Review of member engagement and participation in ALIA

(Summary report for members, June 2004)

Executive summary

The review of member engagement and participation in ALIA addressed the roles and functions of groups in the Association to assess the effectiveness of the new group structure introduced in July 2001. The review was a sub-project of Initiative A in ALIA's 2003-2004 plan: Enhance engagement of members through state/territory and locally-based groups and programs (Object 5). The review reported to the ALIA Board of Directors in May 2004.

In April 2004, ALIA had 61 endorsed groups with a combined total of 10 848 members. Groups have a regional sectoral or special interest focus and vary greatly in their activities, from running complex national programs to delivering mainly local professional networking opportunities.

Extensive resources, including the volunteer work of members, paid staff and other resources are devoted groups.

A small core of members is actively involved in the Association, but there is a perception that members' involvement and participation is low and that many members are unclear about the opportunities and structures available for them to be engaged in the Association. There is scope to use the good will and commitment of active members to encourage and nurture wider involvement. It is recognised, however, that the capacities of members to contribute as volunteers is increasingly limited.

Self-nominated groups are highly-valued by members for the professional networking, learning and currency of professional information that they provide. However, there are concerns that groups are not fully delivering these benefits. Groups are placed to make a significant contribution to the Association's objects and goals in areas of the Association's sustainability, its influence in the sector and the community and in its support for professional standards.

There are concerns among members and group office-bearers about the management and administration of groups, in particular about having current and timely information about group membership and the budget and financial management processes.

The intention in 2001 for the new group structure to be a flexible and dynamic model built on the specific requirements of members is being met - in part. Its strengths are in its flexibility and in its ability to accommodate differing and changing needs of members and groups. Its main weakness is in its reliance on the interests and energies of members to form groups, which has led to ad-hoc geographic, sectoral and special interest coverage. There is a widespread view that members are looking for stronger structures to support member engagement and participation.

In its consideration of the report and recommendations of the review the Board of Directors endorsed the following recommendations which aim to support groups and office-bearers and to improve the management and administration of groups. Implementation of these recommendations will be included in ALIA's 2005-2006 plan.

• ...that the eligibility of service as a group office-bearer for award of points in the ALIA Continuing Professional Development Scheme be communicated and promoted to groups.
  
  
• ...that the group office-bearers' guide be amended to include a section on the services available to groups and office-bearers to support their operations and achievements.
  
  
• ...that regular workshops are conducted for group office-bearers on the services for groups and the responsibilities of office-bearers. The workshops could be conducted by local liaison officers, with the involvement of ALIA National Office staff as resources permit.
  
  
• ...that in future groups be required to report to the Board of Directors annually, rather than every six months and that the 'celebrating success' presentations by groups should continue as part of the NPC.
  
  
• ...that a firm schedule, including consultation with groups, for the development of the office-bearers' facility of the membership system be established and communicated to groups.

The Board endorsed the following recommendations to improve communication to members about member services and benefits and the opportunities available for members to participate in the Association. Implementation of the recommendations will be included in the 2005-2006 plan for ALIA.

• ...that groups be encouraged to use the ALIA website as a core part of their communications to the ALIA membership as a whole.
  
  
• ...that a new members page be developed on the ALIA website to provide a gateway for new members to ALIA services, benefits and activities.

The Board decided that a discussion paper for the 2004 National Policy Congress would be prepared, based on the findings of the review and focusing on the benefits and value of groups to the membership and the Association and on how the Association can maximise value in providing for members' involvement in the future.

The Board also decided that alternative roles and representation for the NPC and other measures for consultation with members on policy and strategic directions for the Association should be considered. This is reflected in the changes in representation at this year's regional meetings and the NPC designed to facilitate wider participation by members.

Introduction and background

The review of member engagement and participation in ALIA addressed the roles and functions of groups in the Association to assess the effectiveness of the new group structure introduced in July 2001.

