Sector and AuSAE News

  • 18 Jun 2014 12:48 PM | Deleted user

    The Australasian Society of Association Executives (AuSAE) is pleased to announce the appointment of Brett Jeffery as General Manager New Zealand commencing on July 1 2014.


    Brett Jeffery is a long term AuSAE member and has served on the AuSAE board for the past five years. Brett has had over twenty years’ experience working alongside association and other non-profits in his numerous New Zealand tourism and hospitality roles, including most recently Sales and Marketing Manager at Rotorua Events and Venues.

    “Brett is passionate about ensuring not-for-profit leaders receive opportunities to network, and further their careers and I am sure he will achieve great things at AuSAE” said Tony Steven, President of AuSAE.

    This appointment reaffirms AuSAE’s commitment to strengthening the New Zealand and Australian Not-for-profit sector by providing localised networking and professional development opportunities for all not-for-profit leaders.

    “I am positive this growth of the AuSAE team and Brett’s depth of experience in the New Zealand not-for-profit sector will lead to an increased number of engagement opportunities for our members” said Mr Steven.

    The Australasian Society of Association Executives (AuSAE) is the peak professional society working for its members throughout Australia and New Zealand and representing over 10,000 individual leaders that work in not-for-profit organisations. AuSAE’s core purpose is to equip these dedicated and passionate leaders with the tools, information and networks they need to better achieve the vision of their organisation. For more information on this appointment or AuSAE services, please contact me on the details below.


    Warm regards,

    Toni Brearley
    Acting Chief Executive Officer
    Australasian Society of Association Executives

    P + 61 1300 764 576 F +61 (0) 7 3319 6385
    A Suite 2.01, 433 Logan Road, Stones Corner QLD 4120 Australia
    P PO Box 1400, Coorparoo DC QLD 4151 Australia
    E toni@ausae.org.au W www.ausae.org.au
    T https://twitter.com/ausaenews F https://www.facebook.com/AuSAE

  • 18 Jun 2014 11:18 AM | Louise Stokes
    As reported in the latest CICA e-Bulletin, at the May Board Meeting the CICA Board approved a proposal to establish a new ‘Workplace Relations & Safety Program’ for CICA members from 1 July 2014.


    Key benefits:
    • Help Desk Hotline assistance on all Workplace Relations and Safety queries
    • No fees for CICA members to access the Help Desk, by phone or email
    • CICA Member only benefit
    • Australia-wide service and support
    • 24/7 incident response service
    • For complex queries, an additional / optional legal service is available at special discount rates
    Key features of the help Desk Hotline service:


    Delivered by national commercial law firm Holding Redlich for CICA


    Free access on issues such as:
    • Pay and conditions
    • Leave entitlements
    • Award compliance
    • Fair Work Australia compliance
    • Pay disputes
    • Investigations
    • Claims
    • Misconduct and performance management
    • Safety
    • Employment contracts
    • Policies and procedures
    • Directorships and shareholding
    • Privacy
    Refer the CICA website for all details of the CICAASSIST program.


    From 1 July, contact CICAASSIST. Simply phone 1800 475 299 (1800 HR Lawyer) or email cica-assist@holdingredlich.com


  • 18 Jun 2014 10:29 AM | Louise Stokes

    Article by Lynne Newbury 


    Making the switch to a new online membership software is not only expensive but time consuming for many associations. Productivity can be slowed down when the transition is taking place, but it’s not all bad news. There are several key approaches that can help make the transition a smooth and stress-free one for all staff involved and eventually members when the new system is live… Read more.

  • 18 Jun 2014 9:58 AM | Louise Stokes

    Around the board tables of many not for profits, more consideration is being given to the merit of mergers. AuSAE are running some executive briefings focused around mergers and acquisitions. Financial difficulties, executive turnover, membership demands and industry consolidation often point to the need for associations to join forces. Attendees to the briefings uncover:

    • What the practical matters to consider in a merger,
    • If it legally possible to merge,
    • If the reasons you are considering a merger the right reasons,
    • How to make it all the way down the aisle, and
    • How to make it a happy marriage.
    If you missed attending these meetings, please find below two helpful resources:
    1. A comprehensive check-list for mergers including the concept phase, exploration, due diligence examination and a preliminary integration plan
    2. A list of documents to exchange during due diligence (corporate, financial, fundraising, personnel & contracts)
    Considering a merger and want to speak with an expert? Contact Vera Visevic, who heads up the specialist Not-For-Profit team at Mills Oakley Lawyers - AuSAE's Law Partner on vvisevic@millsoakley.com.au

  • 17 Jun 2014 4:03 PM | Louise Stokes
    Australia Medic Alert Foundation is pleased to announce that Ms Margaret Gehrig has beenappointed as Chair of its National Board.

