Summary of proposed organisational structure: From 18 entities to three entities
New legislation requires us to act
CCS Disability Action is a national organisation split into 18 separate Incorporated Societies. Each entity has its own constitution and reporting requirements as a registered charity.
In 2022, a new Incorporated Societies Act was passed. This included updates to modern legal governance and enforcement settings and the requirement for new constitutions to be adopted. It also requires all Incorporated Societies in New Zealand to re-register by April 2026.
While our 18 individual incorporated societies are united in our focus on delivering high quality disability support, advocacy and information to people across the country – our structure makes it challenging to do so in a cost efficient and effective way.
Unfortunately, CCS Disability Action spends a lot of time and money making the 18-entity model work. These resources could be better invested into direct support for disabled people and whānau and to create positive change in communities across New Zealand.
Implementing the new Incorporated Societies Act requirements presented the CCS Disability Action National Board with an ideal opportunity to check that CCS Disability Action governance arrangements are set up to best support the organisation and people we support in the long term. This process also required investigation of the range of options for a legal structure and the Board engaged Steven Moe from Parry Field Lawyers to research what might serve an organisation of our scale.
The current legal structure of CCS Disability Action.
Building knowledge: the consultation and development process
Work to gather feedback on CCS Disability Action’s governance arrangements began in the second half of 2023. This initial consultation process included a wide range of people across our governance groups. They shared their experiences with our current arrangements and their views on what worked well and how we can improve them. From this information a set of options for governance arrangements were developed, which were then tested by the Board, National Leadership Teams and local governance chairs. Following further development, options for proposed governance structures were then shared with members through in-person hui across the country and an online hui. The purpose of this engagement was to seek feedback on governance structure options that would best meet the following goals.
What we heard
During the consultation process common themes were:
Our existing governance structure results in a lot of ‘doing business with ourselves’. Trying to work as one organisation through 18 separate legal structures isn’t effective or efficient.
Members would like our focus to be on delivering high quality support and a governance structure must serve that goal.
Local input from disabled people is critical and needs to be retained in any new structure.
We need robust financial expertise and stewardship built into any new governance structure.
That donors’ wishes must continue to be honoured.
There is grassroots support for change to ensure CCS Disability Action can be fit-for-purpose into the future.
Proposed governance structure for CCS Disability Action: A ‘three-entity model’
Feedback from this consultation was incorporated into a new proposed governance structure that has been endorsed by the CCS Disability Action National Board. We are calling this the ‘three-entity model’. The reason for this is that there would be three new organisations established to do all the things that our 18 organisations currently do.
Head Trust
The first organisation would be the Head Trust. This would be the lead organisation and governance group of the three entities. Its focus is to ensure the three organisations work together to achieve its vision, strategic priorities and group performance. This organisation would be a Charitable Trust.
Service Entity
The second organisation would be the Service Entity. This would be the organisation that provides all support to disabled people and whānau. It would employ all the staff that currently work for CCS Disability Action branches across the country. This organisation would be a Charitable Company.
Foundation
The third organisation would be the Foundation. It would look after the buildings and the financial assets that CCS Disability Action branches across the country currently look after in 18 different places. This organisation would be a Charitable Trust. Each of these organisations would have their own Board of Trustees. The purpose and objectives of the three entities would remain the same.
CCS Disability Action’s Vision and Strategic Priorities will be the same. We will continue our work across the country, just as we currently do.
Ensuring local perspectives are honoured: From Local Advisory Committees to Voice and Action Groups
Currently, each of our 18 separate entities has a Local Advisory Group and a Local Executive Group. In some cases, where there is not enough community interest, these are combined to form one Local Committee.
Local Advisory Committees are made up of members of the community who are interested in the work that CCS Disability Action does, and in making a difference in their local community. With the new ‘three-entity model’, the work of Local Advisory Committees would move to Voice and Action Groups. Voice and Action Groups would serve an important and enduring advisory role in the ‘three-entity model’.
The purpose of these groups is to gather and amplify the voice of local disabled people on initiatives and issues that matter, and empower disabled people, whānau and allies to drive action and influence change at a local and national level. An intended outcome of the Voice and Action Groups is to help foster and develop disabled people’s leadership across the country.
The Role of Voice and Action Groups
They would serve two core functions.
1. Be the voice for disabled people and whānau
Understand local needs and challenges - Bring disabled people together to understand local challenges and opportunities.
Inform and influence how we work with disabled people and families - Inform and influence local and national advocacy, service priorities and projects, including service design and improvement.
Contribute to both the strategic and local planning of the Board of Trustees of both the Head Trust and the Service Entity.
Seek high-level feedback from the disabled community about the work of the Service Entity.
2. Take local action for positive change
Lead and support local advocacy and change - Advocate for change in local communities to improve the lives of disabled people and their families.
Create awareness amongst communities and stakeholders about disability, human rights, and the social model of disability.
Encourage discussions about the role all people can play in upholding Enabling Good Lives Principles.
Create connections and engagement - Build relationships with local organisations and stakeholders, including other disability groups, to influence on disability issues and good practice.