The review was a sub-project of Initiative A in ALIA's 2003-2004 plan: Enhance engagement of members through state/territory and locally-based groups and programs (Object 5). It was part of the Association's rolling program of internal audits. The review was established by the Board of Directors in July 2003 and endorsed by the National Policy Congress in September 2003. The final report was presented to the ALIA Board of Directors in May 2004.

The aims of the review were:

• To identify the current level of activity of groups and their value and benefit to members and contribution to ALIAs objects and vision;
• To evaluate the efficiency and effectiveness of the current group structure, including consideration of:
  • how well groups are providing mechanisms for engagement, communication and consultation
  • the role of groups in attracting and retaining members
  • the strengths and weaknesses, if any, of the current model
  • development, as necessary, of a new model for member engagement or other purpose

Methodology

The review took a multi-faceted approach and included review and analysis of documentation and data relating to groups, inviting submissions from groups, nine small group workshops with members in all states and territories, workshops with the Board of Directors and ALIA National Office staff, a survey by questionnaire of a random sample of members and an investigation of models for member engagement in other library and information services organisations and Australian associations.

The review has some limitations because two-thirds of ALIA's 61 groups did not provide a submission and there was a low participation in the member survey.

ALIA's groups and their activities

The current structure of self-nominating groups was developed from extensive debate and consultation through ALIA's renewal process and replaced a structure of well over 100 groups consisting of state branches with direct representation on a national council, sections and special interest groups.

The intention was for a grass-roots structure that was flexible, dynamic and built on the specific requirements of groups of members that would serve the professional growth of members through locally-developed and delivered activities.

In April 2004, ALIA had 60 endorsed groups with a combined total membership of 10 848. The groups varied widely in their interests, size, geographic coverage and level of activity. Most groups (58 per cent) had between 100 and 300 members. The largest group had over 600 members and the smallest fewer than 25 members. Groups had a geographical, sectoral or special interest focus, the largest category being that of regional special interest groups (39 per cent of groups).

Groups vary widely in the range and extent of their activities. Some such as Health Libraries Australia, have a complex national program. Others, such as some of the smaller regional and special interest groups, operate on a largely informal basis and their main focus is professional and social networking.

The 'Celebrating success' reports from the 2003 NPC regional meetings provide an excellent summary of the recent activities and achievements of groups. About twenty groups produce regular newsletters (most are electronic) and many, but not all, groups have an e-list linked to their group.

Resources devoted to groups

As at March 2004, approved group budgets for 2004 represented an estimated total income of $100 610 and expenditure of $94 463. The majority of groups proposed to operate on break-even or surplus budgets in 2004. Deficit budgets or special funding were approved for a small number of groups.

The volunteer resources contributed by group office-bearers and committee members varies widely among groups, from over 600 hours per year for some of the state/regional groups to less that 100 hours per year for some of the smaller groups.

Conservatively, it is estimated that the equivalent of at least 3.5 staff positions in ALIA National Office directly support groups. This represents a minimum salary expenditure of about $150 000 per year, plus overheads. The primary focus of the local liaison officers is to provide co-ordination and liaison support for groups at an estimated cost of $25 000 in 2004. There are significant non-salary expenses, for example, for insurance, postage, hardware, software and communications costs. Resource intensive tasks in ALIA National Office to support groups include liaison and co-ordination, financial administration, updating and maintenance of group web pages, e-lists and events listings, assistance with group newsletters and publications and maintenance of group membership and office-bearers' records.

There is also significant 'in-kind' support from institutional members and institutions.

Value and benefit to members

Review participants ranked group meetings and activities highly in value compared with other ALIA services and activities. This result is consistent with the findings of earlier member research.

Opportunities for being part of a professional community, networking, links with the profession, information, learning and communication were among the main reasons given for people to belong to the Association. Maintaining currency of knowledge, networking and professional development were the most common reasons that members gave participating in groups.

