SLSNZ Strategy - 2020-21 Three year summary v3

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 

2020/21 – 2022/23 

Version: 3.0 

Date: 24 January 2020 



2020/21 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’s beaches safely 

SLSNZ 

Strategic 

Pillars 

Outcomes 

Support Clubs Excellence & Innovation Leadership Resilience 

• SLSNZ supports clubs to deliver 

high quality services tailored to their 

community’s needs. 

• Clubs are thriving, with SLSNZ 

supporting clubs’ membership 

growth, retention and engagement 

activities. 

• Member development pathways 

motivate, reward and upskill the 

volunteer workforce. 

• Health, safety and wellbeing is at 

the forefront of everything SLSNZ 

does. 

• SLSNZ is a high performing 

organisation that is agile, 

responsive and living its values, as 

it successfully delivers to the needs 

of its stakeholders. 

• SLSNZ has a culture of innovation 

and continuous improvement, 

responding to strategic 

opportunities where appropriate. 

• Change across Clubs and members 

are professionally implemented with 

consultation and communication 

that results in commitment and 

ongoing engagement of the 

movement. 

• SLSNZ enhances its position as one of 

the lead agencies for drowning 

prevention in NZ and the primary 

agency for beach and coastal safety. 

• The value of Surf Life Saving is well 

understood by all stakeholders and the 

brand is highly recognised, respected 

and continuously enhanced. 

• SLSNZ facilitates the movement having 

a shared vision and speaking with one 

voice. 

• SLSNZ communication with the 

movement fosters a collaborative spirit 

and helps the movement work together 

for common goals. 

• SLSNZ embraces and encourages 

diversity and the SLS membership is 

reflective of the communities in which it 

operates. 

• SLSNZ and clubs are financially sound 

and sustainable. 

• Strategies are in place to grow 

revenues from commercial partners, 

funders and central & local government 

so SLSNZ and the movement have a 

strong platform from which to meet 

future needs. 

• The SLSNZ Foundation is promoted 

and grown to become a significant 

source of funding for SLSNZ and the 

movement. 

• Strategic risks to the organisation and 

the movement are identified and 

appropriately mitigated. 

Values Credible Transparent Passionate Aspirational 



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 

Excellence 

& 

Innovation 

Leadership 

Resilience 



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. 

EXCELLENCE 

AND 

INNOVATION 

 

 

Operational Excellence. 

Operational Innovation. 

LEADERSHIP 

 

 

 

 

National Alignment 

Improve communications with stakeholders 

Enhance position as a lead agency for drowning 

prevention. 

Community Education 

RESILIENCE 

 

 

 

 

Maximise/ optimise existing revenues 

Diversify income – develop new sources. 

Risk Management. 

Build SLSNZ capability. 



Support Clubs 

High Level action 2020/21 2021/22 2022/23 

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 & promote 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 accessible channels: 

Focus on priority areas e.g. Member Welfare, member retention & recruitment tools, member 

protection templates, operational risk assessment. Continually look to improve access 

channels – e.g. online, webinar, workshops. 

Annual Club Surveys to assess satisfaction and priority areas for development. 

2 nd Voice of Participant survey 

3 rd VOP survey 

Setup reports to analyse member retention 

trends and training/ award trends. 

Review club development needs and ensure the 

basics are in place and working well. Review CDO 

role and resource levels. 

Develop our People 

Ongoing enhancement of Member Pathways – curriculum, communication and member 

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

greater use of mentors. 

Deliver & enhance Member Recognition programmes - Regional & national Honours & Awards 

Deliver BP Leaders for Life programme 

Promote & expand external opportunities to members (e.g. Duke of Ed Awards) 

Expand range of qualifications on online learning platform. 

Rollout: 1 day IRB Crewperson 

and Club Welfare Officer training. 

Pilot: Advanced IRB course 

Update: Surf Official L1 and L2. 

Develop: Event Safety, Surf Official L3, SAR 

Flood Rescue training and qualifications. 

Develop a Volunteer Strategy. 

Implement Volunteer Strategy. 


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

Develop a Diversity Strategy. 

Implement Diversity Strategy.

Develop our People 

(cont’d) 

Promote NZSAR funded training for Senior lifeguards and all SAR Squad Members 

Review an redevelop Junior Surf and Rookie 

Lifeguard programmes 

Women in Lifesaving Project 

Deliver a 

nationwide surf 

sports programme 

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

Improve opportunities and experiences for lifesaving sport participants – Athletes, 

Administrators, Coaches, Officials and Event Support. 

Encourage more cross-regional co-operation and support. 

Update Sport Strategy. 

Deliver a high 

performance sport 

programme 

Run the High Performance programme that prepares our teams to win Rescue 2020 (Italy) 

and Rescue 2022 (Morocco) World Championship Teams events. 

Update High Performance Strategy. 



Excellence & Innovation 


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. 

Investigate more central purchasing opportunities. 

