Recruitment in New Zealand

People&co., Wellington, NZ, a valued partner of AuSAE, are best known for their success in the Search and Recruitment of professional people, and in the provision of services related to aspects of the Recruitment process.

"We’re in the business of people, and we’re passionate about people being the best that they can be. If you are looking for the right person for the position you have in your organisation, contact us; Michele or Warren at people&co".

"If we're not searching out and recruiting people, we’re helping individuals progress their careers through a range of development opportunities by providing tailored advice. In doing this, individuals thrive, and organisations benefit. We’ve got a long track record in Search, Recruitment and specialist HR solutions. Since 2004 in fact. So we have a very deep knowledge of the New Zealand market. The secret, (and it’s no secret) to our success as a leading Search, Recruitment and HR services business is having an interest in people. That means understanding their skills, aspirations and strengths. People&co, through their association with AuSAE offer preferential pricing to members. Call Michele on 04 931 9448 to make your enquiry today.

This article was sourced directly from People&co

Your IT Manager has just told you these events happen "all the time", "with great regularity" and are always "a surprise".

When it does happen, your IT Manager will calmly tell you that the XYZ Power Company is at fault. They did not warn of the outage in advance and continue to tell you that they were never given the authority to properly do their job and buy sufficient equipment and they are not responsible.

Let's see what happens in the real world:

• Expect the Uninterruptible Power Supply (UPS) to be called upon at the most inconvenient time. This could be part way through a critical software upgrade
• Expect that the UPS are rated to provide only a few minutes operation. Majority critical software upgrades often take 10 times longer
• Expect that the UPS battery packs have aged since installation and will function only for a fraction of their rated time. This will render them useless
• Expect that not all your business critical systems are provided with a UPS in the first place
• Expect that as the mains power turns on/off intermittently the power supply within several critical systems fails permanently. This will be initially unnoticed
• Expect that when the mains power supply finally stabilises that not all critical equipment will restart "correctly" and automatically enter "operational mode". Manual intervention will be required
• Expect that the "check lists" used to manually bring equipment to an operational state were written by your previous IT Manager. These check lists may not apply to all installed equipment and may only be understood by the original author, who is no longer employed

Expect the unexpected and be prepared.

See our next update on IT and Business Continuity where we will discuss what to check when unexpected occurs.

This article was sourced directly from IVT.

For an association with a troubled chapter system, the path to resurgence is no walk in the park. It begins with a board of directors both bold in vision and open to all possible solutions. With so many members and volunteers holding a stake, it may be one of the toughest leadership challenges a board can take on. Here's how three associations have done it.

Imagine your association as the human body. The board of directors is the brain, making decisions. The staff is the heart, steady at work. And your network of chapters, components, or special-interest groups is the circulatory system, carrying all your energy out to the surface, where the action happens.

When that system of veins and arteries isn't healthy, it puts a lot of strain on the body. And, just as when the doctor prescribes a full-scale lifestyle change to reduce your risk of heart disease, the call to fix a struggling association chapter system will be both undeniable and supremely imposing.

"You've got to do the obvious sometimes," says Paul Stalknecht, president and CEO of Air Conditioning Contractors of America (ACCA), "and sometimes the obvious is a very professionally gutting experience."

"We're loyal to causes and people. And that's not how chapters are built. So we have to rebuild them for the knowledge age." Peggy Hoffman, Mariner Management and Marketing LLC

Association boards, be warned. Chapter networks in many membership organizations are showing their age, says Peggy Hoffman, president of Mariner Management and Marketing LLC. Hoffman specializes in volunteer management and says she has seen an uptick in associations seeking guidance on chapter governance overhauls in the past five years.

Chapters "were built for the industrial age," Hoffman says. "We're not loyal to organizations anymore. We're not even loyal to our professions. We're loyal to causes and people. And that's not how chapters are built. So we have to rebuild them for the knowledge age."

Easier said than done, but this is what association volunteer leaders signed up for, right?

