SLSNZ Strategy - 2022-25 Three year summary

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Surf Life Saving New Zealand<br />

<strong>Three</strong> Year Strategic Overview<br />

& Management Plan<br />

<strong>2022</strong>/23 – 2024/<strong>25</strong><br />

Version: 2.0<br />

Date: 20 November <strong>2022</strong><br />

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

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

<strong>2022</strong>/23 Surf Life Saving New Zealand <strong>Strategy</strong> Map<br />

Vision<br />

<strong>SLSNZ</strong> Purpose<br />

Movement Purpose<br />

No one drowns at our beaches<br />

To lead and support Surf Life Saving in New Zealand in partnership with member clubs<br />

To enable all beach goers to enjoy our beaches safely<br />

Strategic<br />

Pillars<br />

Outcomes<br />

Support Clubs & Members Excellence & Innovation Leadership Resilience<br />

• <strong>SLSNZ</strong> supports clubs to deliver<br />

high quality services tailored to their<br />

community’s needs.<br />

• <strong>SLSNZ</strong> supports clubs to enhance<br />

membership growth, retention and<br />

engagement.<br />

• Member development pathways<br />

motivate, reward and upskill the<br />

volunteer workforce.<br />

• Members feel that their culture is<br />

respected and reflected in the<br />

culture of <strong>SLSNZ</strong>.<br />

• Health, safety and wellbeing is at<br />

the forefront of everything <strong>SLSNZ</strong><br />

does.<br />

• <strong>SLSNZ</strong> is a high performing<br />

organisation that is agile, and future<br />

focussed as it successfully delivers<br />

to the needs of its stakeholders.<br />

• <strong>SLSNZ</strong> has a culture of innovation<br />

and continuous improvement,<br />

responding to strategic<br />

opportunities where appropriate.<br />

• Change is professionally<br />

implemented with consultation and<br />

communication that results in<br />

commitment and ongoing<br />

engagement of the movement.<br />

• <strong>SLSNZ</strong> enhances its position as one of<br />

the lead agencies for drowning<br />

prevention in NZ and the primary<br />

agency for beach and coastal safety.<br />

• The value of Surf Life Saving is well<br />

understood by all stakeholders and the<br />

brand is highly recognised, respected<br />

and continuously enhanced.<br />

• <strong>SLSNZ</strong> supports the movement in<br />

developing a shared vision and a<br />

collaborative pathway to achieving that<br />

vision.<br />

• <strong>SLSNZ</strong> embraces and encourages<br />

diversity in membership and<br />

leadership.<br />

• <strong>SLSNZ</strong> provides a platform for the<br />

voice of youth and leadership<br />

opportunities for youth.<br />

• <strong>SLSNZ</strong> and clubs are financially sound<br />

and sustainable.<br />

• Strategies are in place to grow<br />

revenues from commercial partners,<br />

funders and central & local government<br />

so <strong>SLSNZ</strong> and the movement have a<br />

strong platform from which to meet<br />

future needs.<br />

• The <strong>SLSNZ</strong> Foundation is promoted<br />

and grown to become a significant<br />

source of funding for <strong>SLSNZ</strong> and the<br />

movement.<br />

• Strategic risks to the organisation and<br />

the movement are identified and<br />

appropriately mitigated.<br />

• <strong>SLSNZ</strong> recognised the unique<br />

relationship with the coastal<br />

environment and works with<br />

stakeholders to minimise the risks to<br />

that environment.<br />

Values Credible Transparent Passionate Aspirational<br />

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

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

<strong>SLSNZ</strong> Management Plan<br />

Strategic Overview:<br />

Our Vision<br />

No one drowns at our beaches<br />

Our Purpose<br />

To lead and support surf life saving in NZ<br />

in partnership with member clubs<br />

Our Values<br />

• Credible<br />

• Transparent<br />

• Passionate<br />

• Aspirational<br />

Strategic Priorities<br />

Support<br />

Clubs &<br />

Members<br />

Excellence<br />

&<br />

Innovation<br />

Leadership<br />

Resilience<br />

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

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

Priorities<br />

