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New Strategic Framework for IFLA IFLA Strategic Plan Working Group (SPWG) co-chaired by BM & DM

Berlin, September 21-22 2013 Bruno Marques & Emily Wade


Structure of this presentation

• Work and findings of the working group (SPWG) • Proposals for New IFLA Strategic Framework • Summary conclusions • Impact on IFLA Europe


Work and findings of the working group (SPWG)


Background and Aims • Define future options for the operational structure of IFLA worldwide and regional. • Propose future objectives and operations for the worldwide and regional levels of IFLA • Propose financial arrangements that meet the needs of the proposed operational arrangements (dues and alternative sources of income) • Review IFLA´s Mission and Vision statements • Outline an action plan to implement the new arrangements in accordance with a revised Strategic Plan.


Representation worldwide Bruno Marques, Estonia- Co chair

Emily Wade, Sweden Thomas Knoll, Austria Terry Clements, USA

Carey Duncan, Morocco

Tong-Mahn Ahn, South Korea

Herman de Lange, South Africa Ana Luisa Artesi, Argentina

Diane Menzies, NZ Co chair


Development and process • Tight timeframe 2012-2013 – Sept 2012: task and representation

established in Cape Town

– Mid November: facilitator decision – Between mid-Nov and Dec: facilitator members

interviews ExCo and WG

– Dec: questionnaire to member associations seeking views, hopes and expectations on key issues for organisation and future goals for IFLA,

– Jan: interim presentation of results in Brussels to ExCo, followed by some amendments and communication to IFLA members – Feb: drafting of the new organisational framework + set of motions


Results of questionnaire

47

TOTAL (67%)

70 23

Europe (68%)

34 9

Americas (53%)

17 12

Asia-Pacific (86%)

14 3

Africa(60%)

5 0

10

20

30

IFLA Current Members

40

Answers

50

60

70

80


Results of questionnaire • 47 answers Africa (3 associations): Morocco, Nigeria, South Africa Americas (9 associations): Argentina, Brazil, Canada, Colombia, Costa Rica, Mexico, Venezuela, Uruguay, USA Asia-Pacific (12 associations): Australia, China, China-Hong Kong, China-Taiwan, Iran, Japan, Korea, Malaysia, New Zealand, Singapore, Sri-Lanka, Thailand Europe (23 associations): Austria, Bulgaria, Czech Republic, Denmark, Estonia, Finland, France, Germany, Greece, Hungary, Ireland, Italy, Latvia, Norway, Poland, Portugal, Romania, Russia, Serbia, Sweden, Switzerland, Turkey, United Kingdom


What did the members want?


IFLA global recognition and voice • All members wanted a strong global IFLA, with some supporting strong regions • More visibile • More lobbying and networking: especially with key international bodies • More promotion of the profession world-wide


Opinions, policy, leadership roles • Members wanted IFLA to: – Stimulate and lead discussion on current professional issues – Produce policy and position statements – Learning exchange – Support professional development: especially in developing areas – Hold congresses, provide newsletters, enable working groups


Communications coordination and strengthening

• Improve liaison between centre and regions and member associations • Keep members informed • Improve website as tool for reference material, research, sharing knowledge, professional development • Develop partnerships • Strengthen profession especially where developing.


Regional diversity • Regions differed in responses according to: – maturity of profession in the region

di

– size of member associations – recognition of their profession

• Commonalities across all regions such as for strong clear leadership, communication, advocacy and promotion • Developing regions (or sub-regions) sought help with recognition, information sharing, education and new member associations • Africa recognised fragility and sought IFLA central help.

ver si ty


Proposals for a New Strategic Framework for IFLA


IFLA’s current corporate structure • Four Regions - Europe, Asia-Pacific, Americas & Africa • Significant differences between Regions • Lack of flexibility in current Constitution • Future needs to balance global unity with wider flexibility Committees

Africa Americas IFLA CENTRE Asia-Pacific Europe


New corporate structure proposed Working groups

EXCO (trees) President, treasurer, Exe officer, VP committees

Topic or geographical.

