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
2020/21 – 2022/23
Version: 3.0
Date: 24 January 2020
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.nz2020/21 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’s beaches safely
SLSNZ Support Clubs Excellence & Innovation Leadership Resilience
Strategic
Pillars
Outcomes • SLSNZ supports clubs to deliver • Health, safety and wellbeing is at • SLSNZ enhances its position as one of • SLSNZ and clubs are financially sound
high quality services tailored to their the forefront of everything SLSNZ the lead agencies for drowning and sustainable.
community’s needs. does. prevention in NZ and the primary • Strategies are in place to grow
• Clubs are thriving, with SLSNZ • SLSNZ is a high performing agency for beach and coastal safety. revenues from commercial partners,
supporting clubs’ membership organisation that is agile, • The value of Surf Life Saving is well funders and central & local government
growth, retention and engagement responsive and living its values, as understood by all stakeholders and the so SLSNZ and the movement have a
activities. it successfully delivers to the needs brand is highly recognised, respected strong platform from which to meet
• Member development pathways of its stakeholders. and continuously enhanced. future needs.
motivate, reward and upskill the • SLSNZ has a culture of innovation • SLSNZ facilitates the movement having • The SLSNZ Foundation is promoted
volunteer workforce. and continuous improvement, a shared vision and speaking with one and grown to become a significant
responding to strategic voice. source of funding for SLSNZ and the
opportunities where appropriate. • SLSNZ communication with the movement.
• Change across Clubs and members movement fosters a collaborative spirit • Strategic risks to the organisation and
are professionally implemented with and helps the movement work together the movement are identified and
consultation and communication for common goals. appropriately mitigated.
that results in commitment and • SLSNZ embraces and encourages
ongoing engagement of the diversity and the SLS membership is
movement. reflective of the communities in which it
operates.
Values Credible Transparent Passionate Aspirational
Surf Life Saving New Zealand Pelorus Trust Sports House, 93 Hutt Park Road, Seaview, Lower Hutt, Wellington 5010
PO Box 39129, Wellington Mail Centre, Lower Hutt 5045. www.surflifesaving.org.nzSLSNZ 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 Excellence Leadership Resilience
Clubs &
Innovation
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.nzPriorities High Level SLSNZ Actions
SUPPORT Deliver services and support to members and
clubs.
CLUBS Develop our people.
Deliver a nationwide surf sports programme
Deliver a high performance programme.
EXCELLENCE Operational Excellence.
AND Operational Innovation.
INNOVATION
National Alignment
LEADERSHIP Improve communications with stakeholders
Enhance position as a lead agency for drowning
prevention.
Community Education
RESILIENCE Maximise/ optimise existing revenues
Diversify income – develop new sources.
Risk Management.
Build SLSNZ capability.Support Clubs
High Level action 2020/21 2021/22 2022/23
Deliver services Deliver training & development programmes for lifeguards & club administrators:
and support to Skill Development/ member pathways, leadership programmes, PAM.
members and clubs
(Via Regional Provide & promote 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 accessible channels:
Focus on priority areas e.g. Member Welfare, member retention & recruitment tools, member
protection templates, operational risk assessment. Continually look to improve access
channels – e.g. online, webinar, workshops.
Annual Club Surveys to assess satisfaction and priority areas for development.
2nd Voice of Participant survey 3rd VOP survey
Setup reports to analyse member retention
trends and training/ award trends.
Review club development needs and ensure the
basics are in place and working well. Review CDO
role and resource levels.
Develop our People Ongoing enhancement of Member Pathways – curriculum, communication and member
understanding of them. Review & refresh courses and develop new qualifications. Build in
greater use of mentors.
Deliver & enhance Member Recognition programmes - Regional & national Honours & Awards
Deliver BP Leaders for Life programme
Promote & expand external opportunities to members (e.g. Duke of Ed Awards)
Expand range of qualifications on online learning platform.
Rollout: 1 day IRB Crewperson Develop: Event Safety, Surf Official L3, SAR
and Club Welfare Officer training. Flood Rescue training and qualifications.
Pilot: Advanced IRB course
Update: Surf Official L1 and L2.
Develop a Volunteer Strategy. Implement Volunteer Strategy.
