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CYCLING NEW ZEALAND ANNUAL REPORT 2019CHAIRTONY MITCHELLInspiring New Zealanders to ride is what ties us all together. In 2019, our cycling community did just that through performanceson the world stage, hosting international events, running national championships, keeping people informed and connected, aswell as developing talent and enabling people to grow at all levels.Our collective engagements included the training of 7,000primary and intermediate school pupils, 3,500 secondaryschool athletes competing in events, the licensing of 2,349BMX riders, a MTBNZ community of more than 7,500, thetraining of 57 new coaches, running 23 CNZ sanctionedevents, and last but not least the registration of 3,305 roadand track members.2019 also saw the board appoint a newCEO, Jacques Landry, who along withthe senior leadership team was taskedwith transitioning the organisation intoa new era of sport, one that valuespeople and performance equally.With this in mind, the first objectiveset for Jacques was to develop ahighly collaborative and constructiveorganisational culture.joining the board, with two of these members being female.In addition to this, a board advisor role was also added tocomplement the existing skill set. The CNZ board now hasthree female board members out of eight and we continue towork on improving the balance of this ratio.If I was to hold up a few highlights from the 2019 year, I wouldhave to note the following in my top five: Campbell Stewartbecoming World Champion in theMen’s Track Omnium, Emma Foy andHannah Van Kampen claiming the ParaLOOKING AHEAD TO THE FUTURE, THEWomen’s Track Tandem Pursuit WorldChampionship title, CNZ being namedBOARD AND SENIOR LEADERSHIPTeam of the Competition at the JanuaryTEAM ALSO UNDERTOOK A REVIEWTrack World Cup in Cambridge, JessieOF THE CURRENT CNZ STRATEGY, THESmith claiming the BMX Junior WorldChampion title, and Paddy Bevin’s 4thOUTCOME OF WHICH WAS A UNANIMOUSin the Road World Championship’sDECISION TO EVOLVE OUR STRATEGYIndividual Time Trial in Harrogate. NewINTO SOMETHING BEYOND ITS CURRENTZealand does indeed punch well aboveits weight in the world of cycling.SCOPE. OUR AMBITION IS TO REDEFINEIn support of this core objectivethere have been many initiativesimplemented including an AthleteOUR PURPOSE WHICH WILL FURTHERLooking ahead to the future, theVoice Committee, a new employeeALIGN OUR COMMUNITY AND ACTIVITIESboard and senior leadership team alsoengagement programme, a review ofundertook a review of the current CNZour polices, and enabling the seniorWITH A 10-YEAR VIEW.strategy, the outcome of which wasleadership team to play a greater rolea unanimous decision to evolve ourin the organisation. Overall, we havestrategy into something beyond itswitnessed a much more consultativecurrent scope. Our ambition is to redefine our purpose whichapproach with athletes, staff and coaches. Whilst there is stillwill further align our community and activities with a 10-yearmore work to be done, the benefits are beginning to shineview. Our work on redefining our purpose has begun andthrough.will involve all stakeholders. I look forward to keeping youupdated on this.With people as our cornerstone, the board also tasked theorganisation with key objectives to support our strategy.We must not forget that CNZ exists to serve our MemberThese included achieving our high-performance objectives,Organisations and their members. I would like to thank ourgrowth of membership, success of our performance hubs,four member organisations, their Presidents and committeescloser engagement with our partners, and successfullyfor the support and feedback provided in 2019. Workingdelivering two track world cups and elite events. These, ofclosely together is essential if we are to achieve our commoncourse, also needed to be achieved whilst delivering ourgoals. To further improve these relationships, CNZ initiatedfinancial KPIs. I am delighted to say that our organisation hasreviews of our partnership agreements which have beenperformed strongly against the majority of these areas, but asprogressing well.always there is still room for improvement which will serve asmotivation to redouble our efforts in 2020.I would like to thank our principal partner APL for theircontinued support of our sport and for being a true partner2019 also saw a considerable refresh of the CNZ boardin the development of cycling. Quite simply, without theirwith one newly elected and two newly appointed membersPAGE 7 /

