SLST Governance Structure Discussion Paper

SLST Governance Structure Discussion Paper:

Future Role of SLST State Council - A New Way to Do Business

Introduction:

Surf Life Saving Tasmania (SLST) through our surf life saving clubs has traditionally been the means by which the general public have been able to enjoy patrolled beaches knowing that their safety is of paramount importance to the surf lifesaver on the beach. This remains one of our major aims but as the public has become more mobile they are venturing into areas beyond the patrolled areas i.e. the “Flags”.

SLST has recognised this and is continually assessing the means by which aquatic safety outside its traditional domain can be provided i.e.“Beyond the Flags”.

As a consequence, Surf Life Saving is entering into a new era in respect to the business it now undertakes involving a major shift from being solely undertaking the traditional activities associated “Between the Flags” (area traditionally defined within a SLSC’s Lifesaving Service Agreement) to incorporating aquatic rescue services “Beyond the Flags”.However, it must always be recognised that our traditional club based organisation remains an important and critical component, without which we will not be able to support our objectives and vision for zero preventable drownings.

Our Mission Statement and our 9 identified strategic strategies all provide the direction towards SLST being a relevant lifesaving organisation 365 days of the year rather than the traditional summer months. Whilst this is simple to say it is not quite that easy to achieve.

For this to occur we must move towards extending our lifesaving services beyond the traditional flags to provide a safe coastal and aquatic environment throughout Tasmania with the overall objective to reduce the rate of preventable drownings in Tasmania.

As previously stated as we move to providing services “Beyond the Flags” we must ensure that our existing Club structure remains strong and relevant to ensure that we continue to provide a safe aquatic environment at the many beaches, water ways patrolled by our members.

This paper takes into consideration the new business focus and discusses what it means to SLST and how it will go about its business in the future, and importantly what this means for SLST Clubs and role which the SLST Council may play into the future.

Background:

As mentioned above, Surf Life Saving in Tasmania has traditionally been based on the establishment of Surf Life Saving Clubs who have provided a water safety function at their respective beaches with these functions restricted to “Between the Flags.” Between the Flags can be defined as those functions/services provided by Clubs in accordance with their respective Annual Service Agreements.

Whilst this has served the community well in the past, there is an increasing expectation from within the community and by successive Governments of the need to increase the provision of aquatic safety and rescue services beyond our traditional focus. The State Government has openly stated that for SLST to receive any additional funding for SLST Clubs they need to increase/expand their current level of services they are providing to the Tasmanian Community.

The SLST Board of Directors has recognised the need to expand our aquatic safety and rescues activities into other areas beyond those currently being provided by our Clubs in order to position itself to be the leader in aquatic safety and rescue services. This is essentialto ensure SLST’s long term future sustainability especially in terms of increasing the opportunities to increase its revenue streams and in particular its discretionary funding base.

As a consequence of this recognition, SLST as part of its strategic deliberations, has determined the need to make the transition of providing services “Beyond the Flags”. This decision recognises:

• The growing demand for aquatic safety and rescue services over those currently being provided through the traditional government based organisations such as Police and the State Emergency Services e.g. Swift Water and Flood Water Rescue Services.
• Increasing demand for specific community water safety based programs to identified community groups.
• Increasing acceptance of SLST as an emergency service being the volunteer peak body for aquatic safety and the increasing expectations that recognition brings with it.

Based on this SLST has set itself some key challenges to deliver our vision, mission and to ensure we remain relevant to the community. The key challenges are:

• Integrate lifesaving and emergency rescue services based on needs and capabilities utilising best practise systems and technologies;
• Be rescue ready 365 days a year for emergencies and integrated into State, Regional and Local Emergency Management Systems;
• Continually educate and train our lifesavers by ensuring best practices and procedures;
• Educate the community about water safety and provide training in lifesaving skills;
• Continue to contribute to the delivery of the Australian and Tasmanian Government’s Water Safety Strategies.

In line with this strategic direction, SLST has over the last couple of years been investing in the establishment of a number of corner stone elements to ensure that it can capitalise on its obvious advantages in the overall area of aquatic services.