Look Before You Leap

"It's probably one of the most strategic decisions the board can make and probably one of the most significant, because you're totally changing not only the organization itself. You're also changing the culture within the association community," Stalknecht says.

In March 2015, the ACCA board of directors voted to eliminate the requirement that members join their local chapters and the national organization simultaneously. The move came after several years of deliberations over stagnating membership growth, but ultimately it was the board's decision whether and when to "rip the Band-Aid" off, as one staffer put it.

With so many volunteers invested in an association's chapter operations, the stakes— and emotions—are high. To justify a change to the association's fundamental structure, a board must have both a detailed understanding of its current state—strengths and weaknesses—and a clear vision for where it wants to go.

At the Alzheimer's Association, that vision is to match the "steep trajectory" of Alzheimer's in coming years with an expansion of research funding and patient and caregiver support, including a goal to double revenue to $450 million by 2019. Alzheimer's Association Board President Stewart Putnam calls this the "burning platform" that galvanized the organization to adapt its chapter structure toward pursuing its vision.

After more than a year of exploring options and gathering input from executives and volunteers at its 81 chapters, the Alzheimer's Association board voted in October 2015 to unify all its chapters under the national organization; chapter staff became national employees and chapter boards were freed of fiduciary duties to focus on local fundraising and program implementation.

But it wasn't reorganization just for the sake of reorganization. "We didn't box ourselves in with a position from the outset," says Putnam. "We said, 'What does the organization need to do if it's going to be as effective as possible and the leader in the Alzheimer's space to really make significant progress against the disease?' "

With that vision in sight, a board will also need a firm grasp of its bylaws and what's required to enact a change, such as a delegate or member vote. And then it must be ready to act in unison and own the decision.

Rules of Engagement

Before reaching any formal decision on a chapter change, however, an association has an informal, but perhaps equally important, decision to make: how to involve the chapters themselves in the process of designing their future.

To Hoffman, the choice is clear. Engage the chapters, and even at-large members, to develop a solution that meets the needs of all stakeholders.

"What we can do in that discovery process by having the chapters involved is we can understand what is truly not working or broken and make sure the system addresses that," she says.

"Our data was telling us that the primary reason people left the organization was the chapter experience." Jay Donohue, CMP, CAE, International Association of Administrative Professionals.

This was the path the Alzheimer's Association followed closely. Once the board knew a structural shift was needed, it formed two task forces, one with 14 chapter executives and one with 14 chapter board volunteers. It also surveyed volunteers and staff. Those efforts resulted in two proposals in February 2015: a more integrated version of its existing federation model and a single, unified national model.

The board conducted further listening sessions, and another work group of 14 chapter board members was formed to offer additional input. Meanwhile, Putnam and CEO Harry Johns met with nearly all of the chapters at least once before October, when the Alzheimer's Association delegate assembly met and voted. That nonbinding vote was evenly split among the chapters, but it was enough support for the board to vote later in October to proceed with the unification plan.

ACCA's board, meanwhile, studied its challenges for about three years, during which the board sought input from chapter executives and volunteers on what to do about its complicated membership structure. The association had chapters in about half of the United States, each charging different dues amounts.

In its final six months of deliberations, however, the ACCA board chose to not include chapters in discussions. "They had already done that for the prior two years, and they wanted the board to make the decision based on facts and to take the emotion and politics out of the decision," Stalknecht says.

At the International Association of Administrative Professionals, declining membership and outdated, onerous governance requirements led the board to more drastic measures. Complicating matters, says IAAP President and CEO Jay Donohue, CMP, CAE, was that the existing system of 464 chapters had become a liability. "Our data was telling us that the primary reason people left the organization or did not renew after their first year was the chapter experience," he says. IAAP also had a nearly 500-person house of delegates vested with decision-making authority on nearly everything, from dues amounts to policies and procedures.

The board had one point of power in the bylaws, however: It could terminate memberships. Believing the organization was "nearing the state of being obsolete," says Donohue, the IAAP board chose a complete rebuild. It terminated all memberships, adopted a new set of bylaws, and reinstated all members in a single day, installing a new governance structure that replaced existing chapters with a system of "branches" and "local area networks."