High Level <strong>SLSNZ</strong> Actions<br />


CLUBS &<br />


<br />

<br />

<br />

<br />

Deliver services and support to members and<br />

clubs.<br />

Develop our people.<br />

Deliver a nationwide lifesaving sports programme<br />

Deliver a high performance programme.<br />


AND<br />


<br />

<br />

Operational Excellence.<br />

Operational Innovation.<br />


<br />

<br />

<br />

<br />

National Alignment<br />

Improve communications with stakeholders<br />

Enhance position as a lead agency for drowning<br />

prevention.<br />

Community Education<br />


<br />

<br />

<br />

<br />

Maximise/ optimise existing revenues<br />

Diversify income – develop new sources.<br />

Risk Management.<br />

Build <strong>SLSNZ</strong> capability.<br />

Key for Activities on following pages:<br />

Business as Usual activities<br />

Other Key initiatives<br />

Central Government Funding<br />

FED Funding

Support Clubs & Members<br />

High Level action <strong>2022</strong>/23 2023/24 2024/<strong>25</strong><br />

Deliver services<br />

and support to<br />

members and clubs<br />

(Via Regional<br />

Management Plans<br />

and National<br />

initiatives)<br />

Provide & promote programmes to assist clubs operate:<br />

NZLGB funding, national insurance scheme, preferential purchasing arrangements, coordinating<br />

national and regional activities.<br />

Club Health initiatives to drive tailored support for individual clubs and monitor performance<br />

of key functions (e.g. lifesaving capability).<br />

Provide best practice resources via accessible channels:<br />

Focus on priority areas e.g. Member Welfare, member retention & recruitment tools, member<br />

protection templates, operational risk assessment. Continually look to improve access<br />

channels – e.g. online, webinar, workshops.<br />

Annual Club Surveys to assess satisfaction and priority areas for development.<br />

Develop & Implement Volunteer <strong>Strategy</strong> (incl Diversity) incorporating Women in Lifesaving<br />

initiatives and Volunteer <strong>Strategy</strong> Workgroup.<br />

Volunteer <strong>Strategy</strong> working group.<br />

Volunteer census.<br />

Charter/ Code of Conduct/ grievance and disciplinary process.<br />

Implement the Club Development strategy, incl updated Club Health Indicators<br />

2023 Voice of Participant survey<br />

Implement distribution of Central Govt Funding for Club Opex<br />

Implement opportunities for central purchasing and asset<br />

management to lower cost and build efficiencies.<br />

Implement distribution of Central Govt Funding for Club Capex including a National Facilities<br />

Plan.<br />

Investigate and mplement lower cost building solutions<br />

Develop our People<br />

Ongoing running and enhancement of Member Pathways – curriculum, communication and<br />

member understanding of them, moderation, review & refresh courses and develop new<br />

qualifications. Build in greater use of mentors. See Detailed Task List for full list.

Develop our People<br />

(cont’d)<br />

Deliver & enhance Member Recognition programmes - Regional & national Honours & Awards,<br />

SAR Awards<br />

Promote & expand external opportunities to members (e.g. SAR Training, Duke of Ed Awards)<br />

Deliver bp Leaders for Life programme<br />

Complete rollout of updated First Aid framework<br />

Develop a SAR specific qualifications and training programme for squad members<br />

Implement a plan for Club Welfare Officer/ Peer Support training.<br />

Expand range of qualifications on online learning platform.<br />

Review and redevelop Junior Surf and Rookie<br />

Lifeguard programmes<br />

Cultural Capability journey<br />

Deliver a<br />

nationwide<br />

lifesaving sport<br />

programme<br />

Maintain, develop and promote the sport ‘system’ as the platform for the growth of sport and<br />

as a key recruitment and retention platform for lifeguarding. Includes:<br />

Implement volunteer support structures<br />

Rules of engagement for club events<br />

Implement Coach Development review recommendations<br />

Develop Sport KPI’s and measure against them<br />

Deliver a popular, safe and sustainable National & Regional Events programmes and improve<br />

opportunities and experiences for lifesaving sport participants – Athletes, Administrators,<br />