These initiatives include the following:

• The establishment of a united aquatic rescue service via the incorporation of the Volunteer Marine Rescue Organisations within the larger family of SLST to provide a one stop shop for all volunteer inland, inshore and off-shore aquatic rescue capabilities.
• SLST obtaining a seat on the Tasmanian Volunteer Emergency Services Working Group as equal partners with the SES, Tasmanian Fire Services and Ambulance Service. Its role is to provide advice to government on volunteer emergency management strategies.
• SLST representing volunteer marine rescue within Tasmania on the National Volunteer Marine Search and Rescue Committee advising the Australian Marine Safety Authority (AMSA).
• Developed a strategic partnership with the Marine and Safety Tasmania (MAST) to provide community water safety messages and programs to address those at high risk such as Paddlesafe and the development of the Boat Wise App. We also provide PWC training and qualification services on their behalf with several of our members being endorsed officers of MaST.
• Current discussions with the Tasmanian Government for SLST to be the recognised provided of swift water/flood water rescue services.
• The ongoing development of a risk assessment app particularly for schools when undertaking students on out of school activities/excursions.
• Establishment of a commercial arm with RTO accreditation to provide training to outside organisations in the areas of first aid, CPR courses, risk management services, contracting life guard services, beach risk and safety audits, motor boat and PWC licence courses. These assist in our objective of educating the general public in lifesaving skills.
• Conducting community education programs specifically targeted at risk groups on water safety e.g. indigenous and migrant communities.

Whilst SLST is progressing with this overall strategic direction, it is clear that we are yet to put in place an appropriate governance arrangement(s) which ensures that our Clubs are sustainable and that support services are effective and meet their needs.

The Purpose of this Paper:

The purpose of this paper is to discuss those issues which are critical to the long term sustainable management of our Clubs to ensure that they continue to provide a best practise lifesaving service to the Tasmanian beach goers at our patrolled beaches.

The achievement of this overall objective will require a strategic review as to the role of Clubs within the overall framework of SLST, their responsibilities in terms of state-wide matters beyond the individual Club corporate responsibilities and the best governance arrangement needed to achieve the agreed position.

We have had numerous discussions around all of this over many years and it has been recognised as a critical issue. However, we are yet to land on the right balance between Clubs being managed at their individual corporate identity and their involvement in the overall management of those operational issues which directly impact on the success of their clubs i.e. lifesaving, member development and surf sports.

Assessing the Need forChange:

It is recognised that the current operational arrangements associated with lifesaving, member development and surf sports is failing to fully meet the needs of both our members and in turn their respective clubs.

Discussion at the November State Council Regional Forums provided an insight into a number of the issue confronting Clubs. The majority of issues/concerns surrounding the broad areas of:

• Governance Structure at the State level,
• Communications between State Centre, Clubs and members,
• the Role of Committees – general lack of understanding,
• Funding and
• the Administrative burden associated with the running of a Club.

All this issues are important both individually and collectively and must be addressed. However, this paper specifically addresses the first issue of governance.

As previously mentioned in order for SLST to move forward and progress its Strategic Objectives it must first ensure that our Clubs are operating effectively and efficiently and that the appropriate level of support is provided to our members to ensure the continued to provide high standard water safety service on our patrolled beaches. Without strong clubs we are unable to growth SLST and remain relevant to meeting the needs of the Tasmanian community.

In terms of the specific issue of governance, to enable this issues to be fully discussed and resolved, there first needs to be an agreement as to the various roles, responsibilities and accountability between State Centre, Clubs and Committees. This includes what are the expectations of the role by which State Centre Office staff plays in all of, is it a support role, a management role or a combination of both.

In assessing any new governance arrangements it requires an analysis of the current environment within which SLST currently operates and make some observations as to the status of play and future impacts.

Current Governance Structure:

The issues around the current governance arrangements of SLST have been highlighted and discussed in a number of forums over recent years and in particular the recent Regional forums. However, for the purpose of this Discussion Paper it is appropriate to highlight the mains issues to prove context to the overall discussion.

The current Governance of SLST is illustrated in the following diagram.

Looking at the structure plus roles and responsibilities of the Council, the Board of Directors and Committees the following observations can be made:

The Council:

Under the currentmodel, the Council (Club Presidents) has the responsibility associated with the standard legislative/incorporation responsibilities at the Annual General Meeting centre around electing the State President and Directors on the Board of Directors, acceptance of the Annual Report and Financial Statement, Life Members, any changes to the SLST Constitution etc. Other than this it is basically a house of information sharing.

Clubs via their President basically have no decision making powers or direct involvement/input other than through the Advisory Committees of Lifesaving, Surf Sports and Member Development which to date are not working effectively mainly due to the lack of interest/commitment.

In summary, Clubs have no direct input into the decision making process associated with the overall strategic nor operational management of SLST.

Observations:

• Should the Council’s role be expanded to undertake some meaningful tasks with associated responsibilities, particularly those activities which have a direct impact on the overall operation of Clubs?