It was, to say the least, controversial, and the type of move an association board takes at its own risk. IAAP has thus far survived the transformation, though not without some bruises, but Hoffman says she has seen top-down chapter changes to which members have "revolted," sending the association back to the drawing board.

Brace for Impact

The transition process for a chapter change can be challenging, even in the best of cases. "It is important for board and headquarters staff to remember the members are quite a few steps behind," says IAAP Board Member Dawn Becker. "The board had the luxury of skipping the grieving process; the members did not."

In the rollout phase, responsibility belongs to the association staff to execute the transition well. In fact, planning likely must begin well before an official decision is made, as one of the first questions members will ask is "How will this work?"

Chief among tactical concerns is a communications plan. IAAP, for instance, hired a communications consultant to assist. Board members announced the change alongside staff, and they attended town-hall meetings with chapters to answer questions and listen to concerns.

"I would want to make it very clear to my peers in the chapters," says Hoffman, "that the board is watching and has their best interest in mind and that they have given the staff the resources necessary to make this successful. But, if at any time there were concerns that needed to be addressed, the board remains available and ready to talk."

And it helps—at all stages of the process—when board members have their own chapter experience to bring forward, says IAAP Board Chair Wendy Melby. "I think one of the strongest messages we conveyed to the members was that, as board members, we are also IAAP members," she says, "meaning that these changes were also affecting us."

This article was sourced directly from ASAE and can be viewed online here.

Will industry conferences and events die a slow death as technology makes them obsolete? Or are they more relevant than ever in the digital age?

I considered these questions when a colleague, an events co-ordinator, complained about the challenges of organising large business functions. Attendances were falling and event sponsors were harder to find as companies cut costs.

"People expect so much more of presenters these days, TED talks show the benefit of having people tell a story, use anecdotes and speak without 100 dense slides."

Technology is disrupting events. LinkedIn and other social media platforms provide networking opportunities that events used to fulfil. Webinars create options for time-poor managers to catch up on material without leaving their desk. TED talks and other free online content suit those seeking latest ideas and inspiration.

What's your view?

• Do you still attend industry conferences and events?
  
• Are they valuable?
  
• What makes a good event and what makes a bad one?
  
• How could they improve?
  

It is easier to avoid industry conferences and events these days. Nobody has time for costly events that produce low returns, or to be tortured by a procession of poor speakers who kill the audience with PowerPoint slides. Event junkets are a relic in many industries.

However, in many ways, attending industry conferences and events is more important than ever as people are glued to computer screens, iPads and smartphones, and have less face-to-face contact with their industry peers.

Conferences can be particularly useful for younger managers who need to know a real network extends beyond Facebook friends and a LinkedIn page, that their industry lives and breathes, and that they can learn from watching their peers in action.

In fairness, conferences have improved considerably this decade. More have panel discussions to break up presentations and make the format interactive. Opt-in sessions, where delegates choose a topic, allow for tailored content; networking opportunities have improved; and presentation content is being captured more effectively.

Much more can be done. For all the good work, many industry conferences and events are still too one-way, with information mostly flowing from presenters to the audience. Too much of the content is delivered at the event when it could be provided earlier. Audience engagement is invariably too passive, the format too rigid, and networking opportunities too random. Also, the schedule and catering of many events is often stuck in the past.

Here are six suggestions to improve industry conferences and events:

1. Provide opportunities for delegates to co-create the event

It's not easy. Event organisers need to nail down most of the speakers and content/format to attract attendees, well in advance of the event. Even so, organisers can find ways for delegates to co-create part of the event. What would they like discussed? Who would they like as presenters? What format best suits them?

