ASLIA (WA) Strategic Plan 2004

Vision:

To contribute to, and foster a collaborative environment whereby interpreters can be invigorated and inspired to work towards contemporary standards and excellence in Auslan interpreting.

Values of the Association:

Supportive	Teamwork
Trustworthy	Commitment to professionalism
Respect	Advancing competencies through Professional Development and alternative means eg journals, research papers etc
Integrity

GOALS

1. To encourage increased membership, and promote networking among members and prospective members;

2. To liaise with employers, stakeholders & interpreters to help the profession become more cohesive;

3. To conduct professional development;

4. To raise funds to support the association, members and activities;

Goal 1

To encourage increased membership, and promote networking among members and prospective members;

Continual:

Assignments:

J Hold regular meetings (general and executive);

J Maintain a database of membership;

J Maintain an updated website;

J Disseminate relevant information bulletins to members (being selective to avoid saturation);

J Review strategic plan;

J Quarterly newsletter to be emailed;

J Biannual social event involving members & prospective members, including new graduates and students;

J Negotiate with stakeholders and employers to disseminate information to practitioners;

J Meet with stakeholders to encourage corporate membership and recruitment of staff whom are ASLIA members;

J Hold a minimum of 2 general meetings annually, with a social or learning event attached to the meeting to encourage attendance;

J Develop a ‘new member’ pack

J Develop strategies for recruiting new members and nurturing potential committee members, including succession planning for 2005;

J Give consideration to the diversity of our membership and their various needs, including relay interpreters

J Nurture and develop relations in membership & across stakeholders

Goal 2

To liaise and develop strategic partnerships with employers, stakeholders and interpreters to help the profession become more cohesive;

Continual:

Assignments:

J Develop strategic partnerships with various stakeholders and employers e.g. WADS, WAAD, WAIDE, AUSIT, WAITI;

J Support Educational Institutions to appropriately implement the JDF for Educational Interpreters;

J Develop a “How to work with an interpreter” package in partnership with WA Deaf Society (WADS) and charge a fee for service;

J Appoint a committee representative to attend WADS Board meetings;

J Write to WAIDE expressing interest for a committee representative to attend WAIDE council meetings;

J Investigate possibility of establishing links with a sister association;

J Investigate the feasibility of implementing a Mentor Program;

J Aim to establish Mentor Program by Dec 2004;

J Write a letter to the PCG committee re interpreter / ASLIA room in new building;

J Develop strategies to raise the awareness of skills and expertise required to be a sign language interpreter;

J Launch an ‘End of Year’ Showcase;

Goal 3

To conduct professional development;

Continual:	Assignments:
J Assist members where deemed possible & appropriate to attend national / international training workshops / conferences; J Facilitate PD for interpreter practitioners, contracting suitable trainers at a neutral venue, on an annual basis; J Endeavour to ensure professional development is accessible for interpreters in rural and country areas;	J Write letters to TAFE and WADS to establish a link, which enables ASLIA (WA) members to access resources; J Conduct a minimum of 6 professional development sessions for members in 2004, possibly in conjunction with strategic partners

Goal 4

To raise funds to support the association, members and activities;

Continual:	Assignments:
J Conduct fundraising events throughout the year; J Investigate other fundraising events or opportunities as they arise; J Seek financial sponsorship; J Establish strategic partnerships;	J Investigate avenues for financial sponsorship; J Investigate sponsoring a World Vision child; J Seek alternative and innovative avenues towards financial security; J Approach key stakeholders, government stakeholders and private enterprise, and encourage corporate membership;