Develop a Diversity Strategy. Implement Diversity Strategy.Develop our People Promote NZSAR funded training for Senior lifeguards and all SAR Squad Members
(cont’d)
Review an redevelop Junior Surf and Rookie
Lifeguard programmes
Women in Lifesaving Project
Deliver a Deliver a popular, safe and sustainable National & Regional Events programmes.
nationwide surf
sports programme
Improve opportunities and experiences for lifesaving sport participants – Athletes,
Administrators, Coaches, Officials and Event Support.
Encourage more cross-regional co-operation and support.
Update Sport Strategy.
Deliver a high
Run the High Performance programme that prepares our teams to win Rescue 2020 (Italy)
performance sport
and Rescue 2022 (Morocco) World Championship Teams events.
programme
Update High Performance Strategy.Excellence & Innovation
High Level action 2020/21 2021/22 2022/23
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.
Investigate more central purchasing opportunities.
Document and implement co-ordinated annual plans for: Sport, Lifesaving, Member
Education, Community Education, Club Development, SAR and Health, Safety & Welfare.
Run the Seasonal/ Contract (nee Regional) Lifeguard Programme:
All aspects of this service.
Complete BOP, Coromandel and Wellington radio networks as funding allows. Scope
Taranaki and Hawkes Bay networks.
PAM database: address immediate issues and manage plan for ongoing enhancements.
Develop co-ordinated IT Strategy + implement ideas.
Upgrade Health, Safety & Welfare resources internally and training for clubs. Introduce
risk assessments as standard practice to club operations.
IRB Injury research project
Update POM format
Operational Actively encourage & support a pipeline of innovation from clubs and advisory committees.
Innovation Develop frameworks to generate and follow up ideas.
Coastal Public Safety Assessments: Managed Nationwide rollout
Complete assessments for all key beaches: Includes identifying better signage, appropriate
patrol resources & timings, capability & infrastructure needs outside patrol hours and
relationships with external agencies. Ensure data is stored in a central repository that is
accessible and presents data in a way that meets stakeholders needs.
Continue to investigate, develop, trial and implement new ideas
e.g. PRE Drones IRB enhancements SUP’s.
Common operating platform for patrol and SAR co-ordination.
Digital APP for patrol reporting, incident recording and risk management linking into PAM
Patrol and SAR duty officer concept to be investigated for use nationally.
Roll out Rescue Water Craft licensing for clubs.
Work with Councils as Safeswim programme rolls out nationwide
Develop national structure/framework for callout squads and
review financial & support agreements (with Police & RCCNZ)Operational Future Operational Model(s) – Future Operational Future
Innovation define options from key Model(s) – consultation Operational
(cont’d) perspectives – clubs, public, (internal & external) on Model(s) –clarify
funders etc potential options/ pathways, pilot-
outcomes. review-refine,
start to
implement.Leadership
High Level action 2020/21 2021/22 2022/23
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.
Develop national facilities plan
Test club interest in specialist topic forums.
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 what
with stakeholders channel).
Proactive internal communications strategy and workplan: Improve effective two –way
communication channels across the movement.
Continue to deliver and enhance the stakeholder relationship strategy:
Stakeholders include members, clubs, commercial partners, funders, local and central
government, sector partners, emergency services, ILS and international SLS organisations,
media locally and offshore and the general public.
SLSNZ website update.
Enhance position Play a leading role in water safety, SAR, education & lifesaving sectors, using and evidence
as a lead agency based approach supported by annual publication of the Beach & Coastal Safety Report.
for drowning
prevention. Maintain and build relationships with other emergency service organisations, especially
Coastguard, LandSAR, Police, NZSAR, St John, FENZ and NEMA.
.
Community Enhance and promote core programmes: Beach Ed, Surf to School and City Nippers.
Education
Develop concept of Water Skills for Life - Beach
Implement Community Education programmes working closely with communities, partners
and other sector agencies, especially WSNZ on joint initiatives and public education
campaigns.
Develop, trial and implement new ideas
Develop/ test new tools to make it easier for people to make better decisions, for example:
Public Rescue Equipment standards Surfer/ SUP Rescue 24/7
Rip current mapping. Augmented reality tools (like SLSA).
Self-tests on capability. New immigrant messaging.
Online games (like FENZ) Video education (like MSC).
Iwi based programmes Community Aquatic Responder.
Australasian/ national signage standards.Resilience
High Level action 2020/21 2021/22 2022/23
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’.
BP renewal TSB renewal
(ends Dec 20) (ends Oct 22)
DHL renewal
(ends Aug 21)
TFS renewal KFC renewal
(ends Sep 21) (ends Jun 22)
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.