Build connections amongst disabled people to support a stronger sense of community, including amongst CCS Disability Action service users.
Working in partnership with the Service Entity
Members of each Voice and Action Group will work in partnership with the Service Entity staff to raise issues and to act on agreed outcomes.
All existing Local Advisory Committees, Local Committees and active interest groups who currently work with CCS Disability Action will be invited to become part of a Voice and Action Group.
Each Voice and Action Group will be supported by the local branch of the Service Entity to meet at least quarterly. The number of Voice and Action groups will be determined by community interest and engagement. However, if there is no active Voice and Action Group within a local branch of the Service Entity, that branch will hold a community meeting at least every six months.
The purpose would be to invite disabled people, whānau and other people the Service Entity supports to share their perspective. This would also be an opportunity to encourage the development of a Voice and Action Group in this area.
Robust financial oversight: From Local Executive Committees to the Foundation Board and Funding Committees
Currently, each of our 18 local organisations has a governance group responsible for financial stewardship of its assets. These Local Executive Committees (or Local Finance Committees) are made up of members of the community that are interested in the work that CCS Disability Action does, and that have skills relating to running a business or managing finance and risk.
With the new ‘three-entity model’, the work of Local Executive or Local Finance Committees would move to the Board of the Foundation. They would work in partnership with Regional Funding Committees, to ensure local needs are met. The Board would look after the non-operational assets and investments of the Foundation.
They will work with Fund Managers to make the most of the income opportunities we have and ensure that our existing assets and investments around the country are well maintained, now and into the future. The Board of the Foundation would work with Regional Funding Committees.
There would be four committees – one for each existing CCS Disability Action region (Northern, Midland, Central and Southern). The Board would advise the Regional Funding Committees how much funding is available to allocate in their region over the year.
The Regional Funding Committee would be the point of contact for applications from both the Service Entity and Voice and Action groups. This would create an opportunity to invest in initiatives that will make a positive impact for disabled people and families in local communities.
How would Board members be chosen?
If the new model is accepted by members, as part of the transition an Establishment Chair, chosen from the current CCS Disability Action National Board, would be appointed.
The Establishment Chair would lead an application process to establish the Trustees needed for the three Boards. The first round of Expressions of Interest would go to current local governance and CCS Disability Action National Board members from around the country.
The applications would be reviewed by a panel and interviews would take place for the people who have the lived experience, skills and experience necessary for the roles on each of the boards. If the roles cannot be filled with current governance members a broader Expression of Interest would be extended to the community.
How will the Funding Committee Members be chosen?
To establish the Funding Committees in each region, the Establishment Chairs for each Board would lead an application process to establish the four Funding Committees needed. The first round of Expressions of Interest would go to current local governance and CCS Disability Action National Board members from around the country, that live in each of the regions. The applications would be reviewed by a panel and interviews would take place for the people who have the lived experience, skills and experience necessary for the roles on each of the committees. If the roles cannot be filled with current governance members a broader Expression of Interest would be extended to the community.
What would this mean for people receiving support?
The changes that the CCS Disability Action National Board have proposed, would not create change for people we support. We would continue to have branches in the locations that we have branches now and staff would continue to do the work that they do with individuals, whānau and in the community.
This is not a review of the support we provide for disabled people, whānau and communities – this is just a review of the way we have set up our business.
What would this mean for staff?
The changes that the CCS Disability Action National Board have proposed, would not change the jobs of our team. We would continue to have branches in the same locations and staff would continue to do the work that they have been doing with individuals, whānau and in the community.
This is not an operational staffing review but a review of the governance and legal structure of the organisation. If the changes are agreed the name of the organisation that employs our staff would change because all staff would be employed by the Service Entity rather than one of the 18 entities they are currently employed by.
No staff member would lose their job as part of the governance review.
How will this impact access to CCS Disability Action’s Holiday Homes?
Holiday Homes use was raised during the consultation process. The holiday homes CCS Disability Action owns in the South Island (Paroa, Christchurch, Tekapo, Arrowtown) would still be available for use by disabled people and their whānau through a booking system. Any decisions relating to the management of Holiday Homes would be the responsibility of the Foundation, in consultation with key branch stakeholders.
What about membership?
Formal membership is not part of the proposed ‘three-entity model’. All Life Members, current governance members and Patrons from the current organisations would be recorded in the founding document for the Head Trust.
They will continue to receive communication from the organisation and be invited to local events and activities to acknowledge the role they have played in CCS Disability Action. They would also be invited to any local consultation for CCS Disability Action in their area.
A vote to accept the new governance model
This proposed ‘three-entity model’ was endorsed by Local Executive, Local Advisory and Local Committee Chairs that were present at the CCS Disability Action Governance forum in Christchurch on 20 June 2024. This endorsement allowed us to complete further detailed work to ensure the ‘three-entity model’ is robust and meets our local and national needs.
This stage of the process was conducted by working groups made up of governance members from across the country. Their detailed work means we are now ready to take the proposed ‘three-entity model’ to CCS Disability Action members for a vote.
You will find information on the remit here.