Review of Surf Life Saving Northern Region
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Review of Surf Life Saving
Northern Region
Final Report
September 2021
Far North Bayleys Beach Whangarei Heads Ruakaka Waipu Cove
Mangawhai Heads Omaha Beach Orewa Red Beach Mairangi Bay
Muriwai Bethells Beach United North Piha Piha Karekare
Kariotahi Sunset Beach Raglan
Page 1Table of Contents
Summary ................................................................................................................................................ 4
Recommendation ............................................................................................................................... 4
Rationale ............................................................................................................................................ 4
Implementation.................................................................................................................................. 5
Introduction ........................................................................................................................................... 6
Previous Reports ................................................................................................................................ 6
A better way for support to be provided for Clubs ............................................................................ 6
Affiliating nationally to the surf lifesaving movement ....................................................................... 6
What is in this Final Report?............................................................................................................... 7
Concluding the Review ....................................................................................................................... 7
Recommendation Detail......................................................................................................................... 8
Club-led support expectations ........................................................................................................... 8
Consolidation into the Regional Structure of Surf Life Saving New Zealand ...................................... 9
Retaining Access to Funding Sources in Northern Region................................................................ 11
Intended Outcome ............................................................................................................................... 12
Club-led Support Expectations ......................................................................................................... 12
Consolidation into Regional Structure of Surf Life Saving New Zealand .......................................... 12
Example: Statement of Expectations ................................................................................................... 14
Introduction ..................................................................................................................................... 14
Our Commitment ............................................................................................................................. 14
Core Expectations............................................................................................................................. 15
Other Options Considered ................................................................................................................... 18
Options in the Roles and Responsibilities Report ............................................................................. 18
Submission from Surf Life Saving Northern Region Board ............................................................... 18
Your Decision........................................................................................................................................ 20
Time-line for Implementation .............................................................................................................. 20
Our Process .......................................................................................................................................... 22
Terms of Reference .......................................................................................................................... 22
Phase 1: Club perspectives ............................................................................................................... 22
Phase 2: Issues and Options ............................................................................................................. 24
Phase 3: Recommendations ............................................................................................................. 24
Further analysis ................................................................................................................................ 25
Acknowledgements .............................................................................................................................. 27
Steering Group ................................................................................................................................. 27
Appendix One: Terms of Reference ..................................................................................................... 28
Introduction ..................................................................................................................................... 28
Page 2Purpose ............................................................................................................................................ 28
Principles .......................................................................................................................................... 28
Scope ................................................................................................................................................ 28
Steering Group ................................................................................................................................. 28
Process, reporting and timeframes .................................................................................................. 29
Budget .............................................................................................................................................. 29
Page 3Summary
This is the third and final report from the review of Surf Life Saving Northern Region (SLSNR). It
builds on earlier feedback from Clubs and the subsequent analysis of roles and responsibilities, and
recommends a way forward whereby Clubs can secure the support they need regionally within a
nationally aligned surf lifesaving movement.
Recommendation
The Steering Group recommends:
Consolidation of Surf Life Saving Northern Region, including Club-led support expectations,
into the regional structure of Surf Life Saving New Zealand.
This recommendation includes three key elements:
• Club-led expectations – Northern Region Clubs should develop a Statement of Expectations
setting out expectations for the entity providing support for them, in terms of culture, collegiality
and collaboration, performance, capability and capacity, consultation and accountability. Such a
statement should be reviewed regularly and amended as required in relation to the support
provided and changes in the operating environment.
• Consolidation – The support function delivered by Surf Life Saving Northern Region should be
transferred for delivery by a regional branch of Surf Life Saving New Zealand, following a
commitment by Surf Life Saving New Zealand to honour the Statement of Expectations from
Northern Region Clubs.
• ARAFB Funding – The legal entity of Surf Life Saving Northern Region Inc (an Incorporated Society)
should be retained so long as continuation of the current ‘specified entity’ status is required to
facilitate funding from the Auckland Regional Amenities Funding Board for surf life saving Clubs in
the Auckland Council area.
This recommendation is a refinement of the ‘Option 4’ discussed with Clubs following release of the
earlier report (‘Roles and Responsibilities’).
Rationale
Defining Club-led support expectations should give Clubs more authority over the nature, scale and
specification of the support provided for them regionally. This directly addresses the major issue
highlighted by Clubs through this review – the ‘disconnect’ between them and the regional support
function.
Clubs will need to commit to engage constructively with their regional support entity, with a clear
focus on setting reasonable expectations, so they in turn can seek a reasonable commitment from
the regional support entity to respect these expectations as they configure and deliver the support
service.
Consolidating Surf Life Saving Northern Region into the regional structure of Surf Life Saving New
Zealand will build confidence amongst Central government stakeholders that the surf life saving
movement is aligned and coherent nationally, thereby increasing the ease with which the movement
can be engaged in broader recreational safety/search and rescue strategies and programmes.
The mechanism for consolidation will ensure support provided to Northern Region Clubs is scaled
and tailored in line with regionally-specific funding and with agreed support priorities and the
working relationship expected by Clubs.
Leadership and innovation from the Northern Region will be shared more readily with other regions,
through the network of regional support offices. Enhanced engagement with other regions and with
Page 4the national office will help Northern Region Clubs draw on nationally implemented support
initiatives.
As Surf Life Saving Northern Region Inc is a specified entity for funding through the Auckland
Regional Amenities Funding Board, retaining it as a legal entity – at least in the interim – protects the
current funding pathway. In time, Surf Life Saving New Zealand should negotiate funding directly
with Auckland Council (as is now the case with Coastguard NZ).
