The Australian Library Journal

The Aurora Recall, Auckland, February 2003

The Aurora Institutes: some history

Six Aurora Leadership Institutes have been held in Australia, five at Thredbo, NSW, and one in Canberra (2003) when Thredbo was closed because of bushfires. These were modelled on the Snowbird Leadership Institutes in the USA. Becky Schreiber and John Shannon of Schreiber Shannon Associates of the USA have led all Aurora and Snowbird Institutes. They are a principal opportunity for those in the Australian and New Zealand library profession and others from associated information sectors to explore leadership concepts and their own potential. Their mission is to assist future leaders to recognise and develop their leadership abilities. The Aurora Foundation seeks to position leaders as dynamic and effective voices in our sophisticated information environment.

Each Institute's mission is to assist future leaders in the library and associated cultural and information industry to maximise their leadership skills and potential. The objective is to position leaders to be proactive and effective voices in a dynamic and sophisticated information environment. This is done through a combination of experiential learning, group and individual exercises, and by working with a strong team of senior and experienced Australian and New Zealand mentors. The Institute programs include exploration of leadership concepts including vision, risk taking, creativity, communication, and styles of leadership. Each is a demanding, challenging and exciting experience.

The first Institute was held in 1995, and they were held biennially until 2001. Following the outstanding success of the 2002 Institute, the Aurora Foundation will now run them annually. It is a cardinal principle that participants come from both the Australian and New Zealand information communities. The first four Institutes were presented by AIMA Training and Consultancy Services Ltd. More than 190 participants and thirty-six mentors have been involved with the six Leadership Institutes, and some have also been involved with Snowbird in the United States.

Mentors

The mentors are a key part of each Institute. They act as facilitators, guides, sounding boards and role models, and work closely with the participants throughout, and share their professional and personal experiences on a voluntary basis which is an expression of their own professional commitment. The Foundation is deeply indebted to the willingness of these mentors to give their time and insights.

Participants

Participants are individuals with leadership potential and an ability to share with others their vision and enthusiasm. They will normally have been employed for a minimum of two years and a maximum of seven years following qualification. However, applicants outside these particular criteria are considered on their merits, and are encouraged to apply if they think the Institute a potential benefit and that their contribution would be substantial.

The recall

Feedback over the years had indicated the need for a Recall to allow participants to explore issues they have encountered since returning from Thredbo, and to develop new skills. The newly formed Foundation is also keen to establish itself with Aurorans, provide the opportunity for research on Aurora, and ensure an ongoing role for Aurora in the profession. It sought for participants at the Recall to be re-energised to use their talents and skills in the interests of their profession, organisations and themselves, and to join the Board in identifying longer-term needs and developing appropriate strategies to supplement the role of Leadership Institutes.

The Recall therefore had a twofold purpose. It was intended to re-ignite the interest and passion created at Thredbo, to enable participants to further explore the application of leadership issues and to progress the Aurora Foundation and participant networking. It was about promoting an active response from Aurorans. Attendance was open to all mentors and participants in the Aurora Leadership Institutes. Becky and John and Aurora Foundation Board members were also present.

Objectives were to:

• determine the impact of Aurora participation on those attending the Recall;
• provide a new level of knowledge and skills in leadership particularly applicable to current issues faced by participants;
• establish a 'whole of Aurora' network, and
• enthuse Aurorans to participate in and support the activities of the Aurora Foundation and ALIA.

Four Aurorans and the facilitators, Becky Schreiber and John Shannon, offered their insights, observations and impressions of the Recall; their reflections follow.

The real event in Auckland! The Aurora recall!

Brenda McConchie, Director, Aurora Foundation

There was great excitement and expectation amongst the gathering at Auckland Harbour on the last Saturday in February 2003! Alas, the fourth America's Cup yacht race was postponed for the day - not enough wind! The vast crowd dispersed leaving a few to ponder what might have been. Little did they know that the real event was just about to start on Pier 2 where the ferry leaves for Waiheke Island. Thirty Aurorans, alumni, mentors and of course, John Shannon and Becky Schreiber, the long-serving facilitators of the Aurora Leadership Institute met there, chatted eagerly, hugged old friends and met new ones. The event was of course the Aurora Foundation's first Recall and the beautifully located Waiheke Island was to be the venue.

The Recall was designed to explore the impact of Aurora on our work and personal lives, learn about more advanced leadership skills and provide the group with an opportunity to determine how the Foundation would progress in its governance and what it might do in the future. The program for the event was planned accordingly.

