SLSNZ Strategy - 2022-25 Three year summary

Surf Life Saving New Zealand
Three Year Strategic Overview
& Management Plan
2022/23 – 2024/25
Version: 2.0
Date: 20 November 2022
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

2022/23 Surf Life Saving New Zealand Strategy Map
Vision
SLSNZ Purpose
Movement Purpose
No one drowns at our beaches
To lead and support Surf Life Saving in New Zealand in partnership with member clubs
To enable all beach goers to enjoy our beaches safely
Strategic
Pillars
Outcomes
Support Clubs & Members Excellence & Innovation Leadership Resilience
• SLSNZ supports clubs to deliver
high quality services tailored to their
community’s needs.
• SLSNZ supports clubs to enhance
membership growth, retention and
engagement.
• Member development pathways
motivate, reward and upskill the
volunteer workforce.
• Members feel that their culture is
respected and reflected in the
culture of SLSNZ.
• Health, safety and wellbeing is at
the forefront of everything SLSNZ
does.
• SLSNZ is a high performing
organisation that is agile, and future
focussed 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 is 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 supports the movement in
developing a shared vision and a
collaborative pathway to achieving that
vision.
• SLSNZ embraces and encourages
diversity in membership and
leadership.
• SLSNZ provides a platform for the
voice of youth and leadership
opportunities for youth.
• 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.
• SLSNZ recognised the unique
relationship with the coastal
environment and works with
stakeholders to minimise the risks to
that environment.
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 at 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 &
Members
Excellence
&
Innovation
Leadership
Resilience
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 &
MEMBERS
Deliver services and support to members and
clubs.
Develop our people.
Deliver a nationwide lifesaving 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.
Key for Activities on following pages:
Business as Usual activities
Other Key initiatives
Central Government Funding
FED Funding

Support Clubs & Members
High Level action 2022/23 2023/24 2024/25
Deliver services
and support to
members and clubs
(Via Regional
Management Plans
and National
initiatives)
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.
Develop & Implement Volunteer Strategy (incl Diversity) incorporating Women in Lifesaving
initiatives and Volunteer Strategy Workgroup.
Volunteer Strategy working group.
Volunteer census.
Charter/ Code of Conduct/ grievance and disciplinary process.
Implement the Club Development strategy, incl updated Club Health Indicators
2023 Voice of Participant survey
Implement distribution of Central Govt Funding for Club Opex
Implement opportunities for central purchasing and asset
management to lower cost and build efficiencies.
Implement distribution of Central Govt Funding for Club Capex including a National Facilities
Plan.
Investigate and mplement lower cost building solutions
Develop our People
Ongoing running and enhancement of Member Pathways – curriculum, communication and
member understanding of them, moderation, review & refresh courses and develop new
qualifications. Build in greater use of mentors. See Detailed Task List for full list.

Develop our People
(cont’d)
Deliver & enhance Member Recognition programmes - Regional & national Honours & Awards,
SAR Awards
Promote & expand external opportunities to members (e.g. SAR Training, Duke of Ed Awards)
Deliver bp Leaders for Life programme
Complete rollout of updated First Aid framework
Develop a SAR specific qualifications and training programme for squad members
Implement a plan for Club Welfare Officer/ Peer Support training.
Expand range of qualifications on online learning platform.
Review and redevelop Junior Surf and Rookie
Lifeguard programmes
Cultural Capability journey
Deliver a
nationwide
lifesaving sport
programme
Maintain, develop and promote the sport ‘system’ as the platform for the growth of sport and
as a key recruitment and retention platform for lifeguarding. Includes:
Implement volunteer support structures
Rules of engagement for club events
Implement Coach Development review recommendations
Develop Sport KPI’s and measure against them
Deliver a popular, safe and sustainable National & Regional Events programmes and improve
opportunities and experiences for lifesaving sport participants – Athletes, Administrators,
Coaches, Officials and Event Support. Core to this is developing and implementing an Event
Strategy
Encourage more cross-regional co-operation and support
Review overall Sport Strategy
Deliver a high
performance sport
programme
Deliver and build on the High Performance System
Undertake targeted campaigns that prepare our teams to win LWC 2022 (Italy) and LCW 2024
(Gold Coast) World Championship Teams and IRB Teams (when held) events.
Review HP Strategy.

