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ALSA Future Options

ALSA Future Options. The ALSA 2011-2012 Executive’s Response to the “Discussion Paper: ALSA Future Options” (July, 2011). Background . In response to the “Discussion Paper” produced by the 2010-2011 Executive

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ALSA Future Options

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  1. ALSA Future Options The ALSA 2011-2012 Executive’s Response to the “Discussion Paper: ALSA Future Options” (July, 2011)

  2. Background • In response to the “Discussion Paper” produced by the 2010-2011 Executive • Under the framework of the ALSA Strategic Plan that “By 2012 the Australian Law Students’ Association will be nationally and internationally renowned as the peak representative body for all Australian law students and Australian legal education matters”. • Not exhaustive recommendations

  3. Recommendation 1 That the position description of the Education Officer and, more generally, the effectiveness of the two Education Officer positions, be evaluated by the 2011-2012 ALSA Executive and Committee. • Obviously, it is too soon to evaluate the position(s) and this will take place towards the end of the current terms citing recommendations for the 2012-2013 Executive & Committee.

  4. Recommendation 2 That the Information Officer and Marketing Officer position descriptions are updated by the 2011-2012 Executive and Committee, in close consultation with the 2010-2011 Vice-President (Finance & Marketing) and the Marketing Officer • Discussions are ongoing with Jakeob Brown (etc) in relation to this matter to determine the issues. • Aim: to ensure the necessary flexibility that are required for the two positions to be effective.

  5. Recommendation 3 That the Conference Sponsorship Officer is co-opted to the ALSA Main Committee as a second ALSA Sponsorship Officer to function as part of the ALSA Main sponsorship team. • Complete

  6. Recommendation 4 That the 2011-2012 Executive foster greater links with the Australia Medical Students’ Association, Asian Law Students’ Association, the European Law Students’ Association, and other like organizations. • Relations with these organizations have continued under the new Executive, and new ways of engaging with their organizations have been explored.

  7. Recommendation 5 That the 2011-2012 Executive investigate the benefits and costs of alternative configurations of ALSA Conference for Conference held after 2013. • Options are currently being explored with particular regard to the AMSA model. • Core of Conference (council & competitions) cannot be split; ALEF’s and socials could be split. • Council = max 70 people (unlikely to change) • Competitions = 285 people (unlikely to change) • General delegates = in 2012 specific social/education events for GDs (change is possible) • All capital cities are capable of hosting the core of Conference  would there be enough interest to split off the two other elements and sustain them separately? • Council feedback on this matter is essential moving forward.

  8. Recommendation 6 That the 2011-2012 Executive investigate the benefits and costs of alternative configurations of ALSA portfolio structure (both in substance and form) so as to synergize the operation of law societies nationwide. • The Executive agrees that a full and comprehensive audit of the current structure of the organisation needs to take place and will submit a report containing recommendations at the July Council meeting 2012. • Useful to compare ALSA’s structure with AMSA’s structure and consider if we can benefit from their model?

  9. Recommendation 7 That ALSA Council give in-principle support for a formalised Council and Conference rotation system to be investigated further by the 2011-2012 ALSA Executive and 2011-2012 Conference team. • The 2011-2012 Executive supports the implementation of a formal rotation system. While a motion is not necessary to amend the relevant bylaw the Executive would like Council’s support in the form of a motion. • By formalising the bid system ALSA empowers Council to elect the Convenor (rather than having them appointed independently of the Council and then merely endorsed) and gives Council greater ability to take an active roll in formulating a successful Council.

  10. Recommendation 8, 9 & 10 That ALSA develop a funding/sponsorship proposal for the LCA, drawing on the experience of AMSA with the AMA. • Underway That ALSA seek in-kind support from the LCA, drawing on the experience of AMSA with the AMA. • Underway That ALSA works more closely with the LCA on policy issues, drawing on the experience of AMSA with the AMA. • Underway

  11. Recommendation 11 That the ALSA Council consider adopting a more formalized approach to Conference in terms of making a ‘profit’ in order to remove the reliance on corporate sponsorship and the financial burden on ALSA Main. • Ongoing work with the Conference finance team to establish the viability of such a ‘profit’ model. • AMSA model provides insight into how this might be achieved. • Price of Conference remains a constraint. • ALSA Main does not view Conference as a ‘burden’ but rather a core element of the ALSA organization.

  12. Recommendation 12 That the 2012 Conference team provide the ALSA Council with more in depth updated information about the financial situation of the Conference in order to ensure accountability • The Executive supports this recommendation but notes that the Conference 2012 team have serious reservations about how far a disclosure should go.

  13. Recommendation 13 That the ALSA Conference team and the ALSA Executive make a more formalized approach to meeting and interactions to ensure the relationship is managed better in the future. • The Executive has instituted a bi-weekly meeting between the President and Convener; President reports to the Executive at each meeting. • The Executive is currently exploring the implications and benefits of elevating the Convener to the Executive of ALSA. • Conference is a huge activity with major industry and financial implication: • Convener to sit on Executive? • Convener to sit under the VP (M&F) the year prior to Conference = increased flow/communication from one Convener to the next.

  14. Recommendation 14 That the 2011-2012 Executive in further consultation with third parties develops a timeline and strategic plan to look into the possible options for ALSA’s corporate governance and structure into the future. • The Executive resolve to engage a third party or more on a pro bono basis to review our strategic position.

  15. Recommendation 15 That Council endorses the proposed remedy to the entity structure situation as discussed in the Future Options Discussion Paper. Specifically that the 2011 NSW entity and the 2012 Victorian entity replace the old associations and be used in the future as the Conference bodies. • The Executive is of the opinion that it is best practice for each Conference team to be responsible for establishing a new entities and for closing down that entity when the business of the entity is completed.

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