In true Aurora fashion there was both a familiarity of context and a challenge in what was about to unfold and the implications for a room full of leaders in the profession. The group came from all parts of New Zealand and all states and territories of Australia and represented all types of libraries and a wide range of ages and experiences in the profession.

The first gathering of the group on Saturday night gave us a chance to explore our expectations for the Recall and set the ground rules for how the next three days would proceed. The key challenge was to behave in such a way that would progress the whole group at any time. Leadership in action for most of us; and centred on the group as much as the individuals.

Day 2 allowed the group to discuss leadership experiences since Aurora and then to identify key learnings from the case studies put forward. It also provided an opportunity to see library leadership in perspective by articulating the issues affecting libraries over the last three decades and what had been achieved. The result was to expose what still needed to be done by leaders to make our libraries great and indispensable and to provide the impetus for commitment to some form of leadership action at the personal level by each member of the group.

Day 3 provided some new skills, especially in effective communication and a further opportunity to identify that special area of leadership focus for each of us using topics from Day 1 as the basis for this decision. It was a long day: the Recall Dinner, sponsored by Aurora's principal sponsor, EBSCO, was a mix of education about the vineyard at the restaurant, wonderful views and wonderful food and of course lots of singing and a deeply-felt rendition of 'Hey big Spencer' dedicated to Spencer Lilley, one of our New Zealand colleagues.

Day 4 focussed on the Aurora Foundation itself; governance seemed relatively easy to resolve with a robust discussion about the future activities of the Foundation occupying much of the time. The final session was to reconnect with what impact Aurora has had on each of us and what our leadership commitment would be back on the professional mainland.

From the perspective of the Aurora Foundation Board and that of the participants the Recall was a much-needed event that seemed to work extremely well. It was a risk to combine leadership context, content and Foundation business in one event. The group dispersed keen to have more skill development in future Recalls.

We achieved the overall goals of formalising the Aurora community, re-energising Aurorans and providing them with a framework to recommit themselves to strong leadership within the profession, if the buzz in the final session was any measure. The actions which follow will be the real proof of the success of such an event.

The return to Pier 2 and the farewells and usual promises to stay in touch and have coffee some time soon blended in to the throng of people still waiting to see that yet-to-be run fourth America's Cup race. If there was too much wind during the weekend of the Recall, maybe it was due to the energy emanating from Waiheke Island?

Recalling Aurora

Alison Sutherland, Bibliographic Services Librarian at Curtin University of Technology

The Aurora Leadership Institute experience is demanding, challenging and exciting (http://alia.org.au/aurora/aurora.html). It will come as no surprise that the recent Aurora Recall meeting was all of this and more. So, what happens when a group of people who have been through this shared experience gets together? Predictably, they relive, reflect and rediscover their original experience, and - Recall Aurora.

The Aurora Foundation is the organising body for the Aurora Leadership Institutes. 'The Aurora Foundation Ltd was established in 2001 to provide education, development and training opportunities in leadership for the library profession in Australia and New Zealand, and associated information and cultural communities. The Foundation is incorporated as a not-for-profit company, and has tax exempt status.

There have been more than 190 participants and forty mentors involved in the Institutes since 1994. The Foundation's decision to call for applications to attend the Recall Meeting was well timed; four men and twenty women were invited by the Foundation to rekindle the enthusiasm and inspiration gained from their original experience. I was particularly keen to attend because I believe the Institutes are creating a new generation of leaders for our profession, not just people who are managing large groups of people or organisations, but people who will inspire others to reach their potential from wherever they work within an organisation.

On a more personal level, I had been through some turbulent times, and needed to refocus myself; in the 2001 Leadership Institute I had resolved to:

• Anticipate, embrace, master and create new trends.
• Encourage those around me to reach their potential.
• Have the courage to achieve change.

My aim was to consider these goals and to decide whether I was achieving them.

Recall was held on Waiheke Island in the Hauraki Gulf of New Zealand's North Island. There have always been strong Auroran ties between New Zealand and Australia, so sharing venues for Aurora seems particularly logical.