Coaches, Officials and Event Support. Core to this is developing and implementing an Event<br />

<strong>Strategy</strong><br />

Encourage more cross-regional co-operation and support<br />

Review overall Sport <strong>Strategy</strong><br />

Deliver a high<br />

performance sport<br />

programme<br />

Deliver and build on the High Performance System<br />

Undertake targeted campaigns that prepare our teams to win LWC <strong>2022</strong> (Italy) and LCW 2024<br />

(Gold Coast) World Championship Teams and IRB Teams (when held) events.<br />

Review HP <strong>Strategy</strong>.

Excellence & Innovation<br />

High Level action <strong>2022</strong>/23 2023/24 2024/<strong>25</strong><br />

Operational<br />

Excellence<br />

Continuously monitor and look to improve national operating standards:<br />

Complete development and rollout of NSOP’s, CSOP’s and SAR SOP’s and audit. Operate<br />

National & local lifesaving committees. Update policies and regulations.<br />

Follow new consultation model for change management.<br />

Support clubs in obtaining the best appropriate equipment and facilities:<br />

IRBs, rescue equip, vehicles, first aid, buildings, signage, systems, comms & technology.<br />

Develop process for working with suppliers. RWC working group for craft & spec<br />

development. Improve processes around use of Methoxy and other drugs.<br />

Run the Paid Lifeguard Programme:<br />

All aspects of this service.<br />

Document and implement co-ordinated annual plans for: Sport, Lifesaving, Member<br />

Education, Community Education, Club Development, SAR and Health, Safety & Welfare.<br />

PAM database: address immediate issues and manage plan for ongoing enhancements.<br />

Includes training resources, Patrol App, upgrade pathway and Power Bi.<br />

Continue to develop protocols and guidance for operating in a<br />

Covid-19 environment for club and <strong>SLSNZ</strong> operations.<br />

Implement actions arising from Operational Risk review<br />

Implement plan for better meeting information needs (Litmus Study)<br />

Complete and Implement IT <strong>Strategy</strong>, incl<br />

Core infrastructure upgrades (software & hardware)<br />

Clear pathway on development initiatives.<br />

Update interim H&S App for online<br />

risk assessments and H&S reporting.<br />

Implement FED Funding of nationwide expansion of digital radio network and national<br />

comms centre.<br />

Rollout Patrol App to activate SAR callout squads, incl H&S reporting/ ORA and PAM interface<br />

Continue updating Lifesaving Partnership Agreement framework<br />

Implement External Event Safety <strong>Strategy</strong><br />

Improve Health, Safety & Welfare System<br />

Monitor KPMG H&S Audit actions, review operational policies for H&S compliance,<br />

provide additional resources and training for clubs, develop club welfare officer/ peer<br />

support strategy, monitor notifiable incidents and investigate & share learnings from<br />


Operational<br />

Innovation<br />

Actively encourage & support a pipeline of innovation from clubs and advisory committees.<br />

Develop frameworks to generate and follow up ideas.<br />

Coastal Supervision & Surveillance Reports: Managed Nationwide rollout<br />

Complete assessments for all key beaches & regions: Includes identifying better signage,<br />

appropriate patrol resources & timings, capability & infrastructure needs outside patrol hours<br />

and relationships with external agencies. Ensure data is stored in a central repository that is<br />

accessible and presents data in a way that meets stakeholders needs.<br />

Continue to investigate, develop, trial and implement new ideas<br />

e.g. Drones<br />

Drifters<br />

Patrol and SAR duty officer concept to be developed as viable nationally.<br />

Work with Councils as Safeswim programme rolls out nationwide<br />

Continue roll out Rescue Water Craft licensing & training for clubs.<br />

Keep building national structure/framework for SAR squads.<br />

Squad registration via MOU process, rescue asset database, volunteer SAR advisory group,<br />

participation in SAREX events, clarity on flood response role/ capability. See Detailed Task<br />

