Surf Life Saving New Zealand Three Year Strategic Overview & Management Plan

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Surf Life Saving New Zealand Three Year Strategic Overview & Management Plan
Surf Life Saving New Zealand

            Three Year Strategic Overview
                 & Management Plan

                                2019/20 – 2021/22

                                   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                    No one drowns on our beaches
 SLSNZ Purpose             To lead and support surf life saving in New Zealand in partnership with member clubs
 Movement Purpose          To enable all beach goers to enjoy New Zealand beaches safely

   SLSNZ         Support Clubs to deliver core       Operational Excellence & Innovation                  National Leadership               Business Resilience and securing our
  Strategic      services to agreed standards                                                                                                    sustainable financial future
  Priorities:
  Outcomes      • To ensure a focused approach       • Improved consultation and decision      • While clubs are sovereign entities, the    • SLSNZ and member clubs to be in a
                  with available resources SLSNZ       making/ change management                 movement will gain greater collective        secure financial position.
                  will prioritise:                     process with clubs and other              impact by collaborating and heading in a   • SLSNZ to target $0.5m cash added to
                  o      providing support for         stakeholders.                             common direction.                            working capital each financial year via
                         club’s core operations      • A culture focused on improved           • Many voices with the same clear set of       income growth, new income streams
                         that result in saving         professional delivery of services and     messages to stakeholders,                    and cost control.
                         lives on NZ beaches.          clubs as the client.                      sponsors/funders and Government.           • Long term aim is to have one year’s
                  o      working with clubs that     • Member development pathways are         • Improved Internal Communications – the       Opex in reserves (approx. $9m).
                         are struggling to meet        attractive and understood.                membership is informed about what is       • SLSNZ Foundation to build a long term
                         minimum standards of                                                    going on and why, in a timely manner.
                                                     • SLSNZ innovation focus narrowed to                                                     funding base.
                         service delivery relevant
                                                       areas that support core service         • Improved External communication – more     • Progress a sustainable funding model
                         to their members,
                                                       delivery as the priority.                 people understand what we do and how         for the movement with support from
                         beaches and
                                                     • Clubs encouraged to be the source of      we operate.                                  Central and Local Government.
                         community.
                                                       innovation with SLSNZ to work with      • A leading presence in prevention and
                                                       them to spread the benefits across        education.
                                                       the movement.
                                                     • Improved health, safety and
                                                       wellbeing of staff and members.

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         Support Clubs to deliver core                 Operational Excellence &                        National Leadership                    Business Resilience and securing
 Strategic      services to agreed standards                         Innovation                                                                       our sustainable financial future
 Priorities
Measures      • All clubs have a POM in place        • Change management/ consultation            • Have in place a clear strategic direction   •   Net Operating Surplus above budget.
for SLSNZ       and are meeting it.                    process in place and working                 and messaging.                              •   Reserves/Equity above budget.
              • Club Health initiatives are in         successfully.                              • A single voice working with Central         •   Retention of grant funding.
                place for all clubs.                 • Significant core service operational         Government and other key stakeholders.      •   Confirmation of future revenues.
              • Delivery of Regional                   improvements/ innovations                  • Media coverage enhances the SLS brand       •   Capital programmes completed as
                Management plans.                      developed and/or implemented by              and public understanding of what SLS            planned.
              • A Volunteer Strategy is                SLSNZ.                                       does.
                developed and implemented            • Staff Satisfaction.                        • Effective internal communications
                                                     • Staff H&S.                                   channels.
                                                                                                  • Successful national beach safety
                                                                                                    education programmes and campaigns.

Measures      • No. of clubs in operational crisis   •   No. of refreshed lifeguards.             • Consistent & aligned messaging              • No. of clubs in financial crisis (target =
 for the        (target = nil)                       •   Retention rate of lifeguards.              internally and externally.                    nil).
movement      • No. of club members.                 •   No. of new lifeguards.                   • Increasing interclub engagement and co-
              • No. of beaches & satellite           •   No. of new IRB drivers.                    operation (e.g. lifeguarding, sport,
                locations patrolled.                 •   No. of refreshed IRB drivers.              development initiatives, knowledge
              • No. of patrol hours.                 •   No. of First Aid awards.                   sharing).
              • Average hours per lifeguard.         •   Participation in other awards and dev.
              • No. of beach drownings.                  opportunities.
              • No. of drownings between the         •   No. of serious member injuries.
                flags.                               •   No. of member first aids.
              • No. of rescues/ lives saved.         •   Significant operational improvement
              • No. of people assisted to                ideas/ innovations developed by
                safety.                                  clubs.
              • No. of first aid patients.           •   Member/ club satisfaction.
              • No. of searches.
              • No. of preventative actions.

 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                Operational                National               Business
              Clubs to               Excellence                Leadership              Resilience
               deliver                   &                                            & securing
                core                 Innovation                                           our
             services to                                                              sustainable
               agreed                                                                    future
             standards

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             Deliver services and support to members and
                      clubs.
                     Develop our people.
  CLUBS
                     Deliver a nationwide surf sports programme
                     Deliver a high performance programme.