I travelled from Perth to Auckland - a considerable journey in itself - in some discomfort. The same questions and fears in my mind as in 2001 - the horrors of leadership challenges vis-a-vis abseiling, cross-country marches, and worse still as I was New Zealand bound - bungee jumping! 'Too much reality television' I hear the cry, 'sleep deprivation' I respond! I arrived in Auckland at 5:00am, having had two hours sleep, excited and enchanted with the surroundings. My luggage was safely secured in the SkyTower and I walked to the harbour and watched the sunrise. The initial gentle glow built to a crescendo of orange as the sun's rays tried to penetrate the cloud cover; then time for more reflection as I wandered Auckland until it was time to take the trip to Waiheke Island, and meet with my fellow Recallees.

There were so many similarities with the original Institute: we started straight away, we had plenty to cover during our time together, the camaraderie between all the attendees, the willingness to listen, the respect for each other and of course, the ever present support from the organisers. The differences were that since all attendees had a shared experience, there was a common ground existing between us all.

The differences were significant; Recall was a meeting of equal participants! We were all asked about our experiences at the Institutes, past mentors and group members alike talked about what they had gained from attending. The emphasis was on the Recallees taking the lead wherever possible, and to step out of our comfort zones.

I will have forever with me many memories of the Aurora Recall. The wonderful melodies of New Zealand, in the Maori welcome and song from the whole New Zealand contingent. The enthusiasm and passion for the Aurora Institute, with a clear intention and resolution from the group to ensure the Aurora Institute will be with us for many years to come. The joy of discussions with lively, intelligent and vocal colleagues, which I hope will continue with e-mail correspondence. The nectar that I drank at the EBSCO sponsored dinner at the Mud Brick winery. The delight of wordy discussions over meals, puns, peculiar passions and palates! The sadness when it all ended and we returned to the mainland, with the sounds of a moving farewell, again courtesy of my New Zealand friends.

I met old friends and made new friends; Aurorans are mostly an open friendly bunch of folk, although I understand our enthusiasm can make us a bit wearing on occasion. People were pleased to meet and talk about previous experiences; particularly how their lives had changed since they had attended their Institute. The Recall design encouraged us to show our leadership skills in involving the Auroran community in the future of the Foundation. One activity we agreed on was to arrange meetings at conferences. Those from Western Australia; Lee Williams and myself, agreed to arrange regular meetings with WA Aurorans. The aim of the meetings is partly to communicate what happened at the Recall, and partly to help and encourage each other.

On a perhaps more prosaic note, I learnt new skills that will help me to work more effectively and dynamically with groups. I have brushed up on some of the things I had forgotten. One of the most interesting discussions covered what we each remembered about our own Institute experiences, and then observing how often the memories triggered common bonds between us. I am now fired up with new ideas, hopes, dreams and inspirations, but now need to maintain the enthusiasm. Hard to do with the constant barrage of images coming from overseas and perhaps our perspectives will have changed slightly over the past month: but I have a wealth of knowledge, advice and experience only an e-mail away. If you have attended an Aurora Leadership Institute in the past, you will benefit from attending a Recall. The Institute helped me to fly, Recall has taught me to land gracefully and take off again - most efficacious in every case.

Aurora Recall: some reflections

Spencer Lilley, Massey University Library Palmerston North

The opportunity to attend the inaugural Aurora Leadership Institute Recall at Waiheke Island was too good to miss. As a participant in the second Institute held in Thredbo in February 1997, I had been energised and challenged personally and professionally by the program and the activities we had been involved in.

I applied for the Recall. I was looking to reconnect, refresh and get some direction for the next phase of my leadership career. I was also looking to develop new skills. Finally, I was very keen to ensure that Aurora remained as an Australian and New Zealand experience for the future leaders of our profession. The program for the four days involved a mixture of reflection, case studies, skill development and identifying future directions for the Aurora Foundation.

All those attending were considered to be participants so there was to be no natural divide between past mentors and participants. The way the sessions were structured allowed for considerable amounts of group time as well as time for individual work. Unlike the Institutes, participants were encouraged to move around and change groups at regular intervals which gave everyone an opportunity to work with and learn from the experience and knowledge of others.

The skills and knowledge attained through the activities at the Institute in 1997 have been hugely beneficial over the last six years. Many times I have returned either to the folder of notes or to my written notes when I have been in need of inspiration. Early in the program there was an opportunity to reflect on what some of our most successful and less successful actions had been since Aurora and to share these with the groups that we were working with. The analysis and discussion that emerged from these examples were extremely valuable learning experiences.