Document and implement co-ordinated annual plans for: Sport, Lifesaving, Member 

Education, Community Education, Club Development, SAR and Health, Safety & Welfare. 

Run the Seasonal/ Contract (nee Regional) Lifeguard Programme: 

All aspects of this service. 

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

Taranaki and Hawkes Bay networks. 

PAM database: address immediate issues and manage plan for ongoing enhancements. 

Develop co-ordinated IT Strategy + implement ideas. 

Upgrade Health, Safety & Welfare resources internally and training for clubs. Introduce 

risk assessments as standard practice to club operations. 

IRB Injury research project 

Update POM format 

Operational 

Innovation 

Actively encourage & support a pipeline of innovation from clubs and advisory committees. 

Develop frameworks to generate and follow up ideas. 

Coastal Public Safety Assessments: Managed Nationwide rollout 

Complete assessments for all key beaches: Includes identifying better signage, appropriate 

patrol resources & timings, capability & infrastructure needs outside patrol hours and 

relationships with external agencies. Ensure data is stored in a central repository that is 

accessible and presents data in a way that meets stakeholders needs. 

Continue to investigate, develop, trial and implement new ideas 

e.g. PRE Drones IRB enhancements SUP’s. 

Common operating platform for patrol and SAR co-ordination. 

Digital APP for patrol reporting, incident recording and risk management linking into PAM 

Patrol and SAR duty officer concept to be investigated for use nationally. 



Roll out Rescue Water Craft licensing for clubs. 

Work with Councils as Safeswim programme rolls out nationwide 

Develop national structure/framework for callout squads and 

review financial & support agreements (with Police & RCCNZ) 

Operational 

Innovation 

(cont’d) 

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. 



Leadership 


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. 

Develop national facilities plan 

Test club interest in specialist topic forums. 

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). 

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, emergency services, ILS and international SLS organisations, 

media locally and offshore and the general public. 

SLSNZ website update. 

Enhance position 

as a lead agency 

for drowning 

prevention. 

Community 

Education 

Play a leading role in water safety, SAR, education & lifesaving sectors, using and evidence 

based approach supported by annual publication of the Beach & Coastal Safety Report. 

Maintain and build relationships with other emergency service organisations, especially 

Coastguard, LandSAR, Police, NZSAR, St John, FENZ and NEMA. 

. 

Enhance and promote core programmes: Beach Ed, Surf to School and City Nippers. 

Develop concept of Water Skills for Life - Beach 

Implement Community Education programmes working closely with communities, partners 

and other sector agencies, especially WSNZ on joint initiatives and public education 

campaigns. 



Develop, trial and implement new ideas 

Develop/ test new tools to make it easier for people to make better decisions, for example: 

Public Rescue Equipment standards Surfer/ SUP Rescue 24/7 

Rip current mapping. 

Augmented reality tools (like SLSA). 

Self-tests on capability. 

New immigrant messaging. 

Online games (like FENZ) 

Video education (like MSC). 

Iwi based programmes 

Community Aquatic Responder. 

Australasian/ national signage standards. 



Resilience 


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’. 

BP renewal 

(ends Dec 20) 

TSB renewal 

(ends Oct 22) 

DHL renewal 

(ends Aug 21) 

TFS renewal 

(ends Sep 21) 

KFC renewal 

(ends Jun 22) 

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. 

HPSNZ funding 

NZSAR fundingl 

Sport NZ funding 

Foundation donations 

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 

Provide Fatal Drowning Reports to the Coronial Service 



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 

Risk Management 

Closely monitor risks via a Risk Management Matrix & Mitigation Plan. Analyse ‘what if’ 

scenarios across all major risks and put in place appropriate mitigation actions. 

Begin investigation into impact 

of climate change on operations 

Build SLSNZ 

capability 

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 

future partnerships, including iwi. 

Strategic Partnerships 

– develop frameworks to 

evaluate potential new 

partners. 

Strategic 

Partnerships – 

ongoing build 

Build relationship – St Johns 

Build relationship – DPA 

Build relationship – NZ Stand Up Paddling 

Build relationship – NZ Fishing community 

Build relationship – Surfing NZ 

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

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

employee systems, use of IT. 

Key: 

Key initiatives 

Business as Usual activities 



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 $10.992m $10.606m $0.386m $2.340m $1.448m 

2019/20 (est)# $11.017m $10.336m $0.681m $2.794m $1.642m 

# 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 2019) of $1.07m equated to 7 weeks 

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

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 

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

catastrophic. 

Base revenues are largely unchanged from what they were 9 years ago (in 2010/11 revenue was 

$10.545m), as the organisation has to ‘battle to stay still. Sponsorship revenue has still not 

recovered from the $1m gap left by State Insurance’s departure and gaming-sourced grant 

revenue is well below historic levels. 

There are limits to ‘doing more with less’, and costs are only increasing over time. 

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 well above 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). 

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 maximise the results from the current model. 