Implementation
The Report includes a proposed time-frame and process for implementing the recommendations,
aiming for full implementation by 1 July 2022. Once a decision has been made by Clubs, it makes
sense to move as soon and as fast as practicable, to gain the benefits and resolve uncertainties for
all those affected.
Making the changes successfully within this timeframe will require commitment – from Clubs and
the Boards of Surf Life Saving Northern Region and Surf Life Saving New Zealand. The change
processes set out involve all three groups throughout. However, the value of independent
facilitation is also recognised, and is included in the recommended change process.
Page 5Introduction
The Review of Surf Life Saving Northern Region was commissioned in April 2021, to define the needs
and expectations of surf lifesaving Clubs in the Northern Region and how these can be best met.
Terms of Reference (ToR) for the review are appended to this report.
Previous Reports
This final report follows two earlier reports.
The first phase of the Review sought Club feedback on their needs and interests. That feedback,
collated into a Club Perspectives - Needs and Interests Report (in June 2021) then served as the
‘evidence’ for objectively analysing Club needs and how they can be best met, in the second phase
of the review. In particular, the evidence highlighted interactions and interdependencies between
the sovereign identity of Clubs, their need for support, and their affiliation to the national surf
lifesaving movement. These interactions and interdependencies were distilled through an analysis
of roles and responsibilities – at Club, regional and national levels – which in turn informed options
for best meeting Club needs and expectations of Clubs. These options were outlined in a Roles and
Responsibilities Report, in August 2021.
A better way for support to be provided for Clubs
Resolving the best organisational arrangements for meeting Club needs and expectations involves
balancing and aligning:
• Club sovereignty (both as individual Clubs and as a collective of 18 Clubs in the Northern Region)
• the scope and nature of support provided regionally
• the importance and value of affiliation nationally.
Evidence gathered through Phase 1 demonstrated unequivocally that the current support
arrangement does not have the confidence of, nor the respect from Clubs. The associated friction is
draining energy and goodwill within the Region. The imperative for change is strong.
By putting ‘Clubs at the centre of this Review’, it was almost inevitable that issues and concerns
would be directed at the regional support entity (Surf Life Saving Northern Region – SLSNR).
However, the change needed is not all one-way; in some cases, Clubs themselves need to
acknowledge their limited appreciation of the support available and how best they can avail
themselves of this.
This Report sets out a proposed change to the relationship between Clubs and their regional support
entity. The intended outcome from this change is that Clubs will be much clearer about their
support expectations (and will be able to hold the support entity to account accordingly), while the
regional support entity will be singularly focused on meeting mutually agreed support expectations.
Affiliating nationally to the surf lifesaving movement
By putting ‘Clubs at the centre of this Review’, there is understandably a strong focus on issues and
concerns experienced by Clubs locally. This has created a risk that larger, ‘system’ issues might not
get the attention they need. The Review has sought input and feedback from external stakeholders,
especially central government, to manage this risk.
This external engagement has looked beyond surf lifesaving, to the wider recreational safety and
search & rescue sector nationally. While complementing Club feedback, this wider context for surf
lifesaving needs to be addressed explicitly in this Review. The proposed change streamlines
organisational arrangements for Northern Region Clubs within the national surf lifesaving
movement, with a key intended outcome being more confidence from external stakeholders (e.g.
Central government).
Page 6What is in this Final Report?
This Report gets straight to the point – starting with the recommended change.
While the imperative for change is unequivocal, any organisational change can create uncertainty
and disruption. The scale and significance of change proposed must therefore be weighed up
against the scale and significance of impact and benefit being generated. This includes avoiding
change that is unnecessary (‘if it ain’t broke, don’t fix it’) and/or unintended (‘don’t throw out the
baby with the bathwater’). Thorough analysis of change options and potential impacts has therefore
been critical.
There is additional analysis and commentary, to help Clubs understand the rationale and to set out
as clearly as possible what will be involved in making the change and what the intended outcome is
expected to be. Some detail on the process and timeline for implementing change has also been
included.
This Report also sets out the process followed by the Steering Group – through all three phases of
the Review. This includes a summary of Phases 1 and 2 (drawn from the earlier Reports at the
conclusion of each of these phases) and a more detailed account of the process involved in
developing the recommendation for this final Report.
Concluding the Review
It is now up to Clubs to decide.
This Report includes a suggested process and timeline for Clubs to decide on the Recommendation.
Page 7Recommendation Detail
The Steering Group recommends:
Consolidation of Surf Life Saving Northern Region, including Club-led support expectations, into
the regional structure of Surf Life Saving New Zealand.
This change is aimed at improving support for Clubs and strengthening affiliation with the surf
lifesaving movement, so Clubs can effectively deliver lifesaving services in their communities.
In this section, we set out the rationale and additional information to help Clubs understand the
intended outcome and how the change might be implemented.
Club-led support expectations
Northern Region Clubs should develop a ‘Statement of Expectations’ setting out expectations for the
entity providing support for them, in terms of culture, collegiality and collaboration, performance,
capability and capacity, consultation and accountability. Such a statement should be reviewed
regularly and amended as required in relation to the support provided and changes in the operating
environment.
Articulating a Statement of Expectations to the entity providing support would give Clubs,
collectively, more authority over the nature and scope of the support function delivered for them. It
would become a key reference point for assessing the strategy and performance of the support
entity over time.
In practice, Clubs need to act in good faith in setting expectations. These expectations must be
reasonable, so Clubs can in turn expect a reasonable response from the entity providing support. A
respectful relationship between Clubs and the entity providing support must sit at the heart of this
reciprocity of reasonableness.