Additional benefits that were identified in the group submissions were that groups provide for grass roots, local involvement by members and as a main point of involvement by some members in the Association and that they provide representation, consultation and communication between members and the Board and ALIA National Office.

Those who are involved in and are highly-committed to a group or groups assert that local group activities are the most-valuable service provided by ALIA and the one in which the majority of members are most interested.

However, others have stated that they find groups irrelevant to their interests and needs. There are perceptions that groups are not fully-delivering these benefits. The challenges are in informing members, especially new members, about benefits, services and opportunities for participation, encouraging members to be involved and in groups reaching out to new and potential members.

Contribution to ALIA's objects and vision

Some members, especially those with a strong commitment to a group or groups consider that groups are the lifeblood and core of the Association.

The review identified three main areas where groups are placed to make a significant contribution to the Association's goals.

1 Sustainability
Groups contribute to the sustainability of the Association through providing activities and services that are highly-valued and sought-after by members and potential members. However, as is covered in more detail in other sections of the report, it is believed that many members are not actively-involved in groups and their activities.

2 Influence
Groups contribute to ALIAs influence in the sector and the community through the opportunities for professionals to participate and to contribute to the profession and through the significance and relevance of group activities and outcomes in the sector. However, other non-ALIA organisations are seen by some to be delivering more-relevant activities and outcomes in some sectors and geographic areas.

3 Professional standards
Groups contribute to improving the quality and standards of the sector and the skills of those working in it through the professional networking, professional development and access to current knowledge that they provide. However the capacity for groups to deliver high-quality continuing professional development solely through their volunteer efforts is increasingly under strain.

Engagement and identity for members

The assessment of the review is that a minority of members is actively involved in the affairs of the Association. A larger proportion of the membership values information communications and attends activities selectively. There is a perception that the level of participation may be falling and that many members are unclear about the opportunities and structures available for them to be involved. Most members are passive and will not take the lead in establishing or running groups or in developing or improving structures. However, they may respond and get involved if approached and encouraged to do so. There is scope to use the goodwill and commitment of active members to encourage and nurture involvement by a wider range of members.

The workshops identified the elements that encourage people to be involved and participate as:

• Networking opportunities and personal contact
• Effective communication and good information - both electronic and face-to-face
• Opportunities and encouragement to be involved
• Energy, ideas and inspiration
• Professional development and learning opportunities, both formal and informal
• Structured program of activities and accessible events
• Opportunities for professional discussion and exchange of ideas and information
• Customer-service focus and simple systems
• Professional recognition and job opportunities

It was judged that some groups and activities are working well. Some find the new group structure more welcoming than the old structure and that groups are providing contact with peers, networking and professional and personal development opportunities. inCite is a very important and highly-valued communication tool and the website has its fans and detractors.

ALIA faces competition from other sectoral and local organisations, which may be seen as providing more-relevant and immediate services and activities. At the local level, it can be challenging to demonstrate that ALIA membership is value for money, especially to those in the sector whose primary interest is in access to local activities and networking.

ALIA recognises the service of group office-bearers through award of silver pins. To promote and recognise further the skills gained by serving as an office-bearer.

Recommendation

It is recommended that that the eligibility of service as a group office-bearer for award of points in the ALIA Continuing Professional Development Scheme be communicated and promoted to groups.

Communication

It is apparent that communication is a key problem: among groups, within groups, between groups and members and between groups and ALIA National Office and the Board.

Group submissions expressed a need for greater co-ordination and consultation and among groups, especially at the local or regional level.

Groups vary in the communication mechanisms that they use and not all groups use the groups' area of the ALIA website to the same degree to communicate their activities and achievements. Members are now able to update their membership details, renew membership and join groups online but they cannot reliably find up-to-date information about the groups in which they may be interested through the website. As a central communication and information tool for the Association, the website has the capacity to inform members and others about groups and to provide links between groups and other services and information.