OPERATIONAL
EXCELLENCE            Operational Excellence.
   AND                Operational Innovation.
INNOVATION

                     National Alignment
 NATIONAL            Improve communications with stakeholders
                     Position SLS as an essential rescue service and a
 LEADERSHIP           key player in the community.
                     Community Education

 BUSINESS            Maximise/ optimise existing revenues
                     Diversify income – develop new sources.
                     Generate cash to rebuild reserves.
RESILIENCE
                     Build SLSNZ capability.
Support Clubs to deliver core services to agreed
                                       standards

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

Deliver services     Deliver training & development programmes for lifeguards & club administrators:
and support to       Skill Development/ member pathways, leadership programmes, PAM.
members and clubs

(Via Regional         Provide programmes to assist clubs operate:
Management Plans      NZLGB funding, national insurance scheme, preferential purchasing arrangements, co-
                      ordinating national and regional activities.
and National
initiatives)
                     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.

Deliver a             Deliver a popular, safe and sustainable National & Regional Events programmes.
nationwide surf
sports programme
                     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   Run the High Performance programme to win Rescue 2020 (Italy) and Rescue 2022
                    (Morocco) World Championship Teams events (assuming the format still exists).
programme

                    Update High Performance Strategy.
Operational Excellence & Innovation

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

Operational           Continuously monitor and look to improve national operating standards:
Excellence            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          Actively encourage & support a pipeline of innovation from lifesaving committees.
Innovation
                     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) –                Future Operational                  Future
                           define options from key                Model(s) – consultation             Operational
                        perspectives – clubs, public,             (internal & external) on          Model(s) –clarify
                                 funders etc                          potential options/            pathways, pilot-
                                                                         outcomes.                   review-refine,
                                                                                                        start to
                                                                                                      implement.
National Leadership

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

National            Regular engagement programme for Club Chairs – regionally and nationally. Support local
Alignment           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               Enhance and promote the surf lifesaving brand on a national level.
communications        Develop and implement a marketing strategy to better tell our story (what to say and via
with stakeholders     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     Play a leading role in water safety, SAR, education & lifesaving sectors, esp via WSNZ,
an essential        NZSAR and Civil Defence.
rescue service
and a key player
in the community.

Community            Enhance and promote core programmes: Beach Ed and if required Surf to School
Education
                     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).
Business Resilience and securing our sustainable
                                      financial future

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

Maximise/
optimise existing     Sponsors/ Commercial Partners:
                      Maintain relationships, improving service delivery, add new revenue dimensions to existing
revenues
                      relationships and assist sponsors to tell their ‘story’.

                      TSB partnership renewal
                          (ends Oct 19)

                                      KFC partnership
                                   renewal (ends May 20)

                                                           Foundation donations

                      Grants: Maintain relationships, processes and returns from grant applications. Focus on
                      rebuilding local/regional grants and a strong 2nd 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 –       Additional ‘Major’ partner and more regional partnerships
develop new
sources
                      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

Generate cash to      Target $0.5m+ per annum free cash after CAPEX to rebuild reserves. Tight control of
rebuild reserves      spending with more ‘earn before spending’ evolution of the business model.

                      Closely monitor risks: analyse ‘what if’ scenarios across all income streams.
Build SLSNZ                 Create capability – structure &
  capability                            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              Strategic Partnerships
                             parameters to the scope of                – develop frameworks to
                                   partnerships.                          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
Financial Objectives
 Below is the last few year’s financial performance for SLSNZ:

            Year            Revenue          Expenditure             Profit/        Net Assets           Working
                                                                     (Loss)                              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
            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 50th 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 gaming-
       related 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).

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 2017/18 2018/19         2019/20 2020/21      2021/22
                                   (actual) (actual) (F/cast)#    (Budget) (est)         (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.
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   Club Health tool in use with all clubs for 18/19                                      100%
     Deliver Core       (Target actions to be in place by 30 November 2018)
     Services
                        Delivery of Regional Management Plans                                                 100%
                        (Delivery of services for clubs completed as planned)

                        Net Operating Surplus above budget                                                   $0.133m
                        (Net Operating Surplus before adjustments to meet/ exceed budget)

     Business           Reserves/Equity above budget                                                         $1.91m+
     Resilience         (Year End Net Assets/Total Equity to meet or exceed target)

                        Retention of Grant Funding                                                          $3.288m+
                        (Grant Income to meet or exceed budget)

                        CAPEX Projects completed as planned                                                  $0.15m
                        (Budgeted capital spend has been achieved)

                        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        Staff satisfaction
     Excellence &       (Staff satisfaction surveys show satisfaction is at a good level)                 As good as LY
     Innovation
                        Staff health, safety & wellbeing
                        (Reducing number of serious staff health & safety incidents)                       Less than LY

                        Change management process in place and working successfully                        Working well

                        Significant core service operational improvements/ innovations developed and/or     At least 2
                        implemented by SLSNZ

     National           Clear strategic direction and messaging                                              In place
     Leadership
                        Single voice when working with Central Government & other key stakeholders           In place

                        Media coverage enhances the SLS brand and public understanding                    Positive impact