2. Present the bulk of material before the conference starts

It is not as radical as it sounds. Why can't a presenter give their 40-minute talk and slides via webinar or other recorded device before the event? Then present a 20-minute synopsis at the event and allow 20 minutes of higher-quality audience engagement. The presenter could reshape their talk based on webinar feedback and the audience would have much more warning about what is being presented and scope to ask considered questions. It would be more spontaneous and create a real discussion.

3. Create online forums before and after conference material is presented

We have all been to conferences where someone presents for 30 minutes, invites questions, and a few tepid ones are asked and answered to break the silence.

So why not create an online discussion forum around key themes in the talk, presented via webinar before the conference? Get people across the industry talking about an issue before the formal presentation, not in the 10 minutes allotted at the end for questions. That will make for livelier interactive presentations and help with networking opportunities.

4. Get tougher on presentation content and style

Granted, it is not easy policing poor presentations, asking for dress rehearsals, or getting presenters to change their content or delivery when they have agreed to speak for free. But people expect so much more of presenters these days, TED talks show the benefit of having people tell a story, use anecdotes and speak without 100 dense slides.

5. Make conference networking less random

Few things are worse that attending a conference that has limited networking opportunities, or forces them on delegates. You hope to meet a few key people at the event, but don't know if they are attending or may not have an opportunity to speak to them.

Conference organisers should be more overt with networking. With permission, they could publish a list of delegates well before the event and use technology to allow attendees to alert those they hope to meet. That's got to be more productive than delegates hoping to bump into someone in the foyer during an event, or standing around like shy teenagers in the corner of a school disco.

6. Liven up the event format

I'm amazed that many five-star hotels, which should know better, still serve heavy protein-rich, sit-down meals at events. Not enough serve light, interesting finger-food or use buffets and other dining formats that aid networking. The catering seems behind the times for managers who are increasingly health conscious.

The format of many events also seems dated as managers juggle work and conference material. More gaps are needed where attendees can check and reply to emails, make phone calls and complete other work. Who can afford to spend eight hours away from work, listening to back-to-back presentations, or attending event lunches or cocktail functions? Longer gaps in the morning and afternoon, where people can catch up on work, make sense.

This article was sourced directly from Sydney Morning Herald and can be viewed online here

There's no doubt 2015 was the year of Taylor Swift. Building off the success of her 1989 album, Swift's world tour generated over $4 million per show.

At last week's Grammy Awards, the 26-year-old received Album of the Year. While most of the media focused on her acceptance speech, there's more to Swift than her riff with Kanye West and much-discussed love life. Suffice it to say that Swift is an under-30 marketing master, with plenty to teach about marketing to Millennials.

The biggest T-Swift take-away? FOMO.

FOMO

FOMO, otherwise known as "fear of missing out," is a powerful force for Millennials and stems from their intense need to belong and be part of a community.

This is why each 1989 album sold includes personalized photos and messages, and fans also receive a special code they can enter to win a personal meeting with Swift.

FOMO marketing produces social buzz and free publicity as excited fans share their exclusive purchases on social media with friends. This exclusivity is crucially important among the Millennial crowd. For this reason, limited-edition products and special offers are an effective way to invite young consumers to join your community and strengthen their allegiance to your brand.

Experiences

To further capitalize on FOMO, Swift's 1989 World Tour concerts created the ultimate sense of exclusivity and community. With over 38 different guest performers, ranging from Selena Gomez and The Rolling Stones, Swift successfully made every concert unique and gifted fans with a special memory.

Obviously, Swift understands her generation's appreciation for special experiences. In fact, a Harris study revealed 78 percent of Millennials would rather spend money on an experience than a product.

The best part about creating special memories? Sharing them. Fans feel empowered and excited about their special experiences with Swift and spread the word on social media. (Enter more FOMO.)

Marketers need to consider how they create similar, meaningful experiences. Customer appreciation luncheons, movie screenings, game nights, service projects, and family events are all great ideas. Think of creative ways to connect with your own fans.

Emotion

As the power of FOMO demonstrates, community has a strong influence on a consumer's buying decisions. So does emotion.