HPSNZ funding NZSAR fundingl
Sport NZ funding
Foundation donations
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
Provide Fatal Drowning Reports to the Coronial Service
Investigate and implement other realistic new initiatives:
Actions include: New commercial partners, new grant sources, new fundraising initiatives,
Alumni initiatives, merchandise/licensing, new ventures.
Maintain a pipeline of new ideas to investigateRisk Management
Closely monitor risks via a Risk Management Matrix & Mitigation Plan. Analyse ‘what if’
scenarios across all major risks and put in place appropriate mitigation actions.
Begin investigation into impact
of climate change on operations
Build SLSNZ
Ongoing SLSNZ Staff development, capability & succession planning programme and building
capability 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 Strategic
parameters to the scope of – develop frameworks to Partnerships –
future partnerships, including iwi. evaluate potential new ongoing build
partners.
Build relationship – St Johns Build relationship – NZ Stand Up Paddling
Build relationship – DPA Build relationship – NZ Fishing community
Build relationship – Surfing NZ
Behind the scenes improvements/ innovation – Review BAU activities to improve
efficiency. Areas Include: Document management, Regulations, policies, processes,
employee systems, use of IT.
Key:
Key initiatives Business as Usual activitiesFinancial 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 $10.992m $10.606m $0.386m $2.340m $1.448m
2019/20 (est)# $11.017m $10.336m $0.681m $2.794m $1.642m
# Forecast v6
While the last five years have been positive steps in the turnaround, the fundamentals are still weak (e.g.
relatively little working capital/ cash reserves). The key issues are:
The business model that SLSNZ currently operates is not sustainable – operating on short term
sources of ‘at risk’ revenue (mostly 12 month timeframes) when the organisation has long term
cost commitments via staff, buildings, vehicles, programmes etc. Without large reserves this
model is highly vulnerable to income shocks. SLSNZ currently has minimal cash reserves.
Working capital at the end of the last financial year (30 June 2019) of $1.07m equated to 7 weeks
expenditure, well short of the ideal of at least 12 months.
NZLGB as the main funder of SLSNZ, is subject to the success of Lotto, which is very dependent
on luck – how many large jackpots there are in a year. The level of funding NZLGB provides is
also only finalised in the last week of September each year, well into the financial year. Any
significant downsizing in this revenue stream at that late stage of the year is potentially
catastrophic.
Base revenues are largely unchanged from what they were 9 years ago (in 2010/11 revenue was
$10.545m), as the organisation has to ‘battle to stay still. Sponsorship revenue has still not
recovered from the $1m gap left by State Insurance’s departure and gaming-sourced grant
revenue is well below historic levels.
There are limits to ‘doing more with less’, and costs are only increasing over time.
The financial priorities for SLSNZ are very simple:
Security and certainty – removing the huge reliance on short term funding.
Stopping the slide and returning the quantum of revenue to well above previous levels.
Building a balance sheet with reserves that can better sustain the organisation if a major funding
shock was to occur. In this regard the objective remains a simple one – to as quickly as
possible build SLSNZ working capital to a level of $3.0 million (approx. 4 months
expenditure).
While a ‘game changing’ business model that will reduce the reliance on traditional revenue streams is
being worked on (including a new Foundation and a more direct Government funding model), these are
long term plays and in the meantime we have maximise the results from the current model.
The reality is that the organisation will remain in a tight financial position for a number of years to come,
and must keep a very close eye on its financial health.
Targets will be aggressive to maintain the pressure on this aspect of performance.BUDGETS ($m)
($m) 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23
(actual) (actual) (Forecast) (Budget) (est) (est)
Revenue 10.35 10.49 11.02 10.69 11.00 11.50
Expenditure 9.96 9.93 10.34 10.30 10.55 11.05
Net Operating Surplus 0.39 0.56 0.68 0.39 0.45 0.45
plus Depreciation 0.35 0.22 0.25 0.25 0.20 0.20
Less Capex 0.23 0.45 0.48 0.29 0.15 0.15
Less change in Income in Advance 0.28 0.24
=Cash Surplus 0.51 0.33 0.20 0.11 0.50 0.50
Net Assets (Total Equity) 1.95 2.51 2.79 3.18 3.63 4.08
Working Capital (SLSNZ) 1.04 1.37 1.57 1.68 2.18 2.68
Foundation – accum funds 0.14 0.20 0.50 0.75 1.50 2.00
Working Capital (inc Foundation) 1.57 2.14 2.43 3.68 4.68
Note: All Capital Expenditure (Capex) has to be funded from the Operating Surplus before any of the
surplus can be directed towards reserves. Operating Surplus figures are before any Balance Sheet
adjustments such as write-downs of assets, but these adjustments do not typically impact cash levels.How will we measure success?