The 'members-only' access to group information remains controversial with some groups believing that it is a barrier to their communications and operations. At the 2003 NPC this issue was flagged for further discussion at the 2004 NPC.

Recommendation

It is recommended that groups be encouraged to use the ALIA website as a core part of their communications to the ALIA membership as a whole.

It is evident that there is limited awareness of the range of services and benefits available to members. It can be particularly challenging for new members to find the information, services and activities most of interest to them. It is suggested that the website could be used more effectively to guide new members.

Recommendation

It is recommended that a new members page be developed on the ALIA website to provide a gateway for new members to ALIA services, benefits and activities.

Some members and groups have commented that at the local and regional levels they feel remote from the Association as a whole and from its management. Local liaison officers have only recently been appointed and their role is evolving. With their ability to co-ordinate, organise and promote activities locally and their knowledge and experience of the Association and the sector, the local liaison officers are well placed to act as a link between the local and national elements of the Association. The role of the local liaison officers in the workshops for the review is an example of their effectiveness.

Member recruitment and retention

Groups believe they have a significant role in attracting and retaining members. Some group submissions asserted that groups are the only reason to belong to ALIA. Groups provide the opportunities for personal contact and networking with colleagues and a range of activities at the local level and to meet members' specialised professional interests. However, groups are not active in all regions and sectors and ALIA faces competition for members from other sector organisations.

The effectiveness of groups in recruiting members depends on the dynamism of the group and the enthusiasm of its members. Some groups find that they lack the resources for active recruitment drives. It was suggested that groups could be more active in welcoming and involving new members provided that they have up-to-date information about members and about ALIA's services and benefits and with support from ALIA National Office and the local liaison officers.

Consultation, policy-making and governance

Many members are not interested in policy, governance or structure except as they relate to them personally.

It appears that there is little awareness among members of the National Policy Congress as a mechanism for consultation and policy making in the Association.

Some groups find that the current consultation and advisory arrangements through National Policy Congress work well and are a way of connecting groups and the central administration.

However, some concerns were expressed about representation under the current arrangements, for example:

• that stronger representation in the National Policy Congress from rural, remote and regional members and that more regional meetings are needed
• that there is a lack of member awareness and involvement
• that it is difficult to ensure that all groups are represented.

Consideration could be given to reviewing the composition, representation and operation of the NPC to provide for wider member input to the policy and strategic directions of the Association and to promote links between advisory committees and groups. For some issues, other more direct mechanism such as using e-mail and the web or regional meetings or workshops may be more-immediate and more-effective in reaching members at the grass-roots.

Recommendation

It is recommended that the Board of Directors consider alternatives for consultation with members on policy and strategic directions for the Association, including alternative roles and representation for the National Policy Congress.

Management and administration of groups

A range of views was expressed about the management and administrative processes for groups. Some groups were very positive and some were highly-critical.

Some groups stated their appreciation of the continuous streamlining of processes that has occurred and found that the overall requirements are not onerous. Others found the management and administration cumbersome and bureaucratic. There can be considerable time pressure on office-bearers who are contributing many volunteer hours to their groups.

The main areas to receive negative comments were budgeting and financial management where some groups felt a loss of autonomy and control because they do not manage their own bank accounts, as in the previous structure, and because group funds are not carried forward from one budget year to the next. It was suggested that funding and budget arrangements under the new structure can be limiting for groups in the achievement of their objectives and it was claimed that groups find little incentive for good financial management. Some treasurers found the system complex and time-consuming.

As outlined earlier, groups form a core Association program and considerable resources from the groups themselves, from ALIA National Office and in-kind from institutional members and the sector are devoted to groups. It seems clear that there is considerable misunderstanding and misinformation among groups and members about the services available to support groups and office-bearers and about group financial management and the financial accountability and audit requirements under which the Association operates.

Due to the financial management and tax compliance framework in which the Association operates, there is little if no scope to meet the desire of some groups for greater financial autonomy as they see it.

