Towards 2010

General comments

Very good, really clear, good action items.
Want something about community service - what can we do for our neighbours eg East Timor, Indonesia, Asia etc. Could fit in with Communicating Well part of doc.
Agreement that the items of Recruitment/Recognition and Lobbying/Research were important. It was felt that resources for isolated and remote member support needs to be factored into the draft as currently there is no mention of this.
How many of the bullet points can be counted or measured?
Where are the criteria on which the Association is prepared to be assessed by its members?
Are all these points of equal value? Priorities should be assigned.
What feedback do we have on what has been achieved since last NPC? A succinct summary of successes and outcomes, in context, would be valuable.
Three key questions to be asked: 'What are the objectives?' 'What are the strategies for getting there?' 'How successful have you been?'
2010 is too long a time frame. A rolling three year plan would be more appropriate to our fast changing environment.
Concern that seven year recognition cycle is too long for an industry that changes so dramatically so quickly.
As an aspirational document, this draft was well supported. Agreed however that the real business of the Association is on the next level down. How will this be achieved, how will it be measured - reiterate need for a business plan.
It was felt that the 2003-2004 specific goals did encapsulate the priorities identified by the meeting.
The draft does not appear to address some significant factors in the environment for LIS and ALIA, including: changes in employment and the ageing of the profession; legal and ethical changes, eg. challenges to our fundamental values on access to information; changes in education; competition for members from other organizations (why is there competition? What are other organisations providing that we are not to potential members?); the needs and interests of library users
The document is inward focused. It could align more clearly to external forces and how ALIA values and objects address these
The 'Making it happen' actions under each theme need measurable goals
We should be careful not to commit to outcomes that we cannot control. Therefore in some cases aspirational language would be better, eg. 'ALIA aims to be the association of choice...', 'our strategies will assist and encourage members to be engaged and aware-'
ALIA should maximise the focus on our patch by strong and consistent use of the terms 'library' and 'librarian' that convey values of service and public interest. We doubt that ALIA is able to stake a claim for being the association of choice for information professionals.
The two elements - the longer-term, broad direction and the more detailed strategic plan should be part of a consistent whole. How will Towards 2010 link to more detailed planning after the 2003-2004 plan?
The document seems to speak more to personal members. The dichotomy and tensions between the needs of and vision for personal and institutional members is not clearly addressed.

Objects and core values

Presenting the Objects and Core Values up front is to be commended.
Aims are defensive.
Should 'universal access to a basic set of information services' be included in ALIA objectives? What is ALIA's role in facilitating strategies for broadening/diversifying the funding base for information services? What new sources of funding is it exploring?
There is no explicit reference to the information economy.

Snapshot

Liked the snapshot of ALIA
A Snapshot of ALIA - In the statement on lobbying, the need for ALIA to liaise closely with other groups (e.g. CASL, CAVAL) representing the interests of the library and information sector should be stated with the aim of providing a unified approach to lobbying.

Sharing the vision

Support and promotional materials need to be provided to local groups to give them strategies to follow to encourage members of the profession to join ALIA.
'ALIA will be the association of choice for the information professional' - adamant that this is an impossible mission unless 'information professional' is adequately defined.
Readers of the report and the membership in general needs to recognise that ALIA is the first port of call for comment/advice on issues relating to the library industry. It was felt that the general membership was unaware of the role ALIA plays in this regard to politicians, government and the media etc.
There is scope for stronger membership and representation, both personal and institutional, from within targeted library sectors, eg health, law, public, teacher-librarians. This may be preferable to broadening the membership base for information professionals.
We need to know the perceived value of ALIA membership and to know what competitor organisations offer and at what price.
In addition to targeting new graduates and those new to the profession for membership of ALIA, we should also encourage people into the profession.

Skilling members for the future

Students our future statement was very good
Emphasis on CPD and skilling rather than informing employers on importance of CPD and the difference between ALIA members and others. No emphasis or encouragement to be a member of ALIA. A discussion ensued on what the Institute of CPA' does and their requirement for mandatory CPD. It was pointed out that members rejected mandatory CPD and that the status of those who have completed the CPD programme will rise when a number of people have completed the program
In addition to identifying professional development pathways, which hopefully will result from LISEKA, the issue of attracting people to the library and information profession must be addressed. The current emphasis (necessary and commendable) appears to be on support for students who have already made the career choice, but those still to make that choice need to be targeted as well.
There are issues for ALIA as an educational standards body if we want to open membership eligibility to all who work in libraries.

Promoting innovation

This may be effective if combined with existing means of recognition of innovation in the industry. The REAP project may assist in identifying areas of innovation and how ALIA membership is important in this information-sharing and knowledge development.

Communicating well

The strategies are appropriate and important.
Agree must try harder
Members only web site and website improvements were applauded
'Continuously review ALIA's communications channels' is a bit over the top and doesn't convey the doing. It could be better expressed as 'Make sure the communications strategy is effective in supporting participation and engagement of members and promoting and showcasing our activities and achievements'.

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