Future of NLS - your input needed!

Option 1: The Continuation Model

NLS is run every two years, with the next event being held in 2012, as per the original schedule. NGAC takes on a strategic leadership role in relation to NLS, which involves sending out a call for hosts, setting themes, and liaising with the ALIA Board of Directors. While each NLS is run by a new organising committee, NGAC provides some continuity between events.

Strengths:

• allows NLS to build on its already strong brand
• ensures targeted professional development by new graduates, for new graduates
• more strategic guidance provided by NGAC would assist organising committees

Weaknesses:

• model has not typically generated revenue for ALIA and may not be self-sustaining
• relies on significant volunteer commitment

Option 2: The Satellite Event Model

NGAC petitions for NLS to be held as a regular satellite event to large ALIA conferences. NGAC takes on a strategic leadership role, responsible for negotiating with current conference organisers to link up with NLS, however individual events are organised by a separate organising committee. NLS events may be regular or semi-regular depending on negotiated arrangements. NLS events may be held before, during or after the parent event.

Strengths:

• allows for some cost sharing to occur with existing conferences
• gives new graduates the opportunity to interact with experienced industry figures
• may allow for shared speakers and shared networking opportunities

Weaknesses:

• relies on the willingness of conference committees to allow NLS in as a satellite event
• relies on significant volunteer commitment to sustain
• new graduates may be forced to compete with senior staff for funding to attend
• reduced autonomy of NLS organising committee

Option 3: The Integration Model

NLS no longer exists as a separate event, but new graduate themes are integrated into other existing ALIA conferences. NGAC takes on a strategic leadership role, with one committee member being appointed as the contact for each ALIA conference to represent the interests of new graduates. Reduced registration fees may be negotiated for new graduates and NGAC encourages organising committees to allocate space in the programme for first time presenters. NGAC may develop other programmes to make ALIA conferences more accessible to new graduates, such as a conference mentoring programme.

Strengths:

• increases the interaction between new graduates and the wider conference delegate population
• allows new graduates to attend mainstream events with the support and encouragement of their peers

Weaknesses:

• relies heavily on the ability to integrate new graduate issues into current conference programmes, which could be a challenge
• may result in a loss of focus on new graduate issues
• new graduates may be forced to compete with senior staff for funding to attend
• concurrent streaming may mean new graduates have to choose between attending sessions related to their specialties or targeted new graduate sessions

Option 4: The Cessation Model

No plans are made for the future of NLS. The New Graduates Group focuses on local events designed to appeal to a smaller audience, with the occasional larger coordinated event. NGAC continues to provide a strategic link between the New Graduates Group and the Board. Any group that wishes to host a NLS event in the future would have to apply independently to the Board. This model recognises that there may be limited interest in the continuation of NLS as a distinct event or theme beyond 2008.

Strengths:

• reduces the financial and organisational burden of NLS on all parties
• may allow for energies to be redirected to smaller, more frequent, local events

Weaknesses:

• no dedicated new graduate event on the conference circuit
• the legacy, organisational knowledge and associated benefits of NLS and associated active national new graduate culture in Australia are lost