope of

partnerships.

Strategic Partnerships

– develop frameworks to

evaluate potential

partners.

Strategic Partnerships – build

Behind the scenes improvements/ innovation – Review BAU activities to improve

efficiency. Areas Include: Document management, Regulations, policies, processes,

employee systems, use of IT.

Maintain and build relationships with other emergency service organisations.

Key:

Key initiatives

Business as Usual activities

Surf Life Saving New Zealand Pelorus Trust Sports House, 93 Hutt Park Road, Seaview, Lower Hutt, Wellington 5010

PO Box 39129, Wellington Mail Centre, Lower Hutt 5045. www.surflifesaving.org.nz


Financial Objectives

Below is the last few year’s financial performance for SLSNZ:

Year Revenue Expenditure Profit/

(Loss)

Net Assets Working

capital

2014/15 $9.087m $8.436m $0.651m $1.372m $0.248m

2015/16 $8.855m $8.594m $0.261m $1.453m $0.588m

2016/17 $9.542m $9.438m $0.104m $1.557m $0.538m

2017/18 $10.352m $9.955m $0.397m $1.954m $1.045m

2018/19 (est)# $10.486m $9.931m $0.555m $2.510m $1.370m

# Forecast v6

While the last five years have been positive steps in the turnaround, the fundamentals are still weak (e.g.

relatively little working capital/ cash reserves). The key issues are:


The business model that SLSNZ currently operates is not sustainable – operating on short term

sources of ‘at risk’ revenue (mostly 12 month timeframes) when the organisation has long term

cost commitments via staff, buildings, vehicles, programmes etc. Without large reserves this

model is highly vulnerable to income shocks. SLSNZ currently has minimal cash reserves.

Working capital at the end of the last financial year (30 June 2018) of $1.07m equated to 6 weeks

expenditure, well short of the ideal of at least 12 months.

Income Source 2017/18 ($) At Risk Risk Level Comment

Principal funder - NZ Lottery Grants Board 2,814,099 Yes High Annual contestable grant

Other Community Grants 672,686 Yes High Annual contestable grant

Water Safety NZ Inc Grant 165,000 Yes High Annual contestable grant

NZSAR Grant 200,000 Yes Med 3 Year contestable grant

Sponsorship 2,445,319 Yes High Contracts between 1 - 3 years

Council Funded Midweek Lifeguard Services 1,517,848 Yes High Contracts between 1 - 3 years, confirmed annually

Fundraising 488,338 Yes High Mainly direct mail donors - no certainty of receiving

Beach Education - User Pays fees 214,742 Yes Med Depends on takeup of programme by schools

Event Safety at 3rd party events 56,506 Yes Med Fees charged to event organisers event by event

Programmes & Services – Lifesaving 72,372 Yes Low Mainly external course fees on-charged to clubs

Sports events - User Pays fees 603,769 Yes Low Entry fees and rep team travel costs

Sport New Zealand - High Performance 244,632 Yes High 2 Year contestable grant

Sport New Zealand - Community 100,000 Yes Med 4 Year contestable grant

Licensing 18,488 Yes Med Commission on sales of licensed items (e.g. sunscreen)

Sale of Merchandise 45,696 Yes Med Sale of uniforms, IRB motors and equipment to clubs

Sundry Income 202,432 No N/A Mainly on-charge % of insurance premiums to clubs

TOTAL INCOME 9,861,927

At risk 9,659,495 98% 85% High Risk

Certainty beyond 1 year 2,989,951 30% 70% Only certain for up to a year


NZLGB as the main funder of SLSNZ, is subject to the success of Lotto, which is very dependent

on luck – how many large jackpots there are in a year. The level of funding NZLGB provides is

also only finalised in the last week of September each year, well into the financial year. Any

Surf Life Saving New Zealand Pelorus Trust Sports House, 93 Hutt Park Road, Seaview, Lower Hutt, Wellington 5010

PO Box 39129, Wellington Mail Centre, Lower Hutt 5045. www.surflifesaving.org.nz


significant downsizing in this revenue stream at that late stage of the year is potentially

catastrophic.