Regions (arrows) Intersect central IFLA, represented by regional Presidents

IFLA central (The Park) will provide management , support and a hub for networking

Committees (sections) The four sections of IFLA 1 Professional practice , 2 Education 3 Communication, 4 Finanance


Benefits of this structure? • Allows more local operational flexibility, but keeps united global body • Members can keep current Region if they wish, or form new geographical groups • ExCo keeps Regional VPs as representatives


Benefits of this structure?

• Limited IFLA-centre avoids centralised bureaucracy • Provides for more global topic/working groups • Develops IFLA more as a global online forum • Empowers members more, but with a supportive IFLA centre


Role of IFLA centre • central company admin & financial management • governance policies & processes • management of global committees • shared networking facilities & resources

• management support for WC & ExCo • member communications & reporting • global PR/marketing & relations with IFLA partners


Governance & management – World Council & ExCo

• Unchanged roles for World Council & ExCo • Once a year meetings + more use of online


Governance & management – World Council & ExCo

Modified composition of ExCo: • Corporate roles: President & Treasurer. No Secretary General. • Four Regional VPs - as elected representatives only • Chairs of IFLA’s main global committees • President to delegate more CEO duties to new Exec Director • Rotating Deputy President


Governance & management – groups & committees

• Working groups:

member-run

• Geographical groups: member- run • 4 standing committees: communications & external relations; education & academic affairs; policy & professional practice; finance & business planning • Current working groups will be re-assessed and will be reporting to one of the committees • Agreements between IFLA centre and groups


Governance & management – Executive Director

• Purpose • Terms of appointment • Responsibilities: corporate admin and finance; management of IFLA services; advice and support to ExCo; management of global committees; member communications; global marketing & relationships; member & income expansion; IFLA central events & projects.


Funding & business management • IFLA faces a range of financial issues • A new funding model needed


Funding & business management Key elements for a better approach: • Working groups run and fund their own activities as much as possible • Focused, cost-efficient IFLA centre • Operate more online • Member subs shared between IFLA centre & groups • Development of wider range of income sources • Revised member categories and subs policy • Funding for special projects dependent on each year’s budget


Funding & business management – stronger planning

• Stronger financial management • Stronger business planning • Financial & planning standards & guidelines • Finance & business planning committee


Vision & communications Towards a more aspirational Vision • Landscape architecture will be widely seen as a premier profession and recognised across the world for playing a leading role in helping societies to achieve attractive, equitable and sustainable environments. • IFLA will be recognised as the leading international promoter and representative of the profession and helping and supporting all its members to further their profession locally


Vision & communications Mission statements for each level of IFLA

IFLA overall

IFLA centre

IFLA main committees

Large IFLA groups


Vision & communications • Improvement of internal member communications • Improvement of external IFLA communications • IFLA brand & brand management • Online communication & social networking media


Summary of proposals • A global professional body but with greater operational flexibility • Members freer to form and run own groups & activities • Development of IFLA online community • More focused, cost-efficient IFLA centre • Stronger leadership - wider ExCo & new role of Executive Director • Refreshed & stronger global committees


Summary of proposals • Groups and IFLA centre share revenue responsibilities, but with subs shared too • Development of new income lines into IFLA • Stronger governance & management arrangements • Refreshed IFLA vision & mission • Stronger member and external communications


Impact on IFLA Europe


Impact on IFLA Europe • Not much will change for IFLA Europe • IFLA Europe will have more autonomy to grow as wished, without a stronger imposition of IFLA constitution • IFLA Europe member associations will continue to pay fees to IFLA Europe Treasurer (only region) • IFLA Europe will continue to have a VP in IFLA EXCO • More integration of IFLA Europe current committees on IFLA future standing committees (representation)



IFLA New Strategic Framework 2013