Example
As the Statement should be a living document, it is inappropriate for the Steering Group to
recommend one specifically. Rather, it should be developed and reviewed by Clubs. To help Clubs
visualise what a Statement might embrace and how it might be articulated, an illustrative example is
included with this report.
Process
In principle, the process for developing a Statement should be led by Clubs themselves, to avoid
undue influence (even perceived) from the body to whom the Statement would be transmitted.
Clubs (through their Chairs) should appoint an independent Chair to oversee and facilitate the
process. All Clubs should be able to contribute openly and collegially. Undoubtedly, individual Clubs
will have different specific perspectives. It will therefore be important that the process is led
objectively and respectfully.
The process should build collective ‘ownership’ for the interests of Clubs in the Northern Region.
This will in turn help Clubs to engage critically and coherently with their support entity. Therefore,
the process should not be rushed the first time round. Clubs will need to commit time to
considering and agreeing collectively on the expectations to be articulated. Ideally, the Statement
should be completed in time to inform planning for FY2022-23 (e.g. by 31 December 2021).
In practice, the process should start with meetings of Club officials across the region, to seek input
on needs and interests to be reflected in a Statement of Expectations. The feedback provided by
Clubs in this review is a potentially valuable resource which could streamline this initial step.
Page 8The next step would involve Club representatives (Chairs) to draft a Statement reflecting their
shared interests and needs. This should be pitched at a level appropriate for conveying an overall
working relationship between Clubs and their support entity; it should avoid prescriptive detail.
Clubs should be given time to review and provide feedback on a draft before it is finalised and
transmitted to the support entity.
Consolidation into the Regional Structure of Surf Life Saving New Zealand
The support function delivered by Surf Life Saving Northern Region should be transferred for delivery
by a regional branch of Surf Life Saving New Zealand, following a commitment by Surf Life Saving
New Zealand to honour the Statement of Expectations from Northern Region Clubs.
Imperative for Consolidation
The imperative for consolidation is not simply a matter of which organisation is best placed to
provide the support Clubs need and expect; a significant part of the imperative is to simplify
organisational arrangements, increase certainty and coherence for national strategy, and address
concerns expressed by Central government agencies about dual governance structures. Central
government expectations for more consolidation and strategic alignment across organisations
involved in recreational safety, search & rescue and emergency response provide a strong
imperative for consolidation of surf lifesaving organisation structures. These expectations were
summarised in Club Perspectives – Needs and Interests Report in June.
The advent of Central government funding in 2020, which substantially increased the interest of NZ
SAR in surf lifesaving, was accompanied by strong encouragement for ‘consolidation of the current
organisational structures at a regional level within New Zealand’. Furthermore, there is a growing
demand to strengthen integration and alignment of surf lifesaving with other areas of recreational
safety, search & rescue, and emergency response. NZ SAR is actively driving greater collaboration –
within sectors and between sectors. It sees scope for a higher degree of shared services and
opportunities to minimise competition for funding. A national review of Recreational Safety and
Search and Rescue has just commenced and is likely to consider further options for such alignment
and consolidation.
The pressure to consolidate into a single national organisation is clear in various other organisations
and sectors. Regional Coastguard services consolidated into Coastguard NZ in 2020. The
Government is driving consolidation in the health sector (merging DHBs into a single national
agency). Plunket transitioned from an area-based structure into a single national organisation in
2016.
It is the preference of Central government agencies that consolidation is managed by the sector
itself. Right now, Northern Region Clubs have an opportunity to negotiate favourable terms (with
Surf Life Saving New Zealand) for such consolidation. However, scope for such negotiation could
diminish in the future if/as additional external pressure to consolidate is applied.
Sustaining distinctive interests of Northern Region Clubs
Notwithstanding this imperative for change, Clubs need to be confident that consolidation will not
result in diminished support and/or influence; we expect Clubs will want assurance that their
distinctive interests will be accommodated (and not ‘drowned out’ by the weight of interests of
other regions). Understanding how the distinctive interests of Northern Region Clubs can be
protected – or even enhanced – is important for evaluating the scale and likelihood of this risk.
Many of the key interests of Northern Region Clubs are naturally ‘ring fenced’ and therefore cannot
be dissipated or diluted through consolidation. For example, regional funding sources (Councils,
gaming trusts, Foundation North) require their funding to be applied within their regional
boundaries. Consolidation cannot change that.
Page 9It is important to note that the Northern Life Saving Trust would remain a separate legal entity
continuing to distribute funding for the benefit of Northern Region Clubs only.
The distinctive funding profile for Northern Region Clubs in turn underpins the scale of support
provided and the associated capacity to develop and implement innovations. So long as regionally
sourced funding is retained for the benefit of Northern Region Clubs, and that this in turn has no
deleterious impact on their capacity to benefit from national funding and sponsorship, Northern
Region Clubs should feel confident the capacity for support in the region will not be diminished
through consolidation.
Reflecting distinctive interests of Northern Region Clubs in their Statement of Expectations should
further strengthen the protection for their interests within a nationally consolidated organisation.
Confidence that Surf Life Saving New Zealand will Honour Interests and Expectations of
Northern Region Clubs
Surf Life Saving New Zealand have provided assurance they will respect distinctive interests of
Northern Region Clubs, both in terms of regionally specific funding arrangements and any Statement
of Expectations.
It is understood that the scale of support provided in the Northern Region is currently greater than
in other regions, as reflected by the staff numbers in the Surf Life Saving Northern Region (17)
compared to other regional offices (7). It is also understood that population, demographic and other
geographic features in the Northern Region mean that support there must be tailored to distinctive
regional needs and interests. Distinctive funding sources and profiles in the Northern Region mean
that Surf Life Saving New Zealand cannot (and will not) limit support provided to the same range and
scale provided in other regions.