Base revenues are well below what they were 7-8 years ago, driven by a drop in gaming-sourced

grant revenue

Year Revenue

2010/11 $10.545m

2011/12 $10.431m

2012/13 $9.515m

2013/14 $9.412m

2014/15 $9.087m

2015/16 $8.855m

2016/17# $8.542m

2017/18* $8.613m

# Excludes one-off $1m grant from Infinity Foundation.

* Excludes one offs of $459k from BP 50 th celebration, $175k from TSB rebrand and $615k NZLGB bonus.

Since 2010/11 base revenue has dropped some $1.9 million (18%).

Grant income outside of NZLGB and WSNZ in 2011/12 was $1.659 million, mostly from gamingrelated

sources. By 2017/18, is down to $673,000, almost $1 million less.

While commercial sponsorships can fill the gap, these too are vulnerable. The $1 million per year

State Insurance sponsorship that started in 2010/11 lasted for 6 years but left a massive gap

when it ended.

Fundraising activities have had to be refocussed as traditional sources of funding (such as

running lotteries, street collections) have struggled with increasing competition for the donor

dollar. Despite these changes, SLSNZ has still gone backwards.

All the work done to grow other sources of revenue in the meantime has not been able to fill

these gaps. Revenue has slipped backwards and the organisation has had to downsize and

embrace the mantra of ‘doing more with less’.


Operational costs continue to escalate, for example insurance. Driven by earthquakes in

Christchurch and Kaikoura the cost of insuring clubs lifesaving assets (over $110 million) across

New Zealand has gone from under $200,000 per annum before the earthquakes to over

$700,000 for 2018/19, resulting in diversion of more NZLGB funding into this and asking clubs to

pay an increasing share of these costs.

The financial priorities for SLSNZ are very simple:

Security and certainty – removing the huge reliance on short term funding.

Stopping the slide and returning the quantum of revenue to previous levels.

Building a balance sheet with reserves that can better sustain the organisation if a major funding

shock was to occur. In this regard the objective remains a simple one – to as quickly as

possible build SLSNZ working capital to a level of $3.0 million (approx. 4 months

expenditure).

Surf Life Saving New Zealand Pelorus Trust Sports House, 93 Hutt Park Road, Seaview, Lower Hutt, Wellington 5010

PO Box 39129, Wellington Mail Centre, Lower Hutt 5045. www.surflifesaving.org.nz


While a ‘game changing’ business model that will reduce the reliance on traditional revenue streams is

being worked on (including a new Foundation and a more direct Government funding model), these are

long term plays and in the meantime we have to work very hard just to stand still.

The reality is that the organisation will remain in a tight financial position for a number of years to come,

and must keep a very close eye on its financial health.

Targets will be aggressive to maintain the pressure on this aspect of performance.

BUDGETS ($m)

($m) 2016/17

(actual)

2017/18

(actual)

2018/19

(F/cast)#

2019/20

(Budget)

2020/21

(est)

2021/22

(est)

Revenue 9.54 10.35 10.49 9.97 9.70 9.80

Expenditure 9.44 9.96 9.93 9.51 9.25 9.35

Net Operating Surplus 0.10 0.39 0.56 0.46 0.45 0.45

plus Depreciation 0.34 0.35 0.22 0.25 0.20 0.20

Less Capex 0.50 0.23 0.45 0.15 0.15 0.15

=Cash Surplus -0.06 0.51 0.33 0.56 0.50 0.50

Net Assets (Total Equity) 1.55 1.95 2.51 2.97 3.42 3.88

Working Capital (SLSNZ) 0.54 1.04 1.37 1.93 2.43 2.93

Foundation – accum funds 0.0 0.14 0.20 0.50 1.00 1.50

Working Capital (inc Foundation) 1.57 2.43 3.43 4.43

# Forecast v6

Note: All Capital Expenditure (Capex) has to be funded from the Operating Surplus before any of the

surplus can be directed towards reserves. Operating Surplus figures are before any Balance Sheet

adjustments such as write-downs of assets, but these adjustments do not typically impact cash levels.