From a Board perspective there is a set of three critical KPI’s:
• KPI’s for the success of SLSNZ organisation.
• KPI’s for the success of the Surf Life Saving movement.
• KPI’s for the value we provide in drowning prevention.
Actual targets for 2020/21 will be set once the actual results for the 2019/20 year are known.
KPI Area KPI Measure Target
SLSNZ Club Satisfaction (Annual Survey) >Last survey
Staff Satisfaction (Annual Survey) >Last survey
Net Equity (Year End Net Equity > budget) $x million
Movement No. of beach drownings (Zero – last year was xx) Nil
Member Satisfaction (Voice of Participant Survey results) >Last survey
No. of clubs in operational crisis (Requiring assistance to continue Nil
operating)
No. of clubs in financial crisis (Requiring assistance to continue Nil
operating)
Value provided in No. of patrol hours. (Same or more than last year) >237,500
drowning prevention
No. of rescues/ lives saved No target – just compare to LY
No. of people assisted to safety No target – just compare to LY
No. of first aid patients No target – just compare to LY
No. of searches. No target – just compare to LY
No. of preventative actions. No target – just compare to LY
No. of booked attendees at kids’ education events
(Beach Ed bookings on or above budget – figs excl SLSNR) 23,000In addition, Management will look at performance against some additional KPI’s:
Other Measures of Interest: SLSNZ
KPI Area KPI Measure Target
Support Clubs All clubs have a lifeguarding POM In place and meeting it 100%
Club Health actions in place for all clubs for 20/21 100%
(Target actions to be in place by 30 November 2020)
Delivery of Regional Management Plans 100%
(Delivery of services for clubs completed as planned)
No. of Members achieving higher qualifications >Last Year
(No. of awards above the SLGA)
$ passed on to clubs >Budget
(Cash payments to clubs)
Volunteer Strategy In Place
(A volunteer strategy is developed and launched)
National Sports Event Participation
(Entries at the 11 main events are the same or above last year)
Excellence & Change management process in place and working successfully
Innovation
Significant core service operational improvements/ innovations
developed and/or implemented by SLSNZ
Number of Staff H&S incidents Nil
Leadership SLSNZ is an active participant in the water safety sector
SLSNZ has in place a clear strategic direction and messaging
Media coverage enhances the SLS brand and public understanding
of what SLS does
SLSNZ has in place effective communication channels
SLSNZ co-ordinates a single voice working with Central
Government and other key stakeholders
SLSNZ Operates forums that facilitate interclub co-operation
Resilience Net Operating Surplus above budget $xx m
(Net Operating Surplus before adjustments to meet/ exceed budget)
Retention of Grant Funding $xx m
(Grant Income to meet or exceed budget)
Confirmation of future revenues:
• Sponsor renewals (at same or higher value).
• New major sponsor(s)
• SLSNZ Foundation $xx m
• Government Funding
CAPEX Spend vs. Budget $xx m
Risk Management in place and working effectively
Board Succession Plan in placeOther Measures of Interest: Movement
KPI Area KPI Measure Target
Support Clubs No. of club members (Same or more than last year)
No. of beaches patrolled (Same or more than last year)
Average hours/ lifeguard (Same or less than last year)
No. of refreshed lifeguards (Same or more than last year)
Retention rate of lifeguards (Same or more than last year)
No. of new lifeguards. (Same or more than last year)
No. of new IRB drivers (Same or more than last year)
No. of refreshed IRB drivers (Same or more than last year)
No. of First Aid awards (Same or more than last year)
No. of drownings between the flags (Target always zero) Zero
Excellence & No. of members needing 1st Aid (Down 5% on last year)
Innovation
No. of notifiable member injuries (Target of Nil vs x last year) 0
(in-patient hospitalization)
Leadership Consistent & aligned messaging internally and externally
Increasing interclub engagement and co-operation
Resilience No. of clubs in financial crisis with urgent need to rebuild facilities Nil
No. if incidents resulting in significant reputational risk for the Nil
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