1. ADI Workshop
Coping with Growth
Johan Vos

2. Introduction –
Volunteers established local alzheimer societies
Offered volunteer services
Community based fundraising
Recruit more volunteers
National Office established
Annual General Meeting organised to facilitate sharing of information
23 Local Alzheimer societies

3. Growth – 1990’s More fundraising
Local alzheimers societies started to employ staff
More services offered (information, education, respite, support)
National Office offered support and national advocacy
Structure remained very autonomous
Meeting the needs of local communities

4. Growth – 2000’s Local alzheimer societies employ more staff
Contracts for services with local health boards
Growth has been inconsistent
ADI Conference in Christchurch 2001
2006 Alzheimers New Zealand Agreement (Code of Practice)
Role of National Office and local Alzheimers society
Provided some role clarity
Still operate very autonomously
Common brand

5. Entering maturity – 2009 onwards
Organisation today
Core services
National Board take organisation forward
Absolute commitment to excellence
Uphold 2006 Alzheimers New Zealand Agreement (Code of Practice)
Rebrand Organisation
Developed Strategic Partnerships
Launched National Dementia Stratgy
Funded Dementia Drug
Service Excellence

6. Organisational Review
External Environment
Pressure on health spending
Political / philanthropic pressure to reduce duplication
Pressure to have standards for contracting services
Increased competition for funds
Competitive service environment
Growing number of people with dementia

7. Organisational Review
Internal Environment
federation of small relatively independent organisations
different views about the need for change
gaps in communication between National Board and MOs
no formal mechanism for MOs to influence Board and Board to tap into grassroots
problems with timely decision-making about matters affecting whole organisation
vastly different levels of service delivery and standards of care
duplication of core support functions

8. Organisational Review
To address our internal and external issues our structure must;
maintain a strong local presence
retain valued roles for volunteers
achieve greater national consistency in policies and service standards
make better use of resources and avoid duplication of effort
strengthen our national advocacy and lobbying voice
attract more fundraising revenue
deliver more services to more people with dementia
provide more accountable and responsive governance
provide for greater cohesion and integration
operate more effectively and efficiently
Attract more government funding

9. Organisational Review
The National Board also identified the objectives for any change as follows:
1. Increase provision of core services offered
2. Be efficient and effective in everything we do
3. Be a professional and authoritative organisation with a commitment to excellence
4. Remain true to our organisational values
The key question;
What structure will best enable us to most effectively serve all people affected by dementia?

10. Journey of Organisational unity

11. Journey of Organisational unity

16. Observations No perfect structure Is your organisation committed?
Governance function
Use a consultant
Risks
Brave
Emotional vs rational arguments
Will a new structure add value?

17. The key question;
What structure will best enable us to most effectively serve all people affected by dementia?