Last December Swift and her team combed through select fans' social media pages to figure out what each person wanted for Christmas. Presents were then purchased and delivered, wrapped by hand, and adorned with handwritten notes from the pop star herself.

Swift unveiled "Swiftmas" via YouTube, and fan reactions flooded the Internet. Clearly, a mass-produced gift of an autographed CD would not garner nearly the same reaction.

Then, Swift's team took surprise and delight to a whole new level when carefully selected fans were invited in groups of 89 to an "amazing opportunity". These opportunities turned out to be album-listening parties. Fans spent the day with Swift in her own home, listening to her new songs, eating home-baked cookies baked by the pop star, and posing for dozens of selfies with her.

These events provided fans with the ultimate reward of hanging out with Swift, cementing their adoration of both her and her new album.

Swift excels at connecting with her fans on a personal level, and this creates a ripple effect. With 91 percent of the Millennial generation willing to make purchases based on a friend's recommendation, peer marketing can be a very powerful force.

The bottom line: Swift's campaign was hugely successful. 1989 went platinum almost instantly, with 1.3 million copies sold the first week.

Furthermore, Swift is now the highest-earning musician in the world, reportedly earning more than $1 million per day in revenue.

Millennial marketing isn't just about posts and likes and it shouldn't be neglected or overlooked. There's real revenue and opportunity to be discovered when you take the time to engage your youngest fans.

This article was sourced directly from XYZ University and can be viewed online here.

A recent (and very good) experience with paramedics and a hospital visit got me thinking about how fortunate we are to have such a good health system in Australia and New Zealand. I have historically been critical (at least privately) of the deficit model that our public health system generally operates under – focused more on cure than prevention.

However, on reflection there are a multitude of preventative interventions that start from birth. These include things like immunisations, health checks, dental checks, a variety of screening systems for both men and women, diet and exercise, to name a few.

As the home for Association Professionals, it is appropriate for AuSAE to promote the health and wellbeing of leaders in our sector. It goes without saying that people who are physically and mentally well are generally more productive, effective and valuable than those who are not. Yet how much focus do we take on the preventative aspects of our own health and wellbeing?

Do you proactively have an annual check-up, take a regular walk/run/swim/cycle/gym session, relax with a massage etc. Should you start, or at least stop procrastinating? Incredibly, I know people who spend more on, and take better care of, their vehicle than they do of themselves. Are you one of those people?

The same questions are relevant for the organisations we lead. This is why AuSAE has endorsed Enterprise Care’s Association Health Check. It is a great way to assess where your organisation is at and receive objective feedback on any priority areas for improvement.

Another beneficial way to proactively enhance your individual and organisational wellbeing and performance through professional development. The AuSAE annual conference and exhibition ACE 2016 is in Canberra at the end of May. Fantastic presentations and an impressive array of exhibitors have been selected to stimulate your thinking and inspire. I hope to see you there. Good health everyone!

Enterprise Care is delighted to partner with AuSAE to create a tailored suite of AuSAE endorsed Health Checks.

AuSAE endorsed Governance Intelligence® Health Checks are a simple, effective and affordable diagnostic that will help you to better understand, assess and diagnose your governance and leadership challenges. They are simple to use, available online, cost effective and benefit organisations in a range of ways including:

• Help understand priority actions that will lead to optimal organisation performance
• Help pinpoint road blocks to achieving organisational vision and purpose
• Better understand operational strengths and weaknesses;
• Monitor organisation’s effectiveness
• Equip members of an organisation to focus on what’s needed to reach their goals

To help ensure that we create a suite of AuSAE endorsed Governance Intelligence® Health Checks that are just right for you – AuSAE members - we invite you to participate in a brief online survey.

The survey is designed to help us understand the most urgent and important challenges that you face so that you can benefit from the most relevant and helpful information and support in the form of tailored access to the bespoke AuSAE suite of Governance Intelligence® Health Checks.