List for full list of activities.<br />

Refine & improve National SAR School/ Summits.<br />

Work with NEMA to establish tasking command structure for flood deployment.<br />

Future Operational<br />

Model(s) –define<br />

options from key<br />

perspectives –<br />

clubs, public,<br />

funders etc<br />

Future<br />

Operational<br />

Model(s) –<br />

consultation<br />

(internal &<br />

external) on<br />

potential options/<br />

outcomes.<br />

Future<br />

Operational<br />

Model(s) –clarify<br />

pathways, pilotreview-refine,<br />

start to<br />


Leadership<br />

High Level action <strong>2022</strong>/23 2023/24 2024/<strong>25</strong><br />

National<br />

Alignment<br />

Regular engagement programme for Club Chairs – regionally and nationally. Support local<br />

committee structures and maintain Regional engagement. Communications the core focus.<br />

Actively facilitate sharing of information, best practice initiatives & collaboration between clubs.<br />

Closer relationships with Northern Region. Implement Governance Review outcomes<br />

Test club interest in specialist topic forums.<br />

Improve<br />

communications<br />

with stakeholders<br />

Enhance and promote the surf lifesaving brand on a national level.<br />

Develop and implement a marketing strategy to better tell our story (what to say and via what<br />

channel).<br />

Proactive internal communications strategy and workplan: Improve effective two –way<br />

communication channels across the movement.<br />

Continue to deliver and enhance the stakeholder relationship strategy:<br />

Stakeholders include members, clubs, commercial partners, funders, local and central<br />

government, sector partners, emergency services, ILS and international SLS organisations,<br />

media locally and offshore and the general public.<br />

<strong>SLSNZ</strong> website update.<br />

Enhance position<br />

as a lead agency<br />

for drowning<br />

prevention.<br />

Play a leading role in water safety, SAR, education & lifesaving sectors, using an evidence<br />

based approach. Key activities include<br />

Annual publication of the National Beach & Coastal Safety Report.<br />

Fatality process<br />

Reports for Coronial Service<br />

Research – Coastal Usage/ <strong>SLSNZ</strong> data review<br />

Community Engagement Reports<br />

Contribute to the delivery of the Wai Ora (Water Safety Sector) <strong>Strategy</strong> 20<strong>25</strong><br />

Maintain and build relationships with other emergency service organisations, especially<br />

Coastguard, LandSAR, Police, NZSAR, St John, FENZ and NEMA where SLA’s in place.<br />

.<br />

Contribute to ILS via Board, Commission & Committee participation – at regional and global<br />

levels<br />

Contribute to knowledge hubs: Safer Boating Forum, WSNZ and SARdonyx<br />

Investigate Safer Beaches Forum<br />

National Signage Standards Update<br />

Public Rescue Equipment Standards<br />

Local Govt – provide Coastal Risk Assessments and Drowning reports

Community<br />

Education<br />

Enhance and promote core programmes: Beach Ed, Surf to School and City Nippers.<br />

Trial & Rollout Water Skills for Life - Beach<br />

Implement Community Education programmes working closely with communities, partners<br />

and other sector agencies, especially WSNZ on joint initiatives and public education<br />

campaigns.<br />

Develop, trial and implement new ideas<br />

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

Safeswim/UoP Beach hazard modelling Rahui protocols<br />

Community Aquatic Responder Surfer/ SUP Rescue 24/7<br />

Rip current research/ mapping.<br />

Augmented reality tools (like SLSA).<br />

Self-tests on capability.<br />

New immigrant messaging.<br />

Online games (like FENZ)<br />

Video education (like MSC).<br />

Iwi based programmes

Resilience<br />

High Level action <strong>2022</strong>/23 2023/24 2024/<strong>25</strong><br />

