CEO’s Report

Given the ever-changing landscape of the pandemic, ADLS has continued to grow and move forward on key initiatives over the past year. What is apparent are the opportunities which have come about because of the disruptions experienced; these have supported the change in the way we do things which has increased our effectiveness as an organisation.

As highlighted in last year’s report, we had a strong mandate to sell Chancery Chambers and the sale was completed in July 2022. We continue to exercise our leaseback options at Chancery Chambers while we investigate potential alternative premises to purchase.

Over the past year we have focused on further developing the strategic direction for ADLS, identifying our priorities, and creating a roadmap for growth. Membership is at the core of ADLS; having the right mix of products and services to meet the industry at all career stages is paramount. We have invested considerable time in ensuring our member data accuracy, which will position us well for a change in database systems in 2023. Delivering real benefits that support and enhance our membership is mandatory to achieve our growth goals.

Our CPD courses are industry-leading and the move from offering in-person to online and on-demand learning has enabled us to service more people in the profession. Facing everyday disruptions due to lockdowns, the ADLS team delivered learning events to more than 7,500 participants either online or in person. Moving to a hybrid model, our flagship Cradle to Grave™ conference was delivered New Zealandwide, to outstanding reviews.

Connection and bringing the industry together is vital; being able to catchup in person and talk with Members and peers is an important part of what we do.

Over the past year ADLS has reviewed the way it runs its events, recognising the importance of making connections for career-building, mental health, and well-being. Our collegiality program recommenced in full, at the end of June, with 13 events held across New Zealand from Auckland to Christchurch, from Hawke’s Bay to Wellington. We again hosted lawyers’ lunches; the Immigration Minister Michael Wood at the annual Immigration dinner and the Attorney-General, the Hon. David Parker for a profession-based Q&A breakfast meeting.

The ADLS took the lead in bringing the legal community together in August to honour the passing of HM Queen Elizabeth II with a ‘Toast to Her Majesty the Queen’, recognising an important time in our history. Our events are well attended and topical – a testament to their success. I am enthusiastic about what we plan to deliver in the coming year.

The work of the ADLS Committees this year has been impressive and significant. We run 18 Committees, supported by over 200 members, giving their time freely to helping us impact and shape the legal sector. Our Committees came together to provide input into a submission to the Independent

Review Panel, examining how lawyers and legal services should be regulated and represented in New Zealand. Strong submissions were also made on the Digital Strategy for Courts and Tribunals and possible changes to notification rules under the Privacy Act 2020. Looking ahead, we have laid the groundwork for future positive impacts by our Committees across all sectors of the law.

Arising from the challenges of the past year has been the speed at which technology is changing the way we interact and do business. Four years ago, ADLS committed to delivering a digital signing product for the legal sector. Unfortunately the significant expansion of the digital signing market, particularly since the pandemic, has resulted in us retiring our own product build during the year with the view to possibly partnering with a digital signing specialist for future growth.

Members funds are now $21.6M. This is backed by investments held by Forsyth Barr of $17.5M and cash reserves of $4M. The unknown but substantial contingent liabilities associated with Chancery Chambers have been eliminated. Operationally, ADLS made a surplus before tax of $588k. Our legal forms revenues have started to be impacted by the decline in house sales, but still holding to expectation.

ADLS is made up of a resilient and highly dedicated team. The development of a new hybrid workforce model, involving a combination of remote and onsite working arrangements, offers ADLS team members flexibility, well-being and balance while still maintaining productivity and engagement.

Our 2021 employee survey shows high engagement and support for our organisation values. Coming together to achieve the best outcome for our members, during a challenging time, has enabled our team to remain connected and enhance the quality of our services. As an organisation we share a vision that is progressive and innovative whilst maintaining the best interests of our members. Thank you to the ADLS staff for their energy and dedication to making our organisation the best it can be every day.

Crucial to our successes are the contributors who come together to make the ADLS great. My thanks to you all – from our Committee Members, Conference and CPD speakers and volunteers. The valuable time and energy you contribute to ADLS and the profession is recognised and very much appreciated.

I wish to acknowledge with thanks the contribution of our President Marie Dyhrberg KC who completes her third and final term as ADLS President in March 2023.

And finally, thank you to our Members, whose ongoing commitment, support, and engagement makes ADLS a leading industry association.

We look forward to working with you again next year.

Sue Keppel Chief Executive Officer

As a nationally focused organisation, ADLS serves and welcomes members from all over New Zealand. Despite another challenging year, our member base has remained strong and has in fact grown on FY21 membership numbers.

Contrary to expectations, 2022 continued to be a challenging year as we contended with lockdowns and volunteer burnout. Our membership approach then became to listen even more closely to what our members wanted from us and then deliver time and time again. This strategy has paid off as overall membership increased over three percent in comparison to the last period.

This increase in membership has largely come from the conversion of non-members into members, validating our efforts to better communicate the value of an ADLS membership.

A big part of increasing the appeal of membership to non-members is effective and relevant communication. With this in mind, we completed several projects designed to reduce the number of individuals in our database with incomplete details. This allows us to connect members with CPD and event opportunities in their area, increasing value to members.

FY23 will bring more of these projects as we continue to make our data more robust so we can better service our members.