To complete the survey please click on the following link now

http://survey.websurveycreator.com/s.aspx?s=cbf9b0ee-c247-4943-9948-5c29a49c3c46

Article Sourced directly from Enterprise Care Pty Ltd

Rotorua - bubbling with opportunity

New Zealand’s natural assets play a large part in attracting international conferences - and never more so than in the bid for the 15th SGA Biennial Conference (Society for Geology Applied to Mineral Deposits) in 2019. If the bid, led by Dr Tony Christie of GNS Science, is successful, around 600 international research geologists and geochemists, and minerals industry explorationists will converge on Rotorua for the four-day event.

Christie explains: “Most of the mineral deposit types we are looking at have formed from hot water. You are right in that environment in Rotorua, with its hot springs and geothermal areas. You’re in the modern analogue, you can see the hydrothermal processes in action. It’s a huge drawcard for our target audience. The Holy Grail for a lot of mineral geologists and explorationists is the Champagne Pool at Wai-o-tapu where gold is depositing from the hot water.”

The natural attractions are backed up by Rotorua’s excellent conference infrastructure, Christie notes, including a major venue, the Rotorua Energy Events Centre, and plenty of good, cost-effective accommodation options nearby. “Rotorua also has lots of great activities for partners and other accompanying persons - indigenous Maori culture experiences and tourist activities,” he adds.

Previous experience has also proved the city’s success in hosting events in this sector: “In 2013 we held the International Applied Geochemistry Symposium there, combined with the local annual NZ Geothermal Workshop. That event had more than 560 delegates and worked very well. Combining the SGA with another event to ensure a strong attendance is something we might look at, but it is early days yet.”

Putting local knowledge on the map

The case for international attendance is clear - but what are the local benefits? “These big international conferences are ideal opportunities. Many New Zealand researchers find it hard to get funding to attend these events overseas. Bringing it here opens it up to a wider group of New Zealanders working in this sector,” Christie says. “It’s a huge boost to local research groups - we are isolated here and don't normally get that international interaction, the exchange of new ideas and new technology, so easily unless we travel overseas. You get to talk to people in the flesh, whereas you would usually only read their papers in journals.” He adds: “I had a lot of support from my organisation, GNS Science, in making the bid. If we win this event, they will be able to participate and promote what they do, as well as benefitting from the professional development opportunities for our staff and being able to highlight our research and get it out into the world - it ticks a lot of boxes.”

The event also opens opportunities for inward investment and wider economic benefits, Christie adds: “New Zealand has a huge amount to offer in terms of natural assets and geological sites. Field trips associated with the conference will provide a window into New Zealand, raising its profile within the minerals exploration industry. We try to attract these people to come and spend their money here in exploration and set up their operations. New Zealand really benefits from that.”

Logistical and financial support

Taking on an international conference bid is not without its challenges. Local support has been imperative, Christie says. “Tourism New Zealand have been great. They are part of the reason we're doing this. After seeing the success of the 2013 event they were keen to see us go for another one. SGA was held in Townsville six years ago and it would be fantastic to get it back to the Southern Hemisphere in 2019. It's a pretty major conference.”

Christie undertook a two-stage bid process with Tourism New Zealand’s support - presenting to the SGA committee in August 2015 at their conference in France, then submitting a bid document in February.

“Tourism New Zealand’s Conference Assistance Programme (CAP) paid for my travel to France, and funded the printing and organisation of the bid document. They also gave us lots of resources: photographic images, information, and contacts for venues. It would be pretty difficult without them.”

And will the effort be worth it? Christie hopes to hear whether the bid for SGA 2019 was successful within the next month or two. “It is definitely worth doing. I find it quite an uplifting experience. Being a convenor is a lot of hard work and can be a bit stressful, but in the long run a successful conference provides a wide range of benefits. Now we just wait.”