Surf Life Saving New Zealand is committed to sustaining and further building relationships with key
funders and sponsors in the Northern Region, building on those already in place. This would be a
key focus for staff in the regional office and would build on the capability and processes already
established in the region.
Surf Life Saving New Zealand is also committed to strengthening the benefits Northern Region Clubs
gain from their full engagement in national strategy, policy, and operational processes. For example,
engagement of Northern Region Clubs with manager roles/functions funded through national
sponsorship revenue secured by Surf Life Saving New Zealand should be strengthened within a
consolidated organisation.
Process
Consolidation of Northern Region into the regional structure of Surf Life Saving New Zealand should
be achieved through an orderly transition negotiated between the Boards of Surf Life Saving New
Zealand and Surf Life Saving Northern Region. Clubs will need to be represented in this transition
process, to ensure the outcome aligns with Club expectations. This could be best achieved through a
‘Transition Steering Group’ comprising representatives from Clubs (e.g. 2 Chairs) alongside
representatives from the Boards (e.g. 2 from each Board). The process should be facilitated by an
Independent Chair (preferably with skills in organisation change).
A key step would be for Surf Life Saving New Zealand to propose a business model for the provision
of support for Northern Region Clubs. This model should clearly define how distinctive interests of
Northern Region Clubs will be accommodated (rather than simply replicating the business model
currently operating in other regions). Honouring the Statement of Expectations, in a manner that
earns and holds the respect of Northern Region Clubs, should be central to the definition of the
business model.
Page 10Once a business model has been endorsed by the Transition Steering Group, the next step would be
to negotiate a change process, paying particular attention to continuity of the support service for
Clubs at the same time as assets and responsibilities are moved to Surf Life Saving New Zealand.
In practice, a target date for consolidation is 1 July 2022. This would provide ample time to resolve
transition arrangements in an orderly way. The definition of a business model should be agreed
within 2-3 months (i.e. by 31 January 2022), and the process for transferring assets and
responsibilities should be agreed within the following 2-3 months (e.g. by 30 April 2022). This would
leave ample time to iron out remaining technical and legal issues and set everything up for a
seamless consolidation on 1 July 2022.
Retaining Access to Funding Sources in Northern Region
The legal entity of Surf Life Saving Northern Region Inc (an Incorporated Society) should be retained
so long as continuation of the current ‘specified entity’ status is required to facilitate funding from
the Auckland Regional Amenities Funding Board for surf lifesaving Clubs in the Northern Region.
Surf Life Saving Northern Region Inc receives significant funding from the Auckland Regional
Amenities Funding Board ($1.4 million in 2019-20; about 16% of total revenue for the SLSNR Group).
This funding is provided mainly for paid lifeguard services for the 10 Clubs falling within the Auckland
Council boundary. A small portion is allocated for services that may benefit all Clubs within the
Northern Region and for the SLSNR organisation itself.
Under terms of the Auckland Regional Amenities Funding Act, the Auckland Regional Amenities
Funding Board can allocate funding only to ‘specified entities. Surf Life Saving Northern Region Inc is
such a specified entity. Should Surf Life Saving Northern Region be disbanded, there is a risk that
this funding stream could cease, simply for lack of a legally valid pathway.
However, Surf Life Saving New Zealand may be able to negotiate directly with Auckland Council, to
secure funding outside the current Auckland Regional Amenities Funding Board arrangement. A
precedent for this has been established with Coastguard NZ, who have negotiated funding directly
with Auckland Council following the loss of the Auckland Regional Amenities Funding Board revenue
pathway when Coast Guard Northern Region Inc (previously also a specified entity) was consolidated
into Coastguard NZ.
In principle, funding relationships with all other regional funding sources (e.g. other regional
councils, gaming trusts, Foundation North) can be sustained through a regional office of Surf Life
Saving New Zealand. It is likely that staff dedicated to such funding relationships will need to be
retained in the regional office.
As the operations of Surf Life Saving Northern Region are consolidated into Surf Life Saving New
Zealand, the incorporated society can remain as a legal entity with minimal cost. A Board or
Management Committee would need to be retained, but any operational activity associated with the
Auckland Regional Amenities Funding Board could be delegated to regional staff of Surf Life Saving
New Zealand.
Surf Life Saving New Zealand should engage directly with Auckland Council, to discuss the option of
facilitating funding directly (as is the case already for Coastguard NZ) and outside the current
Auckland Regional Amenities Funding Board mechanism. If/when such an arrangement is secured,
Surf Life Saving Northern Region Inc could be formally wound up.
Page 11Intended Outcome
Club-led Support Expectations
How it should work
The outcome will depend strongly on Clubs working together within the region to reach mutually
agreed perspectives on their support priorities and the way they want to work with their regional
support entity.
18 Northern Region Clubs collaborate in process for setting support
Far North Bayleys Beach Whangarei Heads Ruakaka Waipu Cove expectations and monitoring performance of entity delivering
support.
Mangawhai Heads Omaha Beach Orewa Red Beach Mairangi Bay Club Chairs convene ~3 times/year (immediately before and
immediately season, and mid-year):
•
Piha Karekare
Muriwai Bethells Beach United North Piha
Review regional expectations
• Plan collaborative activity
Kariotahi Sunset Beach Raglan
• Provide feedback to regional support entity
• Agree issues to discuss at national level (SLSNZ)
Club officials/committees convene regularly, to manage their
regional interests, discuss future challenges
All meetings facilitated by regional body but chaired by Club
CONTENTS nominated/elected Club Chair/officer.