Excellence & Innovation
High Level action 2022/23 2023/24 2024/25
Operational
Excellence
Continuously monitor and look to improve national operating standards:
Complete development and rollout of NSOP’s, CSOP’s and SAR SOP’s and audit. Operate
National & local lifesaving committees. Update policies and regulations.
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.
Develop process for working with suppliers. RWC working group for craft & spec
development. Improve processes around use of Methoxy and other drugs.
Run the Paid Lifeguard Programme:
All aspects of this service.
Document and implement co-ordinated annual plans for: Sport, Lifesaving, Member
Education, Community Education, Club Development, SAR and Health, Safety & Welfare.
PAM database: address immediate issues and manage plan for ongoing enhancements.
Includes training resources, Patrol App, upgrade pathway and Power Bi.
Continue to develop protocols and guidance for operating in a
Covid-19 environment for club and SLSNZ operations.
Implement actions arising from Operational Risk review
Implement plan for better meeting information needs (Litmus Study)
Complete and Implement IT Strategy, incl
Core infrastructure upgrades (software & hardware)
Clear pathway on development initiatives.
Update interim H&S App for online
risk assessments and H&S reporting.
Implement FED Funding of nationwide expansion of digital radio network and national
comms centre.
Rollout Patrol App to activate SAR callout squads, incl H&S reporting/ ORA and PAM interface
Continue updating Lifesaving Partnership Agreement framework
Implement External Event Safety Strategy
Improve Health, Safety & Welfare System
Monitor KPMG H&S Audit actions, review operational policies for H&S compliance,
provide additional resources and training for clubs, develop club welfare officer/ peer
support strategy, monitor notifiable incidents and investigate & share learnings from
these.

Operational
Innovation
Actively encourage & support a pipeline of innovation from clubs and advisory committees.
Develop frameworks to generate and follow up ideas.
Coastal Supervision & Surveillance Reports: Managed Nationwide rollout
Complete assessments for all key beaches & regions: 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. Drones
Drifters
Patrol and SAR duty officer concept to be developed as viable nationally.
Work with Councils as Safeswim programme rolls out nationwide
Continue roll out Rescue Water Craft licensing & training for clubs.
Keep building national structure/framework for SAR squads.
Squad registration via MOU process, rescue asset database, volunteer SAR advisory group,
participation in SAREX events, clarity on flood response role/ capability. See Detailed Task
List for full list of activities.
Refine & improve National SAR School/ Summits.
Work with NEMA to establish tasking command structure for flood deployment.
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
High Level action 2022/23 2023/24 2024/25
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. Implement Governance Review outcomes
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.
Play a leading role in water safety, SAR, education & lifesaving sectors, using an evidence
based approach. Key activities include
Annual publication of the National Beach & Coastal Safety Report.
Fatality process
Reports for Coronial Service
Research – Coastal Usage/ SLSNZ data review
Community Engagement Reports
Contribute to the delivery of the Wai Ora (Water Safety Sector) Strategy 2025
Maintain and build relationships with other emergency service organisations, especially
Coastguard, LandSAR, Police, NZSAR, St John, FENZ and NEMA where SLA’s in place.
.
Contribute to ILS via Board, Commission & Committee participation – at regional and global
levels
Contribute to knowledge hubs: Safer Boating Forum, WSNZ and SARdonyx
Investigate Safer Beaches Forum
National Signage Standards Update
Public Rescue Equipment Standards
Local Govt – provide Coastal Risk Assessments and Drowning reports

Community
Education
Enhance and promote core programmes: Beach Ed, Surf to School and City Nippers.
Trial & Rollout 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:
Safeswim/UoP Beach hazard modelling Rahui protocols
Community Aquatic Responder Surfer/ SUP Rescue 24/7
Rip current research/ mapping.
Augmented reality tools (like SLSA).
Self-tests on capability.
New immigrant messaging.
Online games (like FENZ)
Video education (like MSC).
Iwi based programmes

Resilience
High Level action 2022/23 2023/24 2024/25
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 renewal
(ends Oct 22)
TFS renewal
(ends Mar 22)
BP renewal
(ends Dec 23)
DHL renewal
(ends Aug 24)
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.
Government funded fundraising programme.
NZSAR funding
Sport NZ funding
HPSNZ funding
Foundation donations
Diversify income –
develop new
sources
Additional ‘Major’ partner and more regional partnerships
Local Government funding – continue to seek more support from Local Govt
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.
Look for opportunities for sport
to be more self-funding
Maintain a pipeline of new ideas to investigate

Risk Management
Annual Planning and Budgeting Cycle
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.
Continue 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. Implement and follow up annual staff surveys.
Continue to ensure SLSNZ has the physical infrastructure and equipment to deliver
national and regional operations to a high standard.
New Southern Region Office
Behind the scenes improvements/ innovation – Review BAU activities to improve
efficiency. Areas Include: Document management, Regulations, policies, processes,
employee systems, use of IT.
Strategic Partnerships – ongoing build (e.g. NIWA, St Johns, Surfing NZ, SUP NZ, DPA,
NZ Fishing, KASK)
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.