Board of Directors:

Under the present arrangements the Board of Directors have the ultimate power and authority on the strategic and operational management of SLST without any Constitutional requirement to refer issues to Clubs.

In practice the Board has been concentrating its efforts on strategic matters and has devolved its operational management responsibilities to the various Advisory Committees. However, as these have not been functioning effectively, the Board by necessity gets embroiled in these matters.

Observations:

Should the Board of Directors have ultimate responsibility for both the strategic and operational aspects of Surf Life Saving.

Advisory Committees:

Volunteered based, they have the responsibility to develop, coordinate and implement policies, activities and programs related to their specific area of activity; disseminate information and instruction and to unify and advance methods and procedures in accordance with SLSA/SLST policies, manuals etc.

Over the past years due to the lack of success of the Committees, the Board has established Executive Committees with delegated authority to undertake these responsibilities in the absence of fully operational committees.

Whilst this has achieved some success, there remains a number of areas of improvement required if the Committee based structure is to be sustainable and effective into the future. To this end it is important to emphasise that the effectiveness of the Committees has a corresponding impact on Clubs. All the matters associated with the Committees has a direct bearing on the core functions of Clubs, that being lifesaving, member development and surf sports.

The overall success of Committees in achieving their state outcomes and ensuring that the requirements of our volunteer members are meet, requires members to stand up and make themselves available for positions on the Committees. This also requires Clubs to acknowledge that it is their best interest to ensure that they are represented and bring their views to the meetings to be discussed and a consencereached on what should happen. Clubs need to take a wider view point other than only giving consideration to their own secular interests.

Observations:

Is the current Volunteer Committee structure the most appropriate means of managing the hands on operational aspects of Surf Life Saving?

State OfficeStaff:

There is currently a lack of understanding as to the role and responsibilities of staff in regards to clubs and members and their work with the Tasmanian community, community groups, government and delivering SLSA programs that funds their positions. This is further confused when combined with their volunteer roles as active surf lifesavers. Under the current governance arrangement their roles within surf lifesaving are to provide support and assistance to Directors and Committees but not necessarily to take a leadership role.

However, more and more responsibilities and tasks previously undertaken by volunteers via the Committees have beenand are being required to be pick up by Staff either intentionally or by default. Clearly this is an issue and has significant ramifications/implications and needs to be reviewed.

Observations:

What is the role of paid staff and is there agreement on their tasks?

What does this mean for SLST

SLST, as part of its overall business and strategic desire to move into the broader aquatic safety and services, now has three distinct business centres, namely Surf Life Saving Club Operations, Aquatic Rescue Services and Community Services, Training and Education. As such its major business focus is to ensure the ongoing sustainability of the organisation to meet the needs of the community in all aspects of aquatic safety and rescue.

To achieve this SLST must ensure that:

• the capacity of its Club network issufficient to be able maintain and improved on the current services they are providing at their beaches,
• be in a position to be able to provide an Aquatic Rescue Service “Beyond the Flags”, and
• we are able to provide community education programs and training to the general public on a fee for service to enhance its revenue opportunities.

Clearly the future sustainability of our clubs remain of paramount importance and is intrinsically linked to the level of success or otherwise SLST has in achieving our strategic objectives. In summary our future success is dependent upon a number of related issues around the current governance structure being addressed, these being:

• The future role of the Council.
• The future viability of the Volunteer Committees
• The role of SLST Staff in the management of operational activities.

These issue are discussed below:

1. The Future Role of the Council

In terms of the future role of the Council, there are two broad options, namely:

• leave it as is as a body which meets annually as Shareholders at the AGM and is responsible for those governance matters undertaken at the AGM, or
• Allocate some meaningful tasks to undertake with associated responsibilities.

Option 1 requires no actions other than an acceptance by the Council that all decisions associated with the strategic and operational activities of SLST rests solely with the Board of Directors and for the Board to take a more activity role in operational matters.

Option 2 requires some further consideration as to the extent of tasks and role the Council wishes to play. This could be simply to be more involved in the establishment of the strategic operational directions of SLST and its finances. This can be achieve via a simple change to the current Constitution that the Council approves the Annual Operational Business Plan and associated Budget. This would require it to approve the annual program and budget at the AGM with a further meeting to receive a 6 month progress report.

The alternative is for the Council to take control over those operational matters which have a direct impact on Clubs i.e. lifesaving, member development and surf sports. This could be via overseeing the operation of the Committees with all matters being referred to it that requires input from Clubs or changes to existing protocols/policies with the Volunteer State Officers appointed by and reporting to the Council.