CYCLING NEW ZEALAND ANNUAL REPORT 2019support, our organisation would not be able to achieve all thatwe do. This is also true for all our support partners, as theirinvestment and product support goes into the developmentprograms and events for our cycling community and wesincerely thank them all.In closing, we find our world in challenging times at the startBoth Sport NZ and High-Performance Sport NZ are alsoinvaluable partners in our quest. These relationships in2019 have strengthened at all levels and we are seeinggreatly improved communication and support as well as aconstructive approach to challenging us where appropriate.As the environment for sport in New Zealand continuouslyevolves, we can take solace that we will be able to walk thispath together.current environment. Now, more than ever, there is the needof 2020, with much uncertainty surrounding the economicfuture and social change that will take place as a result ofCovid-19. We as individuals and as a community have asignificant part to play in moving New Zealand through thisand opportunity for our cycling community to inspire NewZealanders to ride – through whatever roles we play in oursport of cycling.Keep safe, keep riding and be kind.2019 saw the passing of Bill Main who was one of the biggestcontributors to our sport throughout his lifetime. Cyclingin New Zealand owes much of what we have today to Bill’sefforts and inspiration. We will miss him dearly and will alwaysbe appreciative of the foundations he lay.I would like to thank our staff, coaches, volunteers andathletes for all they have contributed in 2019. I would also liketo make a special mention of the CNZ senior leadership teamwho are truly world class with what they do and how they havesupported our new CEO in leading the organisation superblyin 2019.TONYMITCHELLChairPAGE 8 /

CYCLING NEW ZEALAND ANNUAL REPORT 2019CEOJACQUES LANDRY // CEO“ Culture matters. How management chooses to treat its people impacts everything – for better or for worse.” - Simon SinekLooking back at 2019, if I was to summarise our overall accomplishments as an organisation I’d say that, for numerous reasonsoutlined in this report, we really challenged the status quo. By continuing to ask ourselves the question “why” are we doing thingsa certain way, we’ve been able to streamline how we interact on a daily basis and without compromising delivery in areas thatare key.We also put people first by engaging in more opencommunication with staff, athletes, CNZ board, memberorganisations, sponsors and donors. By speaking openly,respectfully and with transparency through mechanismslike our Athletes Voice Committee, our regular MemberOrganisation calls and weekly staff meetings, theenvironment feels more like one of a proud team strivingto ensure that what we do for cycling in New Zealand isrecognized both nationally and internationally.FINANCEOwing to the fact that the organisation incurred someunplanned expenses in 2018, certain measures were put inplace in order to break the downward trend and by looking atcreating better efficiencies in certain departments, we startedseeing a positive trend by mid-year.Added to austerity measures put in place to curbexpenditures was the hard work put in by our communicationand marketing department, which paid off in Q3 and Q4when new partners were signed on to offset the income lostfrom Subway not renewing their partnership.Additionally, thanks to the great support of Sport NewZealand, we were able to implement organisationalefficiencies and capabilities for the future without theseimplementations affecting our bottom line. Namely, throughSport New Zealand support, we were able to commence apartnership with CCN, our new membership platform host,as well as build a new website to accommodate the newplatform.As it pertains to increasing our overall organisational culture,Sport New Zealand provided us with a shared humanresources contractor, in addition to being able to increaseour marketing and communication bandwidth around theDecember World Cup by hiring contract help.While we finished the year better than what we had projectedearlier in 2019, the reality is that we must continue toconstantly look at efficiencies that will enable us to keepoperating costs low all the while ensuring a high level ofservice to our members.I want to thank our Finance department and Julie at itshelm for the great financial forecasting and reporting workenabling all our departments to make sound programmedecisions.HIGH PERFORMANCEOver the course of last year, our High Performanceprogrammes have brought home many rainbow jerseyscoming from Elite Track Worlds, Junior Track Worlds as wellas BMX Worlds. Added to the many world champion titlesacquired, our athletes also came back from Worlds with silverand bronze medals in Women’s Team Pursuit and in MTBDownhill.If a national sporting bodys’ success in the high performancerealm is measured by international podiums, it can onlysustain these results over the years if a solid system is inplace. In October, we built and submitted our four to eightyear High Performance plan to High Performance Sport NewZealand (HPSNZ).While the conception of the plan was steered by our HighPerformance Director, it was Amy Taylor