                        Effective internal communication channels                                          Working well

                        Successful national beach safety education programmes & campaigns
                        (Beach Ed attendances on or above budget – figs excl SLSNR)                           23,000
                        (No. of high profile community education campaigns)                                    TBC
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           No. of clubs in financial crisis        (Requiring assistance to continue                        Nil
Resilience                                                 operating)
                   No. of refreshed lifeguards             (Same or more than last year)                          > 4,292

                   Retention rate of lifeguards            (Same or more than last year)                          > 86%
Operational
Excellence &       No. of new lifeguards.                  (Same or more than last year)                           >954
Innovation
                   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 1st Aid          (Down 5% on 83 last year)
National Sport Committee Terms of Reference
Type:                  Advisory Committee
Title:                 National Sport Committee (NSC)
Objective:             To assist SLSNZ in delivery and development of Surf Life Saving sport.
Responsible to:        Sport Manager (SM)
Updated:               June 2018

         Committee Structure:
1. The Sport Manager (SM) plus;
2. The NSC shall comprise of seven (7) other persons as set out below. These appointments may include
     representatives from within Surf Life Saving and other stakeholders or organisations.
3. The Chairperson will be a volunteer mpember of SLSNZ.
4. Other SLSNZ staff may be invited to attend NSC meetings by the NSC Chairman in order to provide the
     NSC with direct technical comment in their field of expertise.
5. A SLSNZ Board member will be an ex-officio liaison to the NSC to ensure a strong connection to the
     Board. This person will be appointed on an annual basis by the Board. They will have no voting rights.
6. A quorum shall be the Sport Manager or nominated person plus four (4) committee members with a
     minimum of three geographical members present.

         Appointment:
1.   Four (4) positions on the committee will be geographically endorsed (“geographic positions”) by each
     operational region of SLSNZ (i.e. one member from Northern, Eastern, Central and Southern). It is
     intended that where a region operates one regional sport committee, ideally the Chair of this committee
     will be the geographically endorsed member to sit on the NSC. Where a region has more than one
     sport committee (such as Central which has a sport committee for Taranaki, Capital Coast and Hawkes
     Bay), the Chairpersons of the respective local sport committees will endorse a representative
     (preferably one of the Chairs) to represent the region on the NSC. For continuity purposes two of the
     four will rotate off each year (ie the terms of all four regional members won’t end at the same time).
2.   Three (3) positions on the committee will be appointed (“appointed positions”). These will be selected
     by a panel following an open application process led by the SM, and endorsed by the SLSNZ Board.
     Where possible, a SLSNZ Board member will also be on the selection panel. For continuity purposes
     either one or two of the three will rotate off each year (ie all three appointed members won’t all finish at
     the same time).
3.   The Chairperson of the NSC will be appointed by the committee members at their first face-to face
     meeting each season (e.g. approximately May) and be re-elected by the committee on an annual basis.
4.   SLSNZ employees are not permitted to stand for or hold “appointed positions” or “geographic positions”
     on the NSC.
5.   The committee has the ability to co-opt on specialist skills if required.

                                       Surf Life Saving New Zealand | communications@surflifesaving.org.nz | www.surflifesaving.org.nz
Term:
1.   Subject to rotation, “Appointed positions” will be for a two (2) year term commencing 1 May.
2.   Subject to rotation, “Geographic positions” will be endorsed for a two (2) year term by the respective
     regional committees by 31 March for the following year commencing 1 May (unless otherwise notified
     by the SM).
3.   Existing members may stand / apply for a position on the NSC at the conclusion of any given term.

       Profile:
The following factors shall be taken into consideration when appointing members:
1.   The individual’s ability to think strategically and philosophically and contribute to the future development
         / direction of Surf Life Saving sport activities right across New Zealand.
2.   The individuals technical knowledge and understanding of Surf Life Saving sport, its policies,
     regulations and models of best practice.
3.   The mix of skills and experience required across the committee as a whole.

       Operating Principles:
1. Other permanent or temporary sport related committees may be established as sub-committees of the
     NSC.
2. The NSC may choose to co-opt a representative from any of these committees on a temporary (up to
     one year) basis.
3. It is anticipated there will be three face-to-face meetings of the committee each year, two of these will be
     built around SLSNZ events.
4. In addition, the NSC shall meet and/or communicate via teleconference or email as deemed necessary
     by the SM.
5. All NSC meetings shall be conducted with an Agenda agreed by the SM and Chairperson. NSC
     members may put forward agenda items to the Chairperson or SM for consideration.
6. Any personal or professional conflicts of interest with any items on an NSC agenda should be noted to
     the Chairperson at the start of the meeting.
7. For clear and consistent communication meeting minutes will be emailed to the NSC after the meeting
     has been held. Unclassified meeting minutes will be uploaded to the SLSNZ website.
8. The NSC and / or SM may create temporary working groups for specific projects. Any such working
     group shall have NSC representation and provide recommendations to the NSC to endorse.
9. For clear and consistent communication no statements will be made concerning the work of the NSC,
     other than back to the SM.
10. Members of the NSC are to be positive role models for all members of SLSNZ.
11. The NSC shall be united in supporting the positive implementation of the SLSNZ Sport Plan and
     subsequent decisions in a non-partisan manner.
12. Meetings, conference calls and any decisions made by email shall be recorded as minutes as deemed
     appropriate.
13. Committee members will act in the interests of Surf Life Saving overall, not just for the Region that they
     represent.
                                          Surf Life Saving New Zealand | communications@surflifesaving.org.nz | www.surflifesaving.org.nz
Work Plan Scope:
1.   Development, monitoring and evaluation of the Sport Strategy – in context to the SLSNZ strategic plan
     developed by the SLSNZ Board at the time.
2.   Technical rules of Surf Life Saving sport
3.   National sport policies
4.   Sport participation
5.   Event development
6.   Coach development
7.   Official development
8.   High Performance development
9.   Development of new, or evolution of existing, surf sport initiatives
10. Related review cycle activity
11. Sport related member recognition
12. Advice to the SM or delegated staff.