ANNUAL REPORT 2020
INTRODUCTION
An example of a Statement of Expectations, incorporating priorities and needs inferred from Club
02 President’s Message
GOVERNANCE
feedback during this review, can be found at the end of this section.
04
06
Chairman’s Report
Chief Executive’s Report
STRATEGY
What should be achieved 09
10
SLSNZ Foundation
Strategic Direction
12 Clubs and Regions
Mutually agreed support priorities and expected working relationship with the regional support
13 Regional Reports: Northern, Eastern, Central, Southern
RECOGNITION
entity will (i) incentivise the regional support entity to demonstrate ‘servant leadership’ to create
17
18
2019 bp Surf Rescue of the Year
2019 NZ Lottery Grants Board Surf Lifeguard of the Year
value for Clubs and their surf lifesaving operations, (ii) provide an agreed point of reference for
18
19
2019 DHL Volunteer of the Year
2019 Honours and Awards
holding the regional support entity to account, and (iii) remove/avoid resource-draining friction from
SPORT RESULTS AND STATISTICS
20 Membership Statistics
the relationship between Clubs and their regional support entity.
21
22
Season Awards
Patrol and Incident Statistics
24 Sport Results
Consolidation into Regional Structure of Surf Life Saving New Zealand
35
FINANCIALS
Consolidated Statement of Financial Position
36 Consolidated Statement of Changes in Net Assets
How it should work
36 Consolidated Statement of Comprehensive Revenue & Expense
37 Consolidated Statement of Cashflows
38 Notes to the Consolidated Financial Statements
46 Auditor’s Report
The outcome will clearly depend on the regional division of SLSNZ honouring and respecting the
OUR PEOPLE
distinctive features and interests of Clubs in the Northern Region.
48
49
Our People
Obituaries
50 Corporate Report
Northern Regional Office structured and tailored to
52 Our Partners
meet distinctive interests of Northern Region Clubs.
SURF LIFE SAVING NEW ZEALAND | ANNUAL REPORT 2020 | 1
Nature and scale of support: will be based on
Northern
Support based on expectations
Eastern Central Southern
Statement of Expectations from Clubs, while also
set by Clubs
Regionally-specific funding aligned to national policies and standards.
sources retained
Distinctive interests respected
Size/staff number: will reflect the regionally specific
funding secured (not simply a clone of regional offices
in eastern, central, and southern).
Distinctive interests: Club priorities (e.g. funding for
innovations, staff/support aligned to sub-regions,
actively facilitated collaborations) will be respected.
Page 12What should be achieved
The support provided to Northern Region will be scaled and tailored in line with regionally specific
funding and with agreed support priorities and the working relationship expected by Clubs.
Leadership and innovation from the Northern Region will be shared more readily with other regions,
through the network of regional support offices.
Enhanced engagement with other regions and with the national office will help Northern Region
Clubs draw on nationally implemented support initiatives.
Central government stakeholders will gain confidence that the surf lifesaving movement is aligned
and coherent nationally, thereby increasing the ease with which the movement can be engaged in
broader recreational safety/search and rescue strategies and programmes.
Page 13Example: Statement of Expectations
Introduction
We – the 18 Surf Life Saving Clubs in the Northern Region – are individually and collectively
committed to delivering effective surf lifesaving services on our beaches for our communities, in line
with national standards and policies. We share a commitment to the vision – that no one drowns on
our beaches. We recognise we need support, especially as our operations depend largely on
volunteers.
We have prepared this Statement of Expectations to outline the nature and scope of support we
expect to receive regionally, to enable us to fulfil our commitments to surf lifesaving and to meet the
needs of our communities. We intend this Statement to convey to you our understanding of what
delivering successful outcomes for our communities looks like, in the context of obligations on surf
lifesaving nationally. Our intention is to engage constructively with you, to build a mutual
understanding of our support requirements and the outcomes this support enables.
We expect you to reflect to us how you are giving effect to our expectations. We in turn will hold
you to account through regular and transparent monitoring and feedback in relation to the support
we receive. We in turn are accountable – individually to our communities and collectively to the surf
lifesaving movement – for the surf lifesaving services we provide and for our commitment to inform
your decision-making on priorities and operations.
Our Commitment
As Clubs, we are the foundation of the surf lifesaving movement.
We recognise our responsibility to deliver surf lifesaving services for our communities. As individual
Clubs, our authority and licence to operate ultimately depend on community understanding and
judgement of our effectiveness. We acknowledge that, while we are individually responsible for
determining how surf lifesaving operations are delivered, we must operate within parameters
(standards, policies) defined nationally.
While we value our sovereignty as individual Clubs, we recognise we need support to enable us to
function effectively and fulfil expectations in our communities. We understand we need to
articulate our needs clearly and coherently, based on an objective understanding of our respective
roles and responsibilities. We can’t expect to hold you to account for the range and quality of
support you provide if we don’t first agree on our priorities and the way we need to work together.
We commit to engaging constructively with you, with a clear focus on setting reasonable
expectations for the support we receive. In return, we are seeking a reasonable commitment from
you to respect these expectations as you configure and deliver a support service for us.
We are proud of our identity and performance as Clubs in the Northern Region and wish to ensure
we retain our history and traditions. At the same time, we recognise we are part of a national surf
lifesaving movement, that in turn is part of a larger national collective of organisations committed to
recreational safety, search and rescue and emergency response objectives and outcomes. Our
commitment to engage constructively with you, as you provide support to us regionally,
complements our commitment to the surf lifesaving movement nationally.
