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“Greater National Consistency” behind CCS Disability Action restructuring

Like a lot of disability support providers, CCS Disability Action faces a difficult transition into the new style of disability supports.

There is a push for more choice and control over supports, but more importantly, people and families want more say in how that support is delivered to them.

According to numbers of the past financial year, CCS Disability Action revealed that 69% of their revenue was from Government contracts. 76% of expenditure was spent on staff training – including coordinator training.

The difficulty area was the cost of programmes – a total of 55% of expenditure by National office.

The organisation, under the leadership of David Matthews, decided to head in a different direction in 2016. Deemed “the journey towards a brave new world”, the change wasn’t met without some push back from staff around the country. Fears were that existing workloads would only increase, and that some jobs would be lost along the way.

Matthews argued that a greater consistency for the organisation was key, while promising to look for ways to ensure the costs for delivering services were managed.

The change was immediate and resulted in branch managers being shifted to become regional managers. Northern, Midland, Central, and Southern now had their own regional manager, someone who would look after the various CCS Disability Action branches within a region.

At the national level – new roles were established to complete the new leadership structure. A National Coordinator for Maori Development, plus the following roles:

National Contracts Manager

Service Leadership & Quality Manager

National Operations Manager

Matthews promised that national office would provide efficient support and leadership to the organisation and its various regions. In early 2017; Matthews was selected for the Government’s Disability System Transformation co-design group.

 

 

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