Maximise/<br />

optimise existing<br />

revenues<br />

Sponsors/ Commercial Partners:<br />

Maintain relationships, improving service delivery, add new revenue dimensions to existing<br />

relationships and assist sponsors to tell their ‘story’.<br />

TSB renewal<br />

(ends Oct 22)<br />

TFS renewal<br />

(ends Mar 22)<br />

BP renewal<br />

(ends Dec 23)<br />

DHL renewal<br />

(ends Aug 24)<br />

KFC renewal<br />

(ends Jun 22)<br />

Grants: Maintain relationships, processes and returns from grant applications. Focus on<br />

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

Fundraising: Where funding available invest more in core programmes, especially Direct<br />

Mail and regular giving programmes to reduce reliance on gaming grants.<br />

Government funded fundraising programme.<br />

NZSAR funding<br />

Sport NZ funding<br />

HPSNZ funding<br />

Foundation donations<br />

Diversify income –<br />

develop new<br />

sources<br />

Additional ‘Major’ partner and more regional partnerships<br />

Local Government funding – continue to seek more support from Local Govt<br />

Local Govt –engage LGNZ & DOC. Enshrine<br />

recognition and obligations in TLA document templates<br />

Define legal<br />

responsibilities of<br />

Central and Local<br />

Govt<br />

Investigate and implement other realistic new initiatives:<br />

Actions include: New commercial partners, new grant sources, new fundraising initiatives,<br />

Alumni initiatives, merchandise/licensing, new ventures.<br />

Look for opportunities for sport<br />

to be more self-funding<br />

Maintain a pipeline of new ideas to investigate

Risk Management<br />

Annual Planning and Budgeting Cycle<br />

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

scenarios across all major risks and put in place appropriate mitigation actions.<br />

Continue investigation into<br />

impact of climate change on<br />

operations<br />

Build <strong>SLSNZ</strong><br />

capability<br />

Ongoing <strong>SLSNZ</strong> Staff development, capability & succession planning programme and<br />

building of the team culture – living the values. Implement and follow up annual staff surveys.<br />

Continue to ensure <strong>SLSNZ</strong> has the physical infrastructure and equipment to deliver<br />

national and regional operations to a high standard.<br />

New Southern Region Office<br />

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

efficiency. Areas Include: Document management, Regulations, policies, processes,<br />

employee systems, use of IT.<br />

Strategic Partnerships – ongoing build (e.g. NIWA, St Johns, Surfing NZ, SUP NZ, DPA,<br />

NZ Fishing, KASK)<br />

Build a talent pool of external resources:<br />

Need access to skilled people on a short term basis who can assist<br />

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

up too much time but cannot be neglected.

Financial Objectives<br />

Below is the last few <strong>year</strong>’s financial performance for <strong>SLSNZ</strong>#:<br />

Year Revenue Expenditure Profit/<br />

(Loss)<br />

Net Assets Working<br />

capital<br />

2016/17 $9.542m $9.438m $0.104m $1.557m $0.538m<br />

2017/18 $10.352m $9.955m $0.397m $1.954m $1.045m<br />

2018/19 $10.992m $10.606m $0.386m $2.340m $1.448m<br />

2019/20 $11.694m $10.572m $1.124m $3.465m $2.440m<br />

2020/21 $19.014m $18.371m $0.643m $4.145m $2.355m<br />

2021/22 $20.323m $20.170m $0.153m $4.228m $2.037m<br />

# Including the <strong>SLSNZ</strong> Foundation<br />

While the last six <strong>year</strong>s have continued to be positive steps in building the financial resilience of <strong>SLSNZ</strong>,<br />

the organisation remains vulnerable. The key issues are:<br />

<br />

<br />

While it has improved significantly, <strong>SLSNZ</strong> (excluding the Foundation) still only has working<br />

capital to the equivalent of 5 weeks expenditure, so additional reserves need to be built up.<br />

There is still significant risk associated with revenue, with some $1m per annum classified as<br />