We highly value opportunities to work with each other within the Northern Region. Collectively, we
will be better able to solve today’s challenges and meet tomorrow’s challenges. Because of our
large, fast growing and demographically diverse population, coupled with the recreational popularity
of our beaches and coastlines, we are often at the forefront of innovation for surf lifesaving. Our
commitment to sharing best practice, both regionally and nationally, is important to us.
Page 14We expect to be held to account, by our communities, by you and by the surf lifesaving movement
nationally, for operating professionally, collaboratively, and efficiently.
Core Expectations
Culture
We expect a relationship based on an overarching culture of openness, transparency, and honesty
with Clubs. We need to genuinely feel that the regional body is there to support us and our success.
We expect active support and respect for, and preservation of, our traditions and history. Our
people serve – largely as volunteers – their communities and the surf lifesaving movement. Some
have done so for many decades. Recognition within our region of performance excellence and long-
term service is important to us. So too is our record of innovation – both in our day-to-day
operations and the systems and processes we have built to enhance these operations. Such
innovation needs to be encouraged, resourced, and celebrated.
We expect you to empower Clubs, to help them decide how they operate on their beaches and
within their communities (within nationally defined standards and policies). We need your support
to be configured and delivered in a manner that enables us (who are mainly volunteers) to fulfil our
operating, accountability, and legal requirements as efficiently as possible. We therefore expect
your staff support to demonstrate both a practical understanding of the constraints we operate
under and a willingness to adapt the support they provide accordingly.
Collegiality and Collaboration
We expect you to facilitate and actively support collegiality and collaboration between our Clubs.
This includes support for our formal committees that foster development and effectiveness for Clubs
across the region.
We also expect you to support other, less formal collegiality and collaboration mechanisms. We can
learn a lot from each other. Your support for Club officials at various levels (e.g. Chairs, Patrol leads,
Administrators), to engage and collaborate on significant initiatives, is therefore vital. Our
experience suggests much more could be done in this area, driving significant mutual benefit for surf
lifesaving in our region.
Distinctive Northern Region interests
We expect you to build a regional strategy recognising the particular needs of Clubs in a fast-growing
region with significant cultural diversity.
We enjoy access to significant regional funding sources and expect you to continue to act in our best
interests in securing such funding. We want to be able to continue leading the development of surf
lifesaving capability and practice, building on our demonstrated performance and success in areas
such as SurfCom, RWC procurement and deployment, centralised equipment purchasing, SafeSwim.
Performance
We expect you to perform your functions to the highest level practicable, within the resource and
other operating constraints you operate. We expect you to report transparently on your
performance, including honesty around what you are doing well, where you can do better and how
you are learning from your experiences and mistakes.
Key areas where your performance matters for us include support for lifeguard operations, sport,
training, funding, administration, management, and governance. Individually, our needs for support
in these areas will vary over time. We expect to be consulted openly and regularly on our needs and
to see you then prioritise your support accordingly. We need assurance that you understand our
varying needs and that you have mechanisms for anticipating and responding accordingly.
Page 15Value-for-money is important. We need assurance that you are managing the delivery of support in
a cost-effective way, to minimise the effective overheads on lifeguard operations overall.
Capability and Capacity
We expect you to build and maintain organisational capability and capacity aligned to and
proportionate to our needs for support. This should include:
• Client-focused – We expect your support service to be structured to ensure client focus and for you to
discuss openly with us how this can best be achieved. It might involve – for example – club
development officers distributed across sub-regions and/or staff in your office with dedicated Club
liaison roles.
• Technically competent – We need your people to have a practical understanding of our operations
and the challenges we face, so we can get relevant and responsive support.
• Administratively astute and nimble – We need your people to support us across diverse administrative
tasks over time. Support to secure funding – locally, regionally, and nationally – will always be
important.
Consultation
We expect to you to consult in an open, timely and collegial manner on priorities, proposed changes
or initiatives that may affect our interests as Clubs, individually or collectively.
We understand you need discretion to configure and deliver support in ways that lead to best
outcomes in a cost-effective way. However, we need assurance that you are doing this in our best
interests collectively and with respect for our various needs individually.
We therefore expect you to engage openly with us as you prioritise, plan, and configure the support
service for us. We need to understand your intent and rationale for changes being proposed, and
assurance that you consider our feedback genuinely. Finally, we need you to be transparent with us
about the intent, cost, and impact of changes you make.
Alignment and Affiliation Nationally
We expect you to facilitate our alignment and affiliation nationally.
We expect to engage fully with our national body (Surf Life Saving New Zealand) in strategic
planning, setting policies and standards, and driving collective impact, both for surf lifesaving and for
wider recreational safety and search and rescue. We therefore expect your support to enable us to
convene and formulate regional perspectives, and to give effect to nationally determined objectives,
policies, and standards.
Accountability
We expect you to be accountable to us for your activity and performance, especially in relation to
our expectations.
We expect you to seek our feedback at regular intervals on the timeliness, quality and value of
support provided. Our feedback on your planning (how your proposed work programme responds
to our priorities), delivery (how your support compares in practice with our expectations) and impact
(how your support has improved our effectiveness as Clubs) should be received constructively and
inform your future strategy and operations.
We acknowledge that you ultimately have the authority to decide priorities, processes, and
deliverables. We do not intend to over-reach into your management responsibilities. Rather, our
expectations for your accountability to us are intended to underpin meaningful engagement over
time, in the best interests of surf lifesaving outcomes in our region (and nationally).