Surf Life Saving New Zealand Pelorus Trust Sports House, 93 Hutt Park Road, Seaview, Lower Hutt, Wellington 5010

PO Box 39129, Wellington Mail Centre, Lower Hutt 5045. www.surflifesaving.org.nz


How will we measure success?

Balanced Scorecards will be used with two levels of KPI’s:

• KPI’s for the performance of the SLSNZ business.

• KPI’s for the ‘health’ of the movement.

Below are the targets for 2018/19. Actual targets for 2019/20 will be set once the actual results for the

2018/19 year are known.

Performance of the SLSNZ business

KPI Area KPI Measure Target

All clubs have a lifeguarding POM In place and meeting it 100%

Support Clubs to

Deliver Core

Services

Business

Resilience

Club Health tool in use with all clubs for 18/19

(Target actions to be in place by 30 November 2018)

Delivery of Regional Management Plans

(Delivery of services for clubs completed as planned)

Net Operating Surplus above budget

(Net Operating Surplus before adjustments to meet/ exceed budget)

Reserves/Equity above budget

(Year End Net Assets/Total Equity to meet or exceed target)

Retention of Grant Funding

(Grant Income to meet or exceed budget)

CAPEX Projects completed as planned

(Budgeted capital spend has been achieved)

100%

100%

$0.133m

$1.91m+

$3.288m+

$0.15m

Confirmation of future revenues:

• Sponsor renewals (at same or higher value). DHL

• New major sponsor(s)

In place by Jun

SLSNZ Foundation

Major donation

• Government Funding

LT funding

Operational

Excellence &

Innovation

National

Leadership

Staff satisfaction

(Staff satisfaction surveys show satisfaction is at a good level)

Staff health, safety & wellbeing

(Reducing number of serious staff health & safety incidents)

Change management process in place and working successfully

Significant core service operational improvements/ innovations developed and/or

implemented by SLSNZ

Clear strategic direction and messaging

Single voice when working with Central Government & other key stakeholders

Media coverage enhances the SLS brand and public understanding

Effective internal communication channels

Successful national beach safety education programmes & campaigns

(Beach Ed attendances on or above budget – figs excl SLSNR)

(No. of high profile community education campaigns)

As good as LY

Less than LY

Working well

At least 2

In place

In place

Positive impact

Working well

23,000

TBC

Surf Life Saving New Zealand Pelorus Trust Sports House, 93 Hutt Park Road, Seaview, Lower Hutt, Wellington 5010

PO Box 39129, Wellington Mail Centre, Lower Hutt 5045. www.surflifesaving.org.nz


Health of the Surf Life Saving Movement

KPI Area KPI Measure Target

No. of clubs in operational crisis (Requiring assistance to continue

Nil

operating)

No. of club members (Same or more than last year) >18,642

No. of beaches patrolled (Same or more than last year) > 80

No. of patrol hours. (Same or more than last year) >230,104

Average hours/ lifeguard (Same or less than last year) 2,375

No. of first aid patients. (Same or more than last year) >2,910

No. of preventative actions. (Same or more than last year) >121,475

No. of searches. (Same or more than last year) >332

Business

Resilience

Operational

Excellence &

Innovation

No. of clubs in financial crisis (Requiring assistance to continue

Nil

operating)

No. of refreshed lifeguards (Same or more than last year) > 4,292

Retention rate of lifeguards (Same or more than last year) > 86%

No. of new lifeguards. (Same or more than last year) >954

No. of new IRB drivers (Same or more than last year) >164

No. of refreshed IRB drivers (Same or more than last year) >832

No. of First Aid awards (Same or more than last year) >2,470

No. of members needing 1 st Aid (Down 5% on 83 last year)

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