who turned ideasinto a solid plan. Should our plan be well received by HPSNZ,and there is no doubt it will be, we would get confirmationof 60-80% of our high performance funds for the nextquadrennial by the end of March 2020. Having this type offinancial assurance would enable us to retain coaching andservice provider talent before heading into the Tokyo Games.The remaining 20-40% of HP funds would be hinged onmedals acquired in July and August of 2020.When looking back at 2019, there have been many changesput in place to continue to solidify the high performancesystems in order to perpetuate international results that will inturn continue to inspire a nation to ride.It is through rethinking how we can be more efficient aroundhow we go about putting our campaigns together that hasled to changing roles and responsibilities of our logisticsand operations staff and, with the help HPSNZ, that we wereable to hire a High Performance Programme Lead who willstrengthen the bridge between strategies and operations.PAGE 9 /

CYCLING NEW ZEALAND ANNUAL REPORT 2019While it’s taken almost three years to achieve, 2019 wasmarked by the fact that we are now fully staffed, fullyfunctional and up to speed ahead of the Tokyo Games.True partnerships are built on trust and trust is acquiredthrough open and transparent communication. We aregrateful to have HPSNZ as a true performance partner whocan at times be a critical friend and who is always there tosupport us through thick and thin.DEVELOPMENTAs mentioned, if a solid system is what will ensure consistentinternational performances over time, then it is imperativethat we get things right at the development level.In 2016, Cycling New Zealand started rolling out its conceptof Performance Hubs in various locations across NewZealand. The goal of these Hubs was and still is to identifyand nurture Mountain Bike, BMX, Road and Track cyclingtalent by best preparing young athletes for the next steps oftheir careers; whether it be to compete in the professionalranks or to perform for New Zealand at world championshipsand major Games.Four years later, it was time to take a better look at howthings are tracking for the Hubs, from a delivery standpoint,as well as financially. Through many weeks of consultationwith Hub coaches,member organisationsand CNZ staff thedecision was made to CYCLING NEW ZEALAND STARTEDmake a few changes.ROLLING OUT ITS CONCEPT OFPERFORMANCE HUBS IN VARIOUSOn the MountainLOCATIONS ACROSS NEW ZEALAND.Bike front, we madethe decision that weTHE GOAL OF THESE HUBS WAS ANDneeded to ensureSTILL IS TO IDENTIFY AND NURTUREoptimal programmeMOUNTAIN BIKE, BMX, ROAD ANDdelivery in onediscipline beforeTRACK CYCLING TALENT BY BESTcasting the net anyPREPARING YOUNG ATHLETES FORwider. Therefore, itTHE NEXT STEPS OF THEIR CAREERS;was decided thatthe focus for theWHETHER IT BE TO COMPETE INMountain Bike HubTHE PROFESSIONAL RANKS OR TOwould be exclusivelyPERFORM FOR NEW ZEALAND ATon cross-countryathletes. Once itWORLD CHAMPIONSHIPS AND MAJORis demonstratedG AMES.that programmedelivery is optimized,considerations willbe made to bringdownhill back into the fold.When looking at Hub finances the decision was made toslightly change the income model so that selected Hubathletes invest in their future, as well as the Hubs. Byrequesting that athletes now pay a membership fee towardthe Hub model, we ensure the sustainability of this necessarydevelopment programme.Additionally, in the spirit of getting things right beforeexpanding, it was decided that we put a hold on creatinga 7th Hub. Once we’ve finished the next Hub programmecycle at the end of 2020, we will revisit the possibilities ofexpansion.Closely linked to the Performance Hubs, as well as our highperformance programmes, is the development and theimplementation of our cycling pipelines. It is important forboth coaches and athletes to understand what the pipelinelooks like as it will guide both coach and athlete in identifyingwhat is needed to progress up the rungs from grassrootscompetition to Olympic podiums.We will be in a position to broadly communicate our pipelinemodel for coaches and athletes to use by the end of 2020.COACH DEVELOPMENTTowards the end of the year, a lot of emphasis was put ondeveloping a more comprehensive coach developmentmodel that would better align itself with existing athletedevelopment models.PAGE 10 /