         Authority:
1. The purpose of the committee is to:
              a. Discuss and debate matters within the “Work Plan Scope” as listed above.
              b. Provide positive leadership and contribution to Surf Life Saving sport delivery and
                   development.
              c.   Provide the SLSNZ staff with advice, feedback and support.
2. Decisions on various agenda items of the NSC shall be recorded as “endorsed” or “not endorsed”.
3. Decisions from the NSC then are referred to the SM for adoption (or otherwise) OR are endorsed/not
     endorsed by the SM and forwarded to the CEO or Board depending on the required levels of delegation
     for the decision.
     See Appendix 2 on the following page for further clarity on the respective decision making roles of the NSC and
     SLSNZ.

         Meeting Administration Process:
         Chairman calls for agenda items four weeks from the meeting. Agenda items to be confirmed three
          weeks before the meeting to allow for the production of papers, reports etc.
         Agenda documentation and updated actions from the previous meeting are to be distributed one
          week before the meeting.
         Draft meeting minutes and action points to be circulated for confirmation via email within one week of
          the meeting, and final confirmed minutes within two weeks of the meeting.
         Action points to be updated and circulated by email at least once between meetings.
         Minutes are to be confidential to committee members but the Chairman’s Meeting Update to be
          made available to the membership on the SLSNZ website.
     See Appendix 1 on the following page for the NSC Meeting Schedule. See
     Appendix 3 for the NSC Sub Advisory Groups Meeting Schedule

                                         Surf Life Saving New Zealand | communications@surflifesaving.org.nz | www.surflifesaving.org.nz
Appendix 1: National Sport Committee Meeting Schedule (updated 20 June 2018) - EXAMPLE
                                                 Agenda          Agenda          Papers        Draft mins       Final Mins         Action List
   Month                NSC Meeting                                                                                                                                Other Committees
                                                Requests           Set            Sent            out              out              Updates
March                                                                                                                              Month End

April                                                                                                                              Month End         IRBSAG; SBSAG; SOAG

May               Sat 5/ Sun 6 (Chch)               9/4            23/4            30/4            9/5              11/5

June              Sat 30 (Well)                     1/6            11/6            20/6            6/6              11/7

July                                                                                                                               Month End         IRBSAG; SBSAG; SOAG

August            Sat 18/ Sun 19 (Auck)            16/07           30/7             6/8            24/8             29/8

September                                                                                                                          Month End

October                                                                                                                            Month End         IRBSAG; SBSAG; SOAG

November          Sat 3/ Sun 4 (Auck)               1/10           15/10          23/10            9/11            14/11

December                                                                                                                           Month End
2019
January                                                                                                                            Month End

February                                                                                                                           Month End

March                                                                                                                              Month End

April                                                                                                                              Month End         IRBSAG; SBSAG; SOAG

May               Sat 4/ Sun 5 (Chch)               9/4            23/4            30/4            9/5              11/5

June              Sat 30 (Well)                     1/6            11/6            20/6            6/6              11/7

        The intention is to have four NSC scheduled NSC meetings per year, all outside of the main competition period. All would be face-to-face. Other adhoc meetings can be arranged as
        necessary to deal with particular topics of urgency.

                                                                                                             Surf Life Saving New Zealand | communications@surflifesaving.org.nz | www.surflifesaving.org.nz
Appendix 2: Role Clarity

  As currently set out in the NSC Terms of Reference, the role of the NSC is ‘advisory’ in nature – to assist the
  Management and Board of SLSNZ in their decision making. The NSC has no decision making powers of its own beyond
  advising SLSNZ (via the Sport Manager) of their views on particular subjects.

  Whether a decision is ultimately made by the Sport Manager, CEO, SLSNZ Board or SLSNZ Membership (clubs) at an
  SGM or AGM is determined by the nature of the decision and the delegated levels of authority of the parties.

