CEO’s Report

As we approach the end of another decade it is timely to look back and reflect not only on the past year, but on ADLS over this time. Eight years ago the recently incorporated ADLS was a somewhat rudderless organisation, unsure of its direction and place in the world. Today we are a vibrant and energised organisation with over 5,000 members across New Zealand, clear on our direction and purpose, providing quality tools and support, connecting NZ Lawyers, and making a valuable contribution to the legal profession.

This would of course not have been possible without you, our members. ADLS is also enormously grateful for the generous contributions of time and subject matter expertise of our members on our committees, and CPD speakers and contributors. A heartfelt thank you is due to everyone who has contributed to our excellent programmes in the 2019 financial year and shared in our success.

Over the last decade there has also been much change in the environment in which we operate. This is true both of the world at large, and the legal profession generally. The influence of technology is significant as we increasingly see the impact of AI and technology on the way we do things. Socially, there has also been a shift – an acknowledgement of the importance of wellbeing and the ‘whole person’ in the workplace, as well as a spotlight on some of the bullying and harassment behaviours in parts of the legal profession, highlighting the importance of not tolerating and accepting such behaviours, and creating organisational cultures that are safe and underpinned by respect and inclusivity.

ADLS recognises the difference well executed, fit for purpose technology can make to busy, time poor legal professionals. Our CPD programme was an early adopter of live streaming capability, as many of you will be aware. ADLS has also made further advances with its digital signing technology over the last year and will soon make it available for the execution of Authority and Instruction (A+I) forms.

We also recognise a changing dynamic in the population as we continue our focus on creating opportunities and connections with young lawyers through a number of key strategies and touchpoints – from our connections with law students, strategic partnerships with tertiary institutions across New Zealand, including with our most recent, sixth partner, University of Otago Law School; targeted CPD and collegial events, our mentoring and work experience opportunity programmes, and Newly Suited Committee – ADLS is investing in growing and supporting the younger generation of lawyers.

There have been many great achievements this year, but one I’d like to focus on here is the launch of the new 10th edition Agreement for Sale and Purchase of Real Estate (ASPRE). This project highlights the fantastic work of our committee volunteers and is the culmination of significant time and expertise of some of the key leaders in this area, willing to share their expertise for the benefit of the profession. It also demonstrates our strong partnership with REINZ, who jointly own the form, and our collaborative working relationship.

One thing is certain, the pace of change will continue and it is likely that in the next five to ten years the legal landscape and world will be significantly different again. ADLS must be poised to adapt and lead change to keep moving forward and provide the influence and thought leadership for which we have become renown. This means looking at the way we do things to ensure our focus is on our strategic goals and not diverted to other activities, and understanding in depth the key challenges and issues that the legal profession, and you as lawyers, face today and into the future.

We always value feedback that we receive in our interactions with members at events across the country, and we are keen to gain your insights this year about key projects and issues affecting ADLS, as well as further understanding your most pressing issues and challenges.

ADLS continues to be operationally strong, with a strong balance sheet. However, our financial performance was significantly impacted by issues stemming from Chancery Chambers. For the first time our audit report is qualified due to uncertainty in quantifying the cost of the building remedial work. As members can appreciate this is not an ideal or sustainable situation. The Council have provided an update on Chancery Chambers later in this report.

We want our rich and proud history to be a springboard to the future, rather than anchoring us to the past. Our agility will be critical to our future success and we must be open to possibilities that we may not have entertained merely ten years ago, and be ready to adapt.

Again, a very big thank you to all our members and supporters, and to the ADLS team. We look forward to being of service to you, and engaged with you, in the year ahead.

Sincerely

Sue Keppel Chief Executive Officer