CYCLING NEW ZEALAND ANNUAL REPORT 2019As Subway was stepping out the door, Sky, through an offerto broadcast some of our events, seemed like a very goodopportunity to put cycling on the map. We struck a partnershipwith Sky to broadcast our national championship events ontheir Sky Sport Next platform.25% of the annual income coming into our organisation to runthe numerous programmes promoting cycling comes fromsponsors, trusts and donors. It is therefore imperative that wecontinue to properly service our present financial stakeholderswhile also looking at diversifying our income sources.Although there have been effective deliveries of coacheducation in place to benefit CNZ and our memberorganisations in the past, these education courses may nothave been in perfect alignment with the needs of the HighPerformance department.Overseen by our HPAD and supported by our EducationManager, Amy Taylor started putting the pieces of thepuzzle together with the intention of submitting a final coachdevelopment framework by the end of April 2020.EVENTSThis past year was a busier than normal year for our eventsteams as they hosted not one, but two Track Cycling WorldCups.In between the organisation of two Track World Cups at thebeginning and end of 2019, our Events Team was hard at workensuring proper delivery of schools races, as well as Road,Track, and Mountain Bike Nationals.Last year, we also presented our event certification programmeat the AGM and there was much enthusiasm surrounding thisinitiative. We will be looking at re-engaging with organisersin the New Year so as to ensure that we collectively continueto run safe and fair events for our numerous members andoverseas guests.Delivering safe and fair national and international events inNew Zealand is one of the important ways we can inspiremore New Zealanders to ride and embrace the sport ofcycling. Our Events Team, led by Janette, professionally hitsthe mark in every area of event delivery, making this areaof our organisation vital to both our High Performance andDevelopment programmes.SPONSORSHIP, COMMUNICATION AND MARKETINGFor our Marketing, Sponsorship and Communication Team,2019 continued to be busy with the signing of new sponsorsand partners and the non-renewal of others.Namely, Subway announced that they would not be renewingtheir partnership with our Hub and National Track Series past2019. This news solidified our resolve that the Performance Hubmodel needs to be reviewed in order to ensure its sustainability.The work done in this area is so important to the livelihood ofour organisation and to the development of our programmes.As we recognise that sponsors, trust funding and donors areso important to our organisation, I want to thank Subwayfor taking part in our journey and acknowledge the ongoinggreat partnerships we have with APL, Southern Spars, Kask,Champion System, Lion Foundation, Grassroots Trust, ourPerformance Hub sponsors and donors, as well as all of ourother equipment sponsors.MEMBERSHIPEarlier this year, as part of an effort to streamline expensesand increase efficiencies, we took a good hard look at themembership system we had been using for the past few yearsand, as a result, decided to migrate to a more cost effectiveand more cycling-friendly solution.With funding from Sport New Zealand’s OrganisationalCapability programme and assistance from their BusinessCapability Consultant, we started the migration to a newmembership system in November. While it is too soon todraw in-depth conclusions on the efficacy of this new system,our future working with CCN as our membership platformservice provider does bode well from a financial standpointas well as from a client servicing viewpoint.As this system has other functionalities that could simplifyevent entries, coach education monitoring, etc., the ideais to continue adding functions that could greatly increaseour service delivery to individual members, clubs, centres,member organisations and event organisers over time.I want to commend our Membership Coordinator, RebekahCullinane, who came in mid-year and Shannon Galloway formanaging this project.COMMUNITYThe purpose of community pathways is to increase participationand membership, knowing that if we increase generalparticipation in cycling, we will increase the number of ridersentering our sport.The ride leader programme, primarily through socialconnection, provides an entry point for adult skills training. Rideleaders recommend training to group members who would notnormally go to a workshop because “riding a bike is just likeriding a bike.” However, New Zealand roads continue to getbusier and if people have had decades between bike rides, aPAGE 11 /

CYCLING NEW ZEALAND ANNUAL REPORT 2019lot of re-training has to occur.With the advent of electric bikes infiltrating the market, we’veput together some learning to ride programmes specificallytargeting E-bike users. The goal of these courses is to enhancethe riding experience, all the while ensuring that users cancontinue to practice riding in a safe manner

the Union Cycliste Internationale (UCI), Vice President of the Oceania Cycling Confederation and a board trustee for Men's Health Trust NZ. In May 2013 Tony joined the Cycling New Zealand Board as an appointed board member and also became chair of the Audit and Risk Committee. In May 2017 Tony was appointed chair of the board for Cycling