Typical Decision Topics                   Panel# role         NSC Role                      Mgt role              Board role
National sport policies.                                      Recommend                     Endorse               Endorse if req.
Technical sport rules                     Recommend           Recommend/Endorse             Endorse               Endorse if req.
Sport Strategy                            Recommend           Recommend/Endorse             Endorse               Endorse
National Event Venues                     Recommend           Endorse                       Endorse               Endorse
Sport related member recognition                              Recommend                     Endorse
National event official
                                          Recommend                                         Endorse
appointments
National Team Selections -
                                          Recommend                                                               Endorse
athletes
National Team Selections - Mgt            Recommend                                         Endorse               Endorse
National Selectors appointments           Recommend                                         Endorse               Endorse
Items of Common interest with
                                          Recommend           Endorse                       Endorse               Endorse if req
NLC
Advisory Group Appointments               Recommend           Endorse                       Endorse
NSC Appointments                          Recommend                                         Endorse               Endorse

  # specific panels put in place to develop recommendations (e.g. selectors, appointments panels, IRBSAG, SBSAG,
  SOLG). All Advisory Groups (IRBSAG, SBSAG, SOLG) will only make recommendations to the NSC to seek
  endorsement.

                                            Surf Life Saving New Zealand | communications@surflifesaving.org.nz | www.surflifesaving.org.nz
Currently there are three Sub Advisory Groups that report to the National Sport Committee which provide advice on
specific areas of development, safety and enhancement to surf sports in the areas of IRB Racing, Surf Boat Racing and
Surf Officials.

The following high level meeting schedule is developed around the NSC meeting schedule dates so the Sub
Committees can feed recommendations to the NSC in a timely manner and aligned process.

High Level Meeting Schedule: EXAMPLE
Sub Advisory Committee                     Meeting 1                   Meeting 2                   Meeting 3

IRB Sport Advisory Group                   Early April                 Early July                  Early October

Surf Boat Sport Advisory Group             Mid April                   Mid July                    Mid October

Surf Officials Leadership Group            Late April                  Late July                   Late October

Recommendations to the NSC by:             Early May                   Early August                Early November

The intention is to have three scheduled Sub-Advisory Group meetings per year, all outside of the main competition
period. Other adhoc meetings can be arranged as necessary to deal with particular topics of urgency.

                                        Surf Life Saving New Zealand | communications@surflifesaving.org.nz | www.surflifesaving.org.nz
Appendix 4: NSC Members and Terms

All positions are appointed for a two year period with the understanding that regional appointments may change if those
members are not appointed to local or regional area committees as per their terms of reference. Note the schedule below
have extended terms for two position to get the cycle of appointments back into a split rotation so not all members come off at
the same time.

Current               Position                    2018 Term End 2019 Term End               2020 Term End 2021 Term End
Wayne Franich         Northern / ILS Liaison                           30-May-19                                30-May-21
Dion Williams         Eastern                     30-May-18                                                     30-May-21
Todd Velvin           Central                                                                                   30-May-21
Craig Todd            Southern                                                              30-May-20
Scott McAlister       Appointed                                                             30-May-20
Paul Treanor          Appointed                                                             30-May-20
Dave Shanks           Appointed                   30-May-18                                 30-May-20
Mike Lord             Sport Manager               Ongoing              Ongoing              Ongoing             Ongoing
FINAL
                                            National Sport Committee Chairs Notes
                                    2nd February 2019, 9am, Novotel Auckland International Airport

       Attendees:
                 Scott McAlister – Appointed Craig
                 Todd – Southern Dion Williams –
                 Eastern Dave Shanks – Appointed
                 Nigel Cox – Appointed Hirata
                 Titcombe – Co-opted
                 Adam Wooler – SLSNZ Chief Operations Officer (by phone from 11:30pm-12:23pm).

       Apologies:
                 Mike Lord – SLSNZ Sport Manager
                 Wayne Franich – Northern / ILS Sport Commission Delegate Todd Velvin –
                 Central.

       Agenda:
          Ref     Agenda
           1      Welcome
           2      Guiding Principles
           3      Change of age groups to facilitate our goals and the associated consultation process
           4      Change of date for nationals to facilitate university student participation
           5      The structure and role of the NSC moving forward
           6      High Performance Strategy development & Sport Strategy review
           7      The rise on non-sanctioned events
           8      The role of the NSC in advising competition structure in the districts yes or no?
           9      Date and format of next meetings
           10     General Business.

       Meeting Notes:

        1.      Welcome
        1.1     Scott formally opened the meeting by introducing himself and welcoming the
Committee’s two newest members – Nigel and Hirata (Hari). Scott then asked everyone to introduce themselves and each
provide feedback about ERC and the Rep Challenge event.
        1.2     Feedback from those who attended ERC: they thought the event was a success based on weather,
                conditions, and competition results. One concern highlighted, was the need to consider running
                multiple Arenas rather than sole Arenas to showcase finals events. This would avoid programme over-
                runs and support NSC’s guiding principles of “ensuring a great experience by all involved”. Clarity was
                then sought on the role that NSC played if situations like this arose at future events. Appendix 1
                outlines the current competition management structure (ref#1.2).
        1.3     We asked what the measures of success for events organised at local, regional, national levels were
                and what was done with the results to support consistent and continuous improvement across the
                entire Membership (ref #1.3).
        1.4     Feedback from those who didn’t attend ERC: the Southern Region were mainly constrained by
                funding and ease of getting to and from the location. Thought that any available funding might be
                better suited to funding local surf camps instead.
        1.5     Rep Challenge feedback: this received mixed reviews. For those who attended, they felt that there
                was still more work to be done to improve its perception as a ‘prestigious event to attract the current
                and best athletes to compete at’. This event lacked some NZ representatives for a range of different
                reasons. For those regions who did not send
teams this was due to funding constraints, location issues, timing, competing commitments (eg working athletes), and lack of
adequate and timely communications circulated about the event.