This article was sourced directly from Tourism New Zealand

ANZCA, the Australian and New Zealand College of Anaesthetists, last held its Annual Scientific Meeting (ASM) in Auckland in 2005, and local convenor Dr Michal Kluger hopes its 2016 return, 30 April-4 May, will herald one of its best events. The Scotland-born Anaesthesiologist & Pain Physician is expecting to attract 1,500 attendees in total, incorporating anaesthetists, pain specialists, trainees, researchers and healthcare industry professionals. “Registrations are going up - New Zealand meetings tend to be popular, the Australians like going to the offshore events,” he says.

“We’re very proud of New Zealand. You could say it is the little brother/big brother relationship with Australia - it’s not a competition, but we do want it to be the best ANZCA event.”

Auckland on show

“Aucklanders don’t understand what a great venue it is, coming from overseas. It is fantastic,” Kluger says. “The degustation menus, the accommodation that might cost $200 here, you’d pay three times that in Sydney or Melbourne.”

An action-packed social programme plays to the friendly trans-Tasman rivalry, too. A busy itinerary of Auckland highlights includes a food and wine tour of Waiheke Island, driving at Hampton Downs, golf at the Royal Auckland, an Auckland walking tour and even a scheduled harbourside run for those delegates wishing to keep their fitness up. The pick of the events, however, has been a New Zealand vs Australia race on the Waitemata Harbour on America’s Cup boats. “The race has almost sold out! We might have to do another race. But we have activities to cover all interests,” Kluger adds.

“Auckland is a very good conference destination, but we have been constrained by a lack of a world-class convention centre - that of course is coming with the construction of the New Zealand International Convention Centre. Conventions are a big deal. This is an opportunity to promote Auckland in an international forum as well as the content that is delivered. We see an event like this as an opportunity to promote Brand New Zealand: New Zealand anaesthesia, New Zealand research, New Zealand food and wine, New Zealand’s landscape and hospitality.”

Backed by local support

Kluger notes that excellent local support that has been integral to the smooth organisation of the event. “The College, like many other enterprises, is doing more events than it used to, things an external PCO used to do, so we have that knowledge in-house. But we’re really doing it from Australia. The College and our PCO is based in Melbourne and I am the lead convenor based here. We have relied heavily on Tourism New Zealand and the Auckland Convention Bureau, part of Auckland Tourism, Events and Economic Development (ATEED), and we haven't come across any insurmountable barriers or logistical issues.

“Tourism New Zealand and the Auckland Convention Bureau couldn’t have been more helpful. They were proactive too - they suggested things we hadn’t thought of,” he adds. “They were instrumental in coordinating our presentation at last year's ASM in Adelaide, providing financial support, graphics, LCD TVs with images of Auckland and a promotional video recorded up the SkyTower that was a major drawcard. They also funded a Maori welcome at the Adelaide ASM which was helpful in promoting the event. As well as financial support there’s been intellectual support - who to approach for advice and funding. We’re really grateful to them.

“The venues - the Aotea Centre, the ANZ Viaduct Events Centre - have been incredibly responsive, too. Major restaurants are opening that wouldn’t ordinarily. The French Cafe is pretty much booked out throughout the conference. The local support is great.”

Article sourced directly from Tourism New Zealand.

We are pleased to announce that the annual AuSAE Leadership Symposium 2016 will be held on 17 – 18 November 2016 at the SkyCity Auckland Convention Centre, Auckland, NZ.

Under the theme "Stronger by Association" the 2016 AuSAE Leadership Symposium will bring together inspiring ideas from the not-for-profit sector all in the one event.

Attend to gain valuable insights, tools and the motivation to drive your team to achieve organisational goals through improved operational, management and leadership effectiveness. In addition, we are now currently accepting applications to join the 2016 AuSAE Leadership Symposium Review Committee.

This group will contribute ideas and expertise in the areas of program content, social activity and delegate engagement to help make this Symposium the best one yet!

To express interest in joining the AuSAE Leadership Symposium 2016 Review Committee please click here to follow the links and fill in your details.

Review committee positions are voluntary and are a flexible time commitment.

I hope you will consider contributing to the advancement of the association sector by becoming involved in the AuSAE Leadership Symposium 2016 Review Committee.

We look forward to seeing you there!