Although the participants were drawn from all six of the Leadership Institutes that have taken place since 1995 it took very little time for the group to gain a sense of community not unlike that we had shared in our various Institutes. This made it possible to participate and contribute to discussions in a 'safe environment' and this contributed significantly to the success of the Recall. In terms of getting some direction for my future career, I came away knowing that that was up to me: however, after the Recall I was much surer of my overall game plan.

There were many opportunities to develop new skills and to increase my knowledge and understanding of the practices and principles of leadership. The case studies and group discussions contributed heavily to this but the session that focused on creative problem-solving facilitated by John and Becky from Schreiber Shannon Associates made the largest impact and their model has already been extremely useful back at work. Like most programs, a workbook was provided with many different exercises. Although we did not have the opportunity to tackle these at the time, I have since been working my way through the book and have found many of the exercises to be very beneficial.

We spent quite some considerable time discussing the future of Leadership Institutes, Recalls and the Aurora Foundation itself. Although there were lengthy debates about governance, membership and what future activities the Board members would attempt to organise in the future, I was extremely pleased at the overwhelming support for the continuation of the Foundation's activities.

The leadership development programs offered by Aurora are vitally important to the future health of our profession and the succession planning that is required. This is extremely obvious in New Zealand where those born in the 'baby-boom' period dominate the library and information professional demographic profile. As the 'baby-boomers' retire, we will not only lose an entire generation of loyal staff, but a wealth of leadership experience will depart with it.

The Aurora experience is also an excellent opportunity for the future leaders of the profession from both sides of the Tasman to work together. This will surely lead to the strengthening of trans-Tasman relationships and should ultimately be beneficial for the profession in both countries.

After experiencing the idyllic beauty of Thredbo and Mount Kosciusko at my previous Auroran experience, it was an honour and privilege to have the Aurora Recall in New Zealand and to be able to share the culture and landscape of our land with our Australian colleagues. The Recall would not have been possible without Warren Horton's leadership, the combined efforts of the Aurora Foundation Board, Kay Barney's administrative excellence and the sponsorship provided by EBSCO Information Services, the National Library of Australia and the Australian Library and Information Association. We hope to be able to host a future leadership institute in New Zealand in the not too distant future.

Experiences of the Aurora Recall

Heather Brown Manager, Preservation, State Library of South Australia

In 1997, in the Snowy Mountains of Australia, Aurora was a catalyst in developing my leadership skills, self-awareness and personal vision. Some six years later, on a small island in the Land of the Long White Cloud, the opportunity came again. Aurora Recall gave me the chance to reinvigorate and 'stretch' these skills in a supportive environment - listening, thinking, debating, discussing, questioning, sharing, laughing, challenging, reflecting and singing over four days with other Aurorans.

One of the first issues which we explored was: Did Aurora make a difference? It was clear from the range of comments and case studies of successes and struggles, that the answer was a resounding - 'yes' as we shared experiences of how we had become more alert, self aware ('knowing ourselves better'), able to see situations more clearly and 'to lead from anywhere' in an organisation. Participants spoke about being change agents, learning how to appreciate and work with the differences in others and developing the confidence to deal with obstacles along the way. People commented on how their initial insights about leadership from Aurora had developed in 'layers' of understanding through practical experiences. I found the most powerful case studies were those which dealt with people's struggles and setbacks. While some experiences were painful and even 'poisonous', the focus was on the lessons learnt and how we could do potentially things differently.

Positive experiences of Aurora were also expressed through the sense of responsibility and desire of participants to 'give something back' to the Aurora community to enable future leaders to experience and learn from high calibre leadership training. The issue of 'how to give back' was explored over several days as we discussed the future directions of the Aurora Foundation. Ideas from mentoring to networking and areas for future training were explored, challenged and developed as well as models for governance of the Aurora Foundation and its relationship to other professional organisations.

Another valuable experience was the opportunity to develop practical skills in the context of 'real life' case studies provided by the participants. One of the gems was a session on creative problem-solving which gave practical examples of the power of language in harnessing ideas and analysing alternative solutions. I found the 'environmental scan' of key issues affecting libraries over the past decades a compelling reminder of the impact of technological change, on one hand, while on the other hand it was a 'wake up' call to discover that issues such as the need for strong professional leadership are long standing.

The experience of setting a new personal vision was one of the most challenging sessions because it forced all of us to face up to the 'hard' fundamental questions of what, why and how. Each of us grappled with questions such as: Is your purpose librarianship? How do you want to position yourself? What have you contributed?