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) 2017/18 

(actual) 

2018/19 

(actual) 

2019/20 

(Forecast) 

2020/21 

(Budget) 

2021/22 

(est) 

2022/23 

(est) 

Revenue 10.35 10.49 11.02 10.69 11.00 11.50 

Expenditure 9.96 9.93 10.34 10.30 10.55 11.05 

Net Operating Surplus 0.39 0.56 0.68 0.39 0.45 0.45 

plus Depreciation 0.35 0.22 0.25 0.25 0.20 0.20 

Less Capex 0.23 0.45 0.48 0.29 0.15 0.15 

Less change in Income in Advance 0.28 0.24 

=Cash Surplus 0.51 0.33 0.20 0.11 0.50 0.50 

Net Assets (Total Equity) 1.95 2.51 2.79 3.18 3.63 4.08 

Working Capital (SLSNZ) 1.04 1.37 1.57 1.68 2.18 2.68 

Foundation – accum funds 0.14 0.20 0.50 0.75 1.50 2.00 

Working Capital (inc Foundation) 1.57 2.14 2.43 3.68 4.68 

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. 



How will we measure success? 

From a Board perspective there is a set of three critical KPI’s: 

• KPI’s for the success of SLSNZ organisation. 

• KPI’s for the success of the Surf Life Saving movement. 

• KPI’s for the value we provide in drowning prevention. 

Actual targets for 2020/21 will be set once the actual results for the 2019/20 year are known. 

KPI Area KPI Measure Target 

SLSNZ Club Satisfaction (Annual Survey) >Last survey 

Staff Satisfaction (Annual Survey) >Last survey 

Net Equity (Year End Net Equity > budget) $x million 

Movement No. of beach drownings (Zero – last year was xx) Nil 

Member Satisfaction (Voice of Participant Survey results) >Last survey 

No. of clubs in operational crisis 

No. of clubs in financial crisis 

(Requiring assistance to continue 

operating) 

(Requiring assistance to continue 

operating) 

Nil 

Nil 

Value provided in 

drowning prevention 

No. of patrol hours. (Same or more than last year) >237,500 

No. of rescues/ lives saved 

No target – just compare to LY 

No. of people assisted to safety 

No. of first aid patients 

No. of searches. 

No. of preventative actions. 





No. of booked attendees at kids’ education events 

(Beach Ed bookings on or above budget – figs excl SLSNR) 23,000 



In addition, Management will look at performance against some additional KPI’s: 

Other Measures of Interest: SLSNZ 


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

Club Health actions in place for all clubs for 20/21 

(Target actions to be in place by 30 November 2020) 

Delivery of Regional Management Plans 

(Delivery of services for clubs completed as planned) 

No. of Members achieving higher qualifications 

(No. of awards above the SLGA) 

$ passed on to clubs 

(Cash payments to clubs) 

Volunteer Strategy 

(A volunteer strategy is developed and launched) 

100% 

100% 

>Last Year 

>Budget 

In Place 

National Sports Event Participation 

(Entries at the 11 main events are the same or above last year) 

Excellence & 

Innovation 

Change management process in place and working successfully 

Significant core service operational improvements/ innovations 

developed and/or implemented by SLSNZ 

Number of Staff H&S incidents 

Nil 

Leadership 

SLSNZ is an active participant in the water safety sector 

Resilience 

SLSNZ has in place a clear strategic direction and messaging 

Media coverage enhances the SLS brand and public understanding 

of what SLS does 

SLSNZ has in place effective communication channels 

SLSNZ co-ordinates a single voice working with Central 

Government and other key stakeholders 

SLSNZ Operates forums that facilitate interclub co-operation 

Net Operating Surplus above budget 

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

Retention of Grant Funding 

(Grant Income to meet or exceed budget) 

Confirmation of future revenues: 

• Sponsor renewals (at same or higher value). 

• New major sponsor(s) 

• SLSNZ Foundation 

• Government Funding 

CAPEX Spend vs. Budget 

Risk Management in place and working effectively 

Board Succession Plan in place 

$xx m 

$xx m 

$xx m 

$xx m 



Other Measures of Interest: Movement 


Support Clubs No. of club members (Same or more than last year) 

No. of beaches patrolled 

Average hours/ lifeguard 

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 

(Same or more than last year) 

(Same or less than last year) 







No. of drownings between the flags (Target always zero) Zero 

Excellence & 

Innovation 

No. of members needing 1 st Aid 

No. of notifiable member injuries 

(in-patient hospitalization) 

(Down 5% on last year) 

(Target of Nil vs x last year) 

0 

Leadership 

Consistent & aligned messaging internally and externally 

Increasing interclub engagement and co-operation 

Resilience No. of clubs in financial crisis with urgent need to rebuild facilities Nil 

No. if incidents resulting in significant reputational risk for the 

movement. 

Nil

SLSNZ Strategy - 2020-21 Three year summary v3

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