The current guidelines for group office-bearers, covering the responsibilities of office-bearers in areas such as reporting, budgeting and financial management would be enhanced by the addition of more 'customer-centred' information for groups that focuses on the support and services available to support their operations and achievements. This guide should cover the key benefits for groups operating within ALIA's structure, such as insurance coverage, ability to raise and pay tax invoices, appropriate auditing and management of financial risk, support and maintenance of web pages, e-lists and newsletter and promotion of group events and activities. It is also suggested that service levels that office-bearers should expect from ALIA National Office, for example for reimbursement of expenses and for information about group members, be made explicit. The effectiveness such a guide would be enhanced by regular workshops for office-bearers.

Recommendation

It is recommended that the group office-bearers' guide be amended to include a section on the services available to groups and office-bearers to support their operations and achievements.

Recommendation

It is recommended that regular workshops be conducted for group office-bearers on the services for groups and the responsibilities of office-bearers. The workshops could be conducted by local liaison officers, with the involvement of ALIA National Office staff as resources permit.

Recommendation

It is recommended that in future groups be required to report to the Board of Directors annually, rather than every six months and that the 'celebrating success' presentations by groups should continue as part of the NPC.

It is critical that groups have up-to-date group information about their membership. The office-bearers' guide and workshops recommended above should cover the mechanisms for groups to establish their specific information needs and obtain the information they require. The new membership system includes a front end for office-bearers due for development in 2005. This interface will give office-bearers online access to information about their group's membership. The development of detailed specifications for this function will require consultation with groups to understand their needs.

Recommendation

It is recommended that a firm schedule, including consultation with groups, for the development of the office-bearers' facility of the membership system be established and communicated to groups.

Questions were raised about the need for members to join groups and subscribe to associated e-lists separately. Some review participants found this cumbersome and a disincentive to members to take part in groups and e-lists. However, for reasons of privacy and accuracy of contact information, members must choose and subscribe themselves; the Association cannot automatically subscribe anyone to an e-list.

Strengths and weaknesses of the group model

The current model of self-nominating groups could be described as a laissez-faire model. The intention in 2001 was to create a grass-roots group structure that was flexible, dynamic and built on the specific requirements of groups of members. The model continues to evolve and the intention is being met, in part. Since 2001, the processes to support the model have been developed and refined and the understanding by groups and members of how the model can work to meet their needs is also evolving.

The structure is flexible and does not rely on a hierarchy for communication between groups and the Board. It is dynamic in the sense that the structures and processes for the establishment of groups or changes in groups are straightforward and there are mechanisms for regular review. We have seen since 2001 the dissolution of some groups, amalgamation of some, and creation of new groups. Some groups believe that the intention for the groups remains valid and has been achieved.

However, stakeholders, members and groups have questioned whether the self-nominating approach is delivering the range of local activities and developing and supporting local professional communities as was envisaged. It has also been acknowledged that many members and groups are looking for stronger structures to support members' involvement in the Association.

The self-nominating structure relies on the interest and energies of members to form groups. This leads to an ad hoc coverage of geographical, sectoral and practice interests by groups. From the perspective of individual members there may not be a group that meets his or her needs or interests. Individual members may feel isolated and lacking the skills or resources to work towards establishment of a group. Ad-hoc groups can lead to lack of communication and collaboration between groups.

To address the issues of local relevance and benefits there is a need for ALIA to have a local presence and visibility. The evolving role of the local liaison officers will, in part, address this.

Recommendation

It is recommended that a discussion paper for the 2004 NPC to be prepared, based on the findings of the review and focusing on the benefits and value of groups to the membership and the Association and on how the Association can maximise value in providing for members' involvement in the future.

Acknowledgements

Many people have contributed information, ideas, opinions, advice and support to the review. The project manager thanks all the members, office-bearers, directors and staff who provided submissions and took part in workshops and the survey, the local liaison officers and organisers of the Townsville workshop, ALIA National Office staff and members of the reference panel.