Financial Objectives
Below is the last few year’s financial performance for SLSNZ#:
Year Revenue Expenditure Profit/
(Loss)
Net Assets Working
capital
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 $11.694m $10.572m $1.124m $3.465m $2.440m
2020/21 $19.014m $18.371m $0.643m $4.145m $2.355m
2021/22 $20.323m $20.170m $0.153m $4.228m $2.037m
# Including the SLSNZ Foundation
While the last six years have continued to be positive steps in building the financial resilience of SLSNZ,
the organisation remains vulnerable. The key issues are:
While it has improved significantly, SLSNZ (excluding the Foundation) still only has working
capital to the equivalent of 5 weeks expenditure, so additional reserves need to be built up.
There is still significant risk associated with revenue, with some $1m per annum classified as
‘high risk’. While only having 5% of revenue that is in this category looks good on paper, the
sheer scale of that amount compared to the budgeted surplus and the level of reserves is where
the problem occurs.
The financial priorities for SLSNZ remain as:
Building a balance sheet with reserves that can better sustain the organisation if a major funding
shock was to occur. A reserves policy has now been set with the objective of building SLSNZ
working capital to a level of $5.5 million (approx. 6 months expenditure excluding passthrough
Government Funding).
Security and certainty – continue to reduce the reliance on short term high risk funding sources.
Ongoing growth in revenue and profitability.
While in a much better situation than previous years with the SLSNZ Foundation and a contribution from
Central Government, the reality is that the organisation must keep a very close eye on its financial health
for the next few years at least. Targets will be aggressive to maintain the pressure on this aspect of
performance.
BUDGETS ($m)
($m) 2019/20
(actual)
2020/21
(actual)
2021/22
(actual)
2022/23
(budget)
2023/24
(est)
2024/25
(est)
Revenue 11.69 19.01 20.3 24.4 24.00 24.00
Expenditure 10.57 18.37 20.2 22.4 23.50 23.50
Net Operating Surplus 1.12 0.64 0.1 2.0 0.50 0.50
plus Depreciation 0.23 0.26 0.3 0.3 0.25 0.25
Less Capex 0.36 0.32 0.6 2.4 0.30 0.30
+/- change in Income in Advance -0.28 +1.56 +1.85 -3.6 - -
=Cash Surplus 0.71 2.14 1.65 -3.56 0.45 0.45
Net Assets (Total Equity) 3.46 4.14 4.23 6.33 6.78 7.23
Working Capital (SLSNZ) 1.71 1.61 2.00 1.70 2.20 2.70
Foundation – accum funds 0.75 0.75 0.75 1.25 1.75 2.25
Working Capital (inc Foundation) 2.44 2.36 2.75 2.95 3.45 4.95
Notes:
Revenue and Expenditure for 2022/23 through to 2024/25 excludes any SLSNZ Foundation Revenue. Foundation
funds are only included in the bottom four lines of the table.

All Capital Expenditure (Capex) has to be funded from the Operating Surplus before any of the surplus can be directed
towards reserves.
How will we measure success?
The Board has set the following core KPI’s for the organisation:
KPI Area KPI Measure 2021/22 Target
SLSNZ Club Satisfaction (Ann Survey. LY 51% Favourable) 51% or more
Staff Satisfaction (Ann Survey. LY 71% Favourable) 71% or more
Net Equity (excl Foundation) (Year End Net Equity > budget) >$1.738m
Movement No. of beach drownings (Calendar year) Zero
Member Satisfaction (Voice of Participant Survey results) >Last survey
No. of clubs in operational crisis (Need assistance to continue operating) Nil
No. of clubs in financial crisis (Need assistance to continue operating) Nil
Value provided in
drowning prevention
No. of patrol hours. (Same or more than last year) >228,883
No. of rescues/ lives saved No target – just compare to LY 726
No. of people assisted to safety No target – just compare to LY 1,528
No. of first aid patients No target – just compare to LY 1,692
No. of searches. No target – just compare to LY 388
No. of preventative actions. No target – just compare to LY 107,488
No. of booked attendees at kids’ education events
(Beach Ed attended on or above budget – figs excl SLSNR) 23,000