        2.     Guiding Principles
        2.1    We agreed to submit an updated draft of this document for endorsement by the SLSNZ Board at
               their next meeting in February. This document will provide context and alignment to the number of
               proposed changes that the NSC are seeking from the SLSNZ Board and Membership below
               (ref#2.1).

        3.     PROPOSED change to age groups to facilitate
               our goals and the associated consultation
               process (Note change in title)
        3.1    We will develop and submit a high-level proposal to the SLSNZ Board requesting approval at their
               next Board meeting being held on 15 February, to consult with the membership on three major age
               group changes; Oceans to consist of under-12 to under- 14, implement under-15 individual events
               only, implement under-17 individual and team events to replace current under-16 age group category.
               No changes are recommended for under-19, Opens, or Masters age groups (ref #3.1). We would like
               to communicate these proposals in March at Nationals 2019.
        3.2    We discussed and agreed to develop a detailed draft of survey questions and supporting notes to
               support the membership survey and consultation document. This will be circulated for review to the
               NSC (ref #3.2).
        3.3    We will also develop a matrix outlining the impact of events on the revised age groups and
               circulate for review to the NSC (ref #3.3).
        3.4    We will seek permission from the SLSNZ Board to provide assistance in developing a
               communications and engagement strategy to support these significant changes. This will need to
               include a high-level action plan of key milestones to deliver this initiative (ref #3.4).
        3.5    Scott and Nigel will informally meet with Board Member Kelvyn Eglinton to sound him out about the
               proposed changes, ahead of the next SLSNZ Board meeting scheduled on 15 Feb 2019 (ref #3.5).
        3.6    According to the SLSNZ consultation/level plan we suggest that this is RED.

        4.     PROPOSED change to date for national events
               to facilitate greater athlete participation (Note
               change in title)
        4.1    We will develop and submit a high-level proposal to the SLSNZ Board requesting approval at their
               next Board meeting being held on 15 February, to consult with the membership on two changes;
               change the setting of future National event dates to accommodate University students (mainly in the
               under-17 and under-19 age groups), and change future Oceans dates by moving them closer to the
               end of the school holidays (ref #4.1). We would like to communicate these proposals in March at
               Nationals 2019.
        4.2    We will recommend to the SLSNZ Board suitable dates to support these proposed changes
               (ref #4.2).
        4.3    We will seek permission from the SLSNZ Board to provide assistance in developing a
               communications and engagement strategy to support these significant changes. A high- level action
               plan of key milestones to deliver these initiatives will also be sought (ref #4.3).
        4.4    According to the SLSNZ consultation/level plan we suggested that this is RED.

        5.     The structure and role of the NSC moving forward
        5.1    The NSC and Adam agreed to continue business as usual operations until the new National
               Sport Manager (NSM) is appointed.
        5.2    We discussed with Adam the current NSC Terms of Reference and the NSC’s current ‘advisory’
               role (TOR, Appendix 2: Role Clarity). This was seen as problematic if the Committee wanted to
               effect change in a timely and efficient manner (ref #5.2).
        5.3    In accordance with the NSC Terms of Reference, an NSC Chairperson was appointed for the next 12
               months. Dave nominated Scott, who was seconded by Craig, and moved by everyone else.
        5.4    Adam recommended that a key remit of the new NSM will be to review the existing Sport Strategy
               which could include a newly created National Sport Plan with numerous strands
flowing down into Regional Sport Plans that align. The strands could include but not be limited to; a High Performance strategy
and plan, an Event strategy and plan, a Coaching strategy and plan etc.
        5.5    Adam advised that to achieve consistency across the different strands and alignment to the
               recommended National Sport Plan, a collaborative effort will be between the NSM and a number of
               key stakeholders (ie, the NSC, key sub-committee volunteers, the NSM, and SDO to name a few).
        5.6    To facilitate greater cohesion, Adam advised that a 2-day meeting take place on 22-23 June 2019.
               Prior to this meeting, Adam acknowledged that extensive preparation work will be needed between
               the new NSM and NSC Chair (ref 5.6).

        6.     High Performance NZ (HPSNZ) Strategy development &
               Sport Strategy review
        6.1    Adam advised the NSC that he was working with HPSNZ to set up a High Performance Strategy
               workshop in late March/early April. Adam is seeking some member(s) from the NSC to attend this
               workshop so that the work can flow from the creation of a HP Strategy into reviewing the existing
               Sport Strategy which is due for renewal soon (ref 6.1). The outcomes from this meeting will be
               continually shared with the NSC.