Overall, I found the Aurora Recall an energising, 'stretching', enhancing, challenging, and enjoyable experience. It provided the opportunity to learn new skills, to 'refocus' a personal vision, to meet old friends and make new ones, to develop networks and to help shape the future of the Aurora Foundation. It was also a reminder that leadership is a 'mind set' which applies to every single interaction in our everyday lives.

Like the first Aurora, the effects of the Recall will continue to resonate through many layers of understanding for years to come.

The magic of Aurora: how and why this leadership institute works

Becky Schreiber and John Shannon

We have just finished Aurora 6 and the first Recall, and want to share our perspective about the reported impact of the Aurora Library Leadership Institute, as described by those attending the Recall; and our speculated reasons for that impact. The impact has been described as life changing - 'Aurora was a catalyst to move me out of my comfort zone and make me give up my security.' Some alumni reported that they learned to be more observational; that they now put more work into the development of others, and involve others more in change processes. Some described how Aurora gave them the courage to step up to their current position; and the confidence to create their own opportunities. They learned to make customers the focus of their work. Some said that by the time they left Aurora, they thought they could do anything; and upon returning to work, they did. Mentors described learning as much as participants did. By sharing insights, they gained new perspectives about themselves and their own leadership approach. Sue Sutherland articulated the gains of attending Aurora as - 'a belief that you want to take the journey of leadership, the confidence to go down the path, a tool box of skills and an understanding of how to use them, and a network of leaders to support you in your process.'

Although each year of Aurora is different, it was gratifying to watch alumni from all years come together at the Recall with an immediate comfort, all recognising that they had somehow shared a common experience. Many describe their experience of Aurora as magic; and we feel it too. We believe the magic of Aurora is created by the unique interactions of those who attend each year; and sustained by a community built on the principles of personal responsibility, commitment to each other, passion for the profession, and a willingness to act.

Aurora 6, 2003 took place at a time of first amendment challenges from the Patriot Act in the United States, expanding and more diverse expectations from customers insisting on faster service and remote access, and an economic downturn precipitating shrinking budgets. Baby boomer exodus and the issue of succession planning had become a critical issue. Dagmar Schmidmaier made a forceful push for participants to fully understand and become involved in intellectual property issues. That factor became clear at the Recall when, during The America's Cup Yacht races we recognised that the intellectual property which the New Zealanders had accrued from their successful defences of the Cup had been acquired by the Swiss challenger, with disastrous results for the Kiwis. The mentors at A6 challenged participants to address these environmental factors, which create increasing threats and provide new opportunities. We agreed that the opportunity for enlightened leadership had never been greater, together with the need to articulate and affirm our position. One of our mentors, Catherine Harboe-Ree noticed a logistical problem we were having with the acoustics in our meeting room - of not being easily heard. She said, 'If you haven't been heard, then you haven't said anything.' She suggested we speak up in the room; and challenged all of us to claim our voice beyond that room - to speak to the issues, to articulate the role librarians have to play in the new world of knowledge management, and to get that word onto the playing field.

So how does Aurora build the leadership capability to claim our voice; to get out of the library to where our customers work and play; to become an integral and essential part of our communities - whether they are corporate, school, academic, special or public? How does Aurora create the magic that translates beyond the Institute into leadership skills that benefit our institutions and our customers?

At the Institutes, we create an environment in which to nourish leaders. There is space to reflect - on the current environment, on our current response to our customers in that environment, on the roles we want libraries to have, and on our own capacity to have an impact within and beyond the profession. There is time to remind those who attend why they entered the profession. One of our mentors this year spoke to us about how Aurora provided the opportunity to rediscover her passion for the work. We discuss the values of the profession, and how they guide our work. Aurora provides a safe setting in which to explore the personal beliefs which create, (and occasionally diminish), the power we bring to our actions. There are activities that break down intellectual, emotional, and physical barriers to our personal effectiveness.

All of the people who attend Aurora have unique roles to play in creating this magic. The Board works throughout the year to assure the fiscal stability of the Aurora Foundation, to articulate its mission and its core purpose. Warren Horton described the Foundation as 'the legal expression of the community.' The Board members are passionate and totally committed to its purpose, and work selflessly to safeguard its integrity. Then, when it is time, they provide an appropriate venue for the Foundation's work. This year was a particular challenge, as we shifted at the last minute from Thredbo where bush fires threatened, to Canberra and the top floor of Rydge's with its magnificent views. The venue for the Recall was also spectacular, and the undulations of the site challenging for those of us over 50.