Page 16Resourcing
We expect financial support for our Clubs to be a priority focus for you. As charities run by
volunteers, we rely on the generosity of the public, commercial partners, foundations and trusts for
financial contributions, to complement government funding.
The funding you secure, on our behalf, is vital. We need your unrelenting focus on sustaining and
enhancing financial contributions from local, regional, and national entities. We need you to
anticipate, understand and respond to changing opportunities for such financial support, in the best
interests of our Clubs.
Review
Our expectations have a long-term and enduring focus; we do not expect significant change from
year to year.
Nevertheless, we intend to review this Statement of Expectations annually and to update it as and
when we consider significant change is required. Such reviews will consider your response to our
expectations as well as changes in our operating environment.
Chairs of Northern Region Clubs
Page 17Other Options Considered
Options in the Roles and Responsibilities Report
The Roles and Responsibilities Report set out four options for consideration. Our recommendation
in this Final Report is a refinement of Option Four (‘Integration into SLSNZ – with firm support
expectations’).
The Steering Group rejected the other Options, following feedback from Clubs and further analysis.
The reasons for rejecting each of the other options are:
• Option One (Status quo) – This is not a viable option, as Clubs want a response commensurate
with the scale and significance of the issues and concerns raised, both during consultation and in
the events leading to this Review.
• Option Two (Streamlined SLSNR) – This option only partially addresses concerns and issues raised
by Clubs (and some external stakeholders). This option would strengthen Club authority within
the region, enabling them to set clear expectations for support provided regionally. The scope
and capacity to innovate locally and respond to specific regional needs would also be retained.
However, this option does not address the need for coherence across the surf lifesaving
movement nationally, particularly as perceived by Central government stakeholders. Ultimately,
this option is not viable, as increasing external pressure will inevitably compel consolidation of
SLSNR into the regional structure of SLSNZ.
• Option Three (Integration into SLSNZ) – This option – on its own – is inadequate. Simply
integrating into the regional structure of SLSNZ is not a compelling proposition for Northern
Region Clubs. It could put at risk much of the regionally distinctive scale and nature of support
being provided for Clubs. It could also lead to the ‘voice’ of Northern Region Clubs being
drowned out by interests of Clubs in other regions. While this option would satisfy Central
government stakeholders, the gains achieved from that on their own would not adequately
address concerns raised by Clubs.
Submission from Surf Life Saving Northern Region Board
Following the release of our Roles and Responsibilities Report, the SLSNR Board made a submission
suggesting a variation on ‘Option 2’ (Streamlined SLSNR). Specifically, they advocated that SLSNR
should seek Associate Membership of SLSNZ to demonstrate allegiance under a federated model.
This suggestion was advocated on the basis that it would meet the requirements of a federated
governance structure desired by government agencies, while retaining more control within the
region for the configuration and delivery of support for Northern Region Clubs. Key benefits
suggested included:
• Clubs determining the level and nature of support required through robust and regular
engagement with SLSNR
• Development of strategies for the region that build on SLSNZ strategy and are suitably responsive
to the needs of northern region Clubs
• Meaningful and regular engagement between the SLSNR and SLSNZ Boards to ensure harmony in
the relationship and the direction of the movement
• Supporting the SLSNZ Board by ensuring policies, standards and operating protocols are adhered
to within the Northern Region
• Preservation of current benefits to Northern Region Clubs, not yet available to Clubs elsewhere in
New Zealand.
The Steering Group considered this recommendation, primarily in relation to (i) expectations of
Central government agencies, and (ii) risks Clubs perceived if the support function for Northern
Region Clubs was to be consolidated into the regional structure of SLSNZ. Overall, the Steering
Page 18Group concluded that, compared to consolidation (as set out in the recommendation), Associate
Membership would not adequately address the imperative for change, nor add significant protection
for the interests of Northern Region Clubs. This conclusion was based on the following:
Expectations of government agencies
NZ SAR have confirmed there is increasing pressure for consolidation being applied to agencies in
the wider recreational safety and search & rescue sector. This pressure points to inevitable
consolidation of the surf lifesaving organisation; Associate Membership of SLSNZ will not negate this
inevitability.
It is difficult to see how the alignment suggested through Associate Membership is more than that
currently possible – and indeed expected – under current organisational arrangements. Clubs are
already bound by the SLSNZ Constitution and regulations, and they would remain subject to the dual
jurisdiction of SLSNZ and SLSNR.
Risks associated with consolidation
The analysis and commentary (above) demonstrates that potential risks to Clubs associated with
consolidation of their support function within the regional structure of SLSNZ can be addressed
through the terms of their engagement with SLSNZ. Specifically:
• A Statement of Expectations will enable Clubs to engage constructively with a regional office to
determine the level and nature of support required
• This engagement will in turn enable Clubs to inform and influence regional strategies for
recognising distinctive needs of Northern Region Clubs and to build on distinctive benefits
already in place
• As part of the SLSNZ structure, the regional office will support alignment with the overall
direction of the surf lifesaving movement and adherence to policies, standards, and operating
procedures.
Page 19Your Decision
As set out in the Terms of Reference, Northern Region Clubs (now 18) are the decision-makers with
respect to the recommendations set out in this report.
Given the significance of the recommended changes for future operations of surf lifesaving in the
Northern Region, it is important that the recommendation has the support from most Clubs. The
Steering Group has indicated a 2/3 majority (i.e. at least 12 Clubs) should be a threshold for
accepting the Review recommendation.