        7.     The rise on non-sanctioned events
        7.1    In response to an increase in known non-sanctioned events occurring, we requested an
               understanding of the process for anyone carrying these out and whether the Regional Sports
               Managers communicated the process and legal implications to every Club if they were not adhered
               to (ref #7.1).
        7.2    We recommended that a communication be distributed to all Clubs about the process for carrying out
               non-sanctioned events if no process existed (ref #7.2).

        8.     The role of the NSC in advising competition structure in
               the districts yes or no?
        8.1    The outcome of ref#5.2 will also determine this agenda item.

        9.     Date and format of next meetings
        9.1    This was not discussed

        10.    General Business
        10.1 Dion shared how he had been approached by Belinda Slement to discuss sharing his coaching
             expertise and experience with the wider Membership. The benefits of an initiative like this could
             be to promote a shared culture of learning, consistency, and cross-pollination of expertise (lessen
             gap between developing coaches to high performance coaches). It was also mentioned that this
             same thinking could transpire across all other facets of SLSNZ (eg, event management, officials,
             team management etc) (ref#10.1).
        10.2 Supporting meeting notes that were circulated prior to this meeting from Mike Lord are included in
             Appendix 2 for reference.
        Meeting finished at 2:25pm.
Summary of Actions:
Ref #   Action                                                            Person to      Due by    Status
                                                                          action
1.2     Seek clarity on NSC’s role in working alongside SLSNZ or the      Scott          16/2/19
        EMC when setting up events.
1.3     Find out what performance measures are used to monitor the      Scott            16/2/19
        performance of local, regional, national events and what
        happens with the results after every
        event.
2.1     Submit Guiding Principles document to the SLSNZ Board for their Scott, Nigel     10/2/19
        endorsement at their next Board meeting on
        15/2/2019.
3.1     Submit a high-level proposal document to the SLSNZ Board        Scott, Nigel     10/2/19
        requesting approval to change some of the current age group
        changes and consult with the
        membership on these changes.
3.2     Develop and circulate an initial draft of survey questions to     Hari           16/2/19
        support the consultation document.
3.3     Develop a matrix outlining the impact of events on the proposed   Dave           10/2/19
        age group changes and send to Hari to include with survey
        questions and Mike to support the February
        Board papers.
3.4     Seek permission from the SLSNZ Board to enlist comms and          Scott, Nigel   16/2/19
        engagement help
3.5     Meet with Board member Kelvyn Eglinton about the proposed         Scott, Nigel   10/2/19
        changes.
4.1     Submit a high-level proposal document to the SLSNZ Board          Scott, Nigel   10/2/19
        requesting approval to make changes to the National and
        Oceans events, and consult with the
        membership on these changes.
4.2     Review future event dates for Seniors and Oceans                  Dion, Scott    16/2/19
4.3     Seek permission from the SLSNZ Board to enlist comms and          Scott, Nigel   16/2/19
        engagement help.
5.2     Review the NSC Terms of Reference and liaise with the             Adam           tbc
        NSC.
5.6     Understand what immediate assistance is required from the NSC     Mike           tbc
        to support the 2-day June workshop

6.1     Confirm to Adam who will attend the HPSNZ March/April             Mike           16/2/19
        workshops on behalf of the NSC
7.1     Find out if all Regional Sports Managers communicate to           Scott, Mike,   tbc
        the Clubs their legal obligations for carrying out non-           Adam
        sanctioned events.
7.2     Develop a communication to be distributed to all Clubs            Scott, Mike,   tbc
        about the process of carrying out non-sanctioned events in        Adam
        accordance with HSWA.
10.1    Develop new coaching philosophy that aligns with                  Dion           tbc
        SLSNZ’s strategy of coaching.
Appendix 1: SLSNZ Competition Management Structure

                                     Diagram 1 – Source: SLSNZ Surf Officials Handbook 2018, p5
Appendix 2: Meeting Notes from Mike Lord
Ref   Topic
 1    Change of age groups to facilitate our goals and the associated consultation process
      Note from Mike: Still waiting on information from SLSA and Sport NZ. Other sports
      age groups:
           CRNZ – U13, U14, U16, U18, Open
           Athletes – U13, U14, U15, U16, U17, U18, U19, U20, Open
           Swimming – U12, U13, U14, U15, U16, U17, U18, Open
           Waterpolo – U14, Secondary School, U18, U20, Senior
           Rugby – U9, U10, U11, U12, U13 (plus weight bands) Secondary Schools, U20, Open
           Netball – Yr ½, ¾, 5/6, 7/8, Secondary School, Senior
           Football – 4-6, 7-8, 9-12, Youth, U17, U20, Senior

      Notes from SLSA:
      This is an interesting topic and certainly one which has raised a lot of discussion points. In regards to your
      question around research the answer would have to be no. These conversations have been framed largely
      around consultation between SLSA and states to see what their appetite is moving toward a grading format
      for competition to create more equal opportunities across the board for athletes to compete against those of
      similar experience, skill and overall ability.

      These conversations haven’t progressed a great deal in terms of actually changing structure as there are
      different arguments around how grading would occur. i.e. Do we move to grading across youth and open
      competition (eg. Opens, reserve grade) or do we do 5 year age groups across all competition.