Many different people and a variety of roles contribute to the success of Aurora in all its dimensions. It is our job as facilitators to create the climate of Aurora - to articulate the challenge, to facilitate the process, to guide the community to learn. We nurture and confront. We push and we pull. We try to model authentic feedback to help each person grow, based on a realistic picture of their impact. Then we prepare Aurorans to take action upon their return to work, to assure that Aurora will make a difference to their customers. The mentors create magic by sharing their wisdom with the community - wisdom gained from years of passion and performance in the profession. They have the opportunity to give back to the profession by teaching; and in that teaching they gain personal insight about their own leadership. They check their ego at the door, and share successes and failures in service to the learning of all. There were mentor talks this year which described such harrowing experiences that participants questioned whether they could ever be up to the task of high level leadership. They were assured that those kinds of challenges bring support from far-flung places, strengthening the resolve of a leader; and that leaders trust that they will have what they need when the time comes. What a gift the mentors bring! Alumni speak of the impact of the mentors as one of the most significant of their Aurora experiences; and we too, can attest to the rich lessons we have learned from them.

The participants create magic by fully engaging the process of Aurora. They risk honest self-examination. They are courageous in frank interaction with their colleagues so that all can successfully confront self-limitations which keep them from being effective leaders. Just as important, they celebrate each other's strengths, letting go of false modesty. They commit to each other's success. This year, there was one learning group which contained very some strong leaders; and each had to figure out how to wield influence within their group. One chose facilitation, another chose a more confronting approach. All learned much about leadership strategies. In another group, politeness was inhibiting direct communication until they found the cadence and rhythm of getting things done in a more straightforward way. An initial team failure in another group provided insight which was used to create later successes.

The institutions which support and nominate participants also contribute to the synergy. They provide Aurorans with the financial support to attend. They demonstrate a desire to create synergy within their institutions by supporting leadership development. They must also find ways of reinforcing and rewarding the excitement and initiative that returning Aurorans bring back with them. They make a critical contribution in translating the 'lessons learned' into benefits to customers.

The magic is created by people in each of these roles. Early on in the process, ground rules are set to guide the development of the environment. One commonly expressed ground rule is 'respect the other'. We always encourage further definition of that value. In the beginning of each Institute, respect is there by convention: by the end, it is there in reality. It is earned by the willingness of each person to embrace the essence of Aurora.

Does the magic work for everyone? We believe that each of us learns the lessons of life only when and where we are ready to learn them. Readiness determines our willingness to explore beyond the normal boundaries. Readiness determines our willingness to hear what others are telling us, and to test that against self understanding. Readiness determines our willingness to act upon what we learn, to take appropriate risks consistent with the skills we've learned by observation and practice.

Some always get more than others from the Institute - it's their deal. In each set of evaluations we read some transformational statements about what people have learned; and know that the magic worked for them. But the real magic is stepping up to leadership within the profession, and in the often harsh environment in which it has to operate, and making the commitment to being different as a result of the Auroran experience. At the Recall, we had the chance to hear from alumni about the impact of their Auroran experience: we learned of the roles alumni are taking in their professional association - in New Zealand, the impact is significant. Aurorans are making a difference in their institutions and in the profession.

Each Aurora leaves a profound impression on us. The magic it brings to all our lives is in the form of personal lessons about how to support the leadership development of those in the Aurora community, and how to become more articulate advocates for the profession. We learn from each individual and from each community that is formed. With each Institute, we become more committed to the health and well-being of the profession, and more reassured that it is in good hands for the future.

Auroran activities don't just happen; much groundwork must occur in advance. Helen Renwick, the New Zealand member of the Board, was our hostess for the Recall. She and her colleagues did us proud. Brenda McConchie designed the Recall; and we deeply appreciate the careful articulation of issues Ian McCallum provided for participants' consideration. We are particularly grateful for Warren Horton's active participation at both A6 and the Recall: his dedication and commitment to Aurora is an inspiration to us all! Kay Barney held it all together: made sure we all knew where to be when, how we would get there, what we would eat and drink - and all of the other necessities that allow us to focus on our intellectual pursuits. She certainly made it easy for us to keep our focus on our purpose; and as a student in a professional course, she added a fresh professional perspective. Aurora's sponsors, EBSCO, the National Library of Australia and ALIA provide the moral support and fiscal encouragement which underwrites and endorses the work of the Foundation: their commitment is greatly appreciated and will provide long-term benefits to the profession, and indirectly, their organisations.