The Steering Group has agreed to facilitate discussion before Clubs decide:
• Briefing Clubs – The Steering Group will liaise with all 18 Northern Region Clubs, to discuss the
recommendation and answer any questions. This briefing will be scheduled for 1-15 October
2021.
o As with the release of earlier Reports, the Steering Group will convene meetings with each
sub-region.
o The Chair will be available for further discussion with individual Clubs.
• A meeting of all Clubs will be scheduled, subject to all parts of Northern Region being in Covid
Level 2 or better, for further discussion with the Steering Group and a Q/A session with
representatives of SLSNZ.
o We expect all Clubs should be able to convene a Board meeting and discuss the Report and
Recommendation, in the month after the ‘All Clubs’ meeting.
The Steering Group suggests the following procedure for Clubs to decide:
• The SLSNR Board should determine
o A final date for Votes to be submitted (within one month of the ‘all Clubs’ meeting set out
above)
o A returning officer to whom Clubs should submit their vote (for/against the Steering Group’s
recommendation).
• A ‘secret ballot’ approach for Club voting.
• Decision – The results of voting should be communicated to all Clubs within two business days of
the deadline for voting, and simultaneously conveyed to the SLSNZ Board.
Time-line for Implementation
Should Clubs support the recommendation, a proposed timeline for implementation is set out
below.
Date Step Comments
Club-led Support Expectations
31 01 2022 Develop Statement Clubs agree initial Statement of Expectations; process
of Expectations will need facilitation, through an Independent Chair;
likely to involve meetings with Club reps (Chairs),
starting with example Statement and then identifying
what needs changing/adding/deleting.
15 02 2022 Transmit Statement Send Statement of Expectations to SLSNZ Board, with
of Expectations request for response
31 03 2022 Feedback SLSNZ Board respond to Clubs, setting out how
Statement of Expectations is addressed in business,
strategic and operational planning for 2022-23.
Page 20Date Step Comments
Consolidated Regional Support Function
31 12 2021 Establish Transition Suggest 7 members; 2 NR Club representatives, 2
Steering Group SLSNR Board representatives, 2 SLSNZ Board
(TSG) representatives, and an independent Chair with
relevant skills in organisational change.
28 02 2022 SLSNZ Business TSG lead/oversee this work, ensuring intent of
Model for Recommendation is fulfilled (especially continuity of
consolidating NR key NR funding streams, scale and scope of support,
Clubs into regional and honouring Statement of Expectations)
structure
30 04 2022 Designing transition TSG lead/oversee this work; will need to develop clear
process – legal, HR, and sound plans for transitioning out of SLSNR legal
assets structure/entity into regional structure of SLSNZ
01 07 2022 Go live Implementation of transition plan completed by this
date
Securing continued funding from Auckland Council
30 11 2022 Confirm continuity SLSNR Board to engage with ARAFB, to confirm
of SLSNR Inc continuity, in the meantime at least, of Surf Life Saving
Northern Region Inc as ‘specified entity’ eligible for
funding
30 06 2022 Consult with SLSNZ Board to engage with Auckland Council, to
Auckland Council discuss option for direct Auckland Council funding (as
per Coastguard NZ) in lieu of funding via ARAFB
Page 21Our Process
In this section, we summarise the Review process leading up to our recommendation.
Terms of Reference
The Terms of Reference (ToR) for this review are attached (Appendix One).
These ToR set out a clear purpose for this review – to define the needs and expectations of Surf Life
Saving Clubs in the Northern Region and how these can be best met. The Steering Group designed a
review process involving three phases:
• Phase 1 – Understand Club perspectives on future expectations and needs
• Phase 2 – Distil issues and options relating to Club expectations and needs
• Phase 3 – Recommend organisational arrangements to fulfil Club expectations and needs.
Phase 1: Club perspectives
This phase sought responses from Clubs to questions sent out in a consultation document. Meetings
were held with Club representatives during May 2021, to get such feedback directly.
The Club feedback was collated into a Club Perspectives – Needs and Interests Report, sent out to
Clubs in early June 2021. Follow-up discussions with Clubs were held, providing an opportunity to
ask questions about key findings and to give the Steering Group confidence the report represented a
valid information resource to inform the next stage of the review.
Key points raised in Club feedback are summarised briefly below.
Clubs – the foundation of the surf lifesaving movement
Clubs see themselves as the foundation for the surf lifesaving movement. Each has a distinctive
identity reflecting and supporting the character of their local community. Clubs affiliate to the surf
lifesaving movement through their alignment to a common purpose and their adherence to national
standards. This in turn means the ‘whole’ (the surf lifesaving movement) is ‘greater than the sum of
the parts’ (Clubs).
The volunteer character of Clubs has a massive influence on the way they operate and their
associated needs for support. This volunteer effort extends from the beach back to the
administration and governance of the individual Clubs. In practice, Clubs are significant enterprises,
employing substantial assets and requiring substantial labour inputs. Building and sustaining the
volunteer commitment is a challenge for all Clubs. Challenges such as bureaucracy, burnout and
churn, and administrative/legal liability need to be overcome.
Clubs – regional context
Various distinctive features of surf lifesaving in the Northern Region were highlighted. The Northern
Region accounts for a large share (ca. 40%) of all lifesaving operations nationally, on
beaches/coastline accessible to millions of New Zealanders.
Clubs affiliate most readily with nearby Clubs; within the Northern Region this presents many
opportunities for collaboration and innovation. Indeed, Clubs in the Northern Region expressed
significant pride for the innovation and hence overall standard of service they deliver to their
communities.
Clubs in the Northern Region benefit from several regional funding sources, most notably from the
Auckland Regional Amenities Funding Board (ARAFB). Such funding is aligned to specific regional
needs and accordingly has a significant local impact.
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