      One of the benefits of moving to graded racing based on ability would be beneficial from a safety perspective
      in allowing us to continue running higher grade events if the hazard rating is high enough to be cancelling
      events based on the lowest level of competitor ability.

      Something we will be looking at over the next year or so will be allowing U15 age groups to compete in
      U17 as our current rules restrict anyone below U17 age group to compete in any event outside of their
      year age group. We may also look at the introduction of U13 into our National Youth Championships,
      however both of these do not particularly relate to your questions.

      References from Sport NZ:

      Sport NZ Talent ID - www.sportnz.org.nz/talent/ https://sportnz.org.nz/assets/Uploads/Participant-athlete-

      development-research-Oct-2018.pdf

      “The key in all of these discussions is looking at research / good practice (as you are), how other countries or
      sports handle similar challenges but then make the decisions with the right people at the table that know your
      sports (ski) specifics and have an eye on what’s best for participation / performance with the right information
      in front of them.”

      The best information I have seen regarding age and stage development is from Canada, here is the link to
      Canadian Sport for Life.
      http://sportforlife.ca/
      http://sportforlife.ca/portfolio-view/long-term-athlete-development-2-1/ - Pages 28-30, 31-32,
      36-37

 2    Change of date for nationals to facilitate university student participation
      (Refer Team Up Calendar as draft guide to what is currently on)
4   High Performance Strategy development & Sport Strategy review
    This is a quick heads up that Adam is liaising with our HP Management group and HPSNZ to set up a
    workshop in April to start work on a HP strategy but invariably this will stray into the wider Sport Strategy to I’m
    looking for volunteers from the NSC to join this workshop to both contribute to the HP discussions but also
    represent the ‘owners’ of the wider Life Saving Sport
    strategy and ensure there is synergy…. and if needed, take away actions to start a review during the winter
    with the new Sport Manager at the helm.
To:        Regional Sport Managers (to forward to Regional Sport Committees, Clubs and Club Boat Captains)
Date: 7 May 2017
From: SLSNZ Sport Manager (on behalf of SLSNZ Surf Boat Sport Advisory Group)

      RE:   NZ Surf Boat Series and NZ Surf Boat Team Trials
      Proposal
Background
Following Surf Boat Advisory Group (SBAG) meetings on 22 March and 29 April, 2019 and consideration of informal feedback regarding the NZ
Series and Team Trials, the SBAG intends making recommendations to the National Sport Committee’s (NSC) meeting to be held on 8/9 June
2019. The recommendations are based on the following informal feedback/SBAG rationale:
1. NZ Surf Boat Series
   1.1 Feedback – too many events (x6), too expensive (cost and time) to attend all events, flawed points system, CRC
       event was great, late notice of events;
   1.2 SBAG Rationale – reduce events (ERC event was cancelled due to low registrations), concentrate on quality over
       quantity, achieve a reasonable distribution re dates/locations/costs, tighten points system, promote alignment
       and collaboration between surf boats and general surf sports, promote efficiency re event delivery/officials time
       etc, provide earlier notice of events to surf boat community, with associated better opportunities for promotion.
2. NZ Surf Boat Selection Trials
   2.1 Feedback – late notice, lack of clarity on trial format for both officials and athletes, some were concerned that
       last season’s 3 race trial, combined with a SBS event and crews that were not trialling, did not give those that
       were trialling a fair opportunity;
   2.2 SBAG Rationale – promote certainty/fairness (through, amongst other things, early notice), trial races held
       separately to SBS races, timing to enable peaking for trials, then re-building for Trans-Tasman, avoid
       school/university exam dates.

      Recommendations:
1. NZ Surf Boat Series – 3 events series (with points from all 3 events counting to overall results) - Whangamata Classic
   (mid-December), CRCs (mid-January) and Waihi North Island Champs (early/mid-February);
2. NZ Surf Boat Selection Trials (SLSNZ Sport Policy Statement 014 endorsed Jan 2019, clause 7.6) – Friday, 2pm (5 race
   series) – day before Whangamata Classic (WC), Saturday WC events as back-up, selection decisions (pending
   compliance with any SLSNZ ratification requirements) aimed to be released on the Saturday night of WC;
3. Other Significant Events – NSC to be advised of SBAG support for other key surf boat events – Whangamata Surf
   Boat Spectacular, ERCs, NRCs, Piha Big Wave Classic and Nationals (support strategy to be developed by SBAG).

      Consultation:
1. Regional reps on the SBAG have informally consulted with the surfboat community in their region and report
   consistency with the above feedback summary and general support for the above recommendations.
2. The SBAG wishes to provide an opportunity for any significant concerns regarding the above proposals to be shared
   with the SBAG prior to their final recommendations to the NSC.
3. Any significant concerns (including constructive solutions/alternatives and rationales) to be forwarded to SLSNZ
   Sport Manager (lewis.mcclintock@surflifesaving.org.nz) by Friday 17 May 2019. Non response will be taken as
   support for the above recommendations.

Regards,

      Lewis McClintock
National Sport Manager
Surf Life Saving New Zealand
027239 5622
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