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
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.nz2019/20 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.nzSLSNZ 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 AspirationalSLSNZ 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.nzPriorities 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 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 (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) TBCHealth 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.nzTerm:
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.nzWork 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.nzAppendix 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.nzAppendix 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.nzCurrently 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.nzAppendix 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 sendteams 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 strandsflowing 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, p5Appendix 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
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