‘high risk’. While only having 5% of revenue that is in this category looks good on paper, the<br />

sheer scale of that amount compared to the budgeted surplus and the level of reserves is where<br />

the problem occurs.<br />

The financial priorities for <strong>SLSNZ</strong> remain as:<br />

Building a balance sheet with reserves that can better sustain the organisation if a major funding<br />

shock was to occur. A reserves policy has now been set with the objective of building <strong>SLSNZ</strong><br />

working capital to a level of $5.5 million (approx. 6 months expenditure excluding passthrough<br />

Government Funding).<br />

Security and certainty – continue to reduce the reliance on short term high risk funding sources.<br />

Ongoing growth in revenue and profitability.<br />

While in a much better situation than previous <strong>year</strong>s with the <strong>SLSNZ</strong> Foundation and a contribution from<br />

Central Government, the reality is that the organisation must keep a very close eye on its financial health<br />

for the next few <strong>year</strong>s at least. Targets will be aggressive to maintain the pressure on this aspect of<br />

performance.<br />

BUDGETS ($m)<br />

($m) 2019/20<br />

(actual)<br />

2020/21<br />

(actual)<br />

2021/22<br />

(actual)<br />

<strong>2022</strong>/23<br />

(budget)<br />

2023/24<br />

(est)<br />

2024/<strong>25</strong><br />

(est)<br />

Revenue 11.69 19.01 20.3 24.4 24.00 24.00<br />

Expenditure 10.57 18.37 20.2 22.4 23.50 23.50<br />

Net Operating Surplus 1.12 0.64 0.1 2.0 0.50 0.50<br />

plus Depreciation 0.23 0.26 0.3 0.3 0.<strong>25</strong> 0.<strong>25</strong><br />

Less Capex 0.36 0.32 0.6 2.4 0.30 0.30<br />

+/- change in Income in Advance -0.28 +1.56 +1.85 -3.6 - -<br />

=Cash Surplus 0.71 2.14 1.65 -3.56 0.45 0.45<br />

Net Assets (Total Equity) 3.46 4.14 4.23 6.33 6.78 7.23<br />

Working Capital (<strong>SLSNZ</strong>) 1.71 1.61 2.00 1.70 2.20 2.70<br />

Foundation – accum funds 0.75 0.75 0.75 1.<strong>25</strong> 1.75 2.<strong>25</strong><br />

Working Capital (inc Foundation) 2.44 2.36 2.75 2.95 3.45 4.95<br />

Notes:<br />

<br />

Revenue and Expenditure for <strong>2022</strong>/23 through to 2024/<strong>25</strong> excludes any <strong>SLSNZ</strong> Foundation Revenue. Foundation<br />

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<br />

towards reserves.<br />

How will we measure success?<br />

The Board has set the following core KPI’s for the organisation:<br />

KPI Area KPI Measure 2021/22 Target<br />

<strong>SLSNZ</strong> Club Satisfaction (Ann Survey. LY 51% Favourable) 51% or more<br />

Staff Satisfaction (Ann Survey. LY 71% Favourable) 71% or more<br />

Net Equity (excl Foundation) (Year End Net Equity > budget) >$1.738m<br />

Movement No. of beach drownings (Calendar <strong>year</strong>) Zero<br />

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

No. of clubs in operational crisis (Need assistance to continue operating) Nil<br />

No. of clubs in financial crisis (Need assistance to continue operating) Nil<br />

Value provided in<br />

drowning prevention<br />

No. of patrol hours. (Same or more than last <strong>year</strong>) >228,883<br />

No. of rescues/ lives saved No target – just compare to LY 726<br />

No. of people assisted to safety No target – just compare to LY 1,528<br />

No. of first aid patients No target – just compare to LY 1,692<br />

No. of searches. No target – just compare to LY 388<br />

No. of preventative actions. No target – just compare to LY 107,488<br />

No. of booked attendees at kids’ education events<br />

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

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