    Ms Gehrig brings extensive experience across the health care industry, having initially trained as a nurse and worked in chief executive roles within hospitals, medicine-based medical publishing, a not-for-profit health research organisation and a commercial health software company.

    “I would like to acknowledge outgoing Chairman, Dr Peter Heysen, for his many years of dedication and commitment to the organisation. Dr Heysen has skilfully led the Board and management to ensure that the Foundation has a strong membership and fiscal base and I look forward to continuing his work as Chairman, supporting both the Foundation and its members in my new role,” Ms Gehrig said.

    “Having served as a director since 1990, Dr Heysen has been a long-serving member of the Board, and in his capacity as Chairman for the last four and a half years, the organisation has introduced a range of new products, programs and initiatives, including the use of social media to better engage with the community,” she said.

    Ms Gehrig offers extensive corporate governance experience from having served on a number of Boards and sub-committees, including Child and Youth Health, and is currently also a Board member of the Medical Software Industry Association (MSIA).

    She has previously held Chief Executive roles at both Hartley and Wakefield Hospitals, before spending three years as Principal Consultant at NewHealth Management Services. In recent years she has also been Chief Executive with Patient Safety International and the Australian Patient Safety Foundation, as well as National Business Manager at MIMS Australia.

    In addition, Ms Gehrig is a past Vice President of the Rotary Club of Adelaide, and is currently a volunteer through TAFE SA’s Home Tutor Scheme, teaching migrants and refugees how to speak, read, write and listen in English.

    Ms Gehrig is currently Managing Director of MGa (Margaret Gehrig and Associates).

    About Australia MedicAlert Foundation

    For over 40 years, Australia Medic Alert Foundation has been the Nation’s only not-for-profit organisation providing a 24/7 personal medical emergency information and identification service with close to 300,000 members joining since 1971.

    MedicAlert members wear a bracelet or necklace with a genuine MedicAlert emblem custom engraved with their vital medical information, membership number and hotline number.

    The 24/7 hotline allows emergency service personnel and healthcare professionals to access important additional medical and other details quickly and efficiently in a time of need.
  • 17 Jun 2014 12:45 PM | Louise Stokes

    Blog post by Mark Athitakis, sourced from here


    In the wake of a massive data breach, Target is moving its corporate and technology leadership closer together. It’s a model more associations should consider following.

    Target is trying to get everybody on the same page. It starts with getting everybody on the same floor.

    Late last year a massive data breach at the retailer compromised millions of customer credit cards. Target CEO Gregg Steinhafel delivered profuse apologies, not to mention free credit checks to concerned customers, but last month he delivered what was an inevitable resignation. (Though it received less publicity, its CIO resigned as well.)

    Since then, Target has been retooling: Last week the Wall Street Journal reported that the company has been working to remove layers of bureaucracy from its operations, as well as creating an environment of improved communication among its executives. The company’s chief information officer and chief marketing officer, the Journal reported, will move to the same space where its interim CEO and executive vice president have offices. “The floor will be getting a more open plan than its current layout of office and hallways, aimed at fostering greater collaboration,” the report says.

    Whether you think the move legitimately chips away at the walls that block innovation and good management or is largely just for show, the reshuffling makes an important statement: The connections between CEOs and an organization’s technology leadership need to be stronger than ever.

    That’s a point that became clear to me as I was writing a feature for the latest Associations Now on data security at associations. Data security is a primarily technology issue, of course, but what I was told repeatedly during my reporting is that it’s also a leadership issue. A well-managed staff is essential when it comes to protecting your information, because the source of the problem is often within your office walls.

    That means knowing who has access to what information, and how well-protected it is, is a task that’s increasingly on the CEO’s task list. Devin Jopp, CEO of the Workgroup for Electronic Data Interchange, told me that “one of my number-one concerns is the integrity of my data, whether that’s conference attendees, whether that’s member dataundefinedensuring that all the safeguards are in place.” I like Jopp’s comment partly for its implication that a CEO has a lot of competing top concerns. But the quote also stresses that technology needs to be one of them.

    This is a relatively new notion for associations, which often shunted technology duties into a separate department and, until fairly recently, didn’t think strategically about technology’s role in its marketing and communications. Fewer than half of IT chiefs at associations report directly to the CEO, according to ASAE research in 2011; more often, they report to the CFO or COO.

    Last fall, John Mancini, CEO of the Association for Information and Image Management, stressed that structure needed to change. “CEOs personally need to be more invested in the technology decisions that their organizations are making,” he told me. Knowing what’s possible in terms of creating value for members is one reason for that. Knowing where the potential for breaches are is another.

    Jopp emphasizes the need for a posture of constant vigilance when it comes to data, continuously monitoring who has access to what kind of information, even at a small organization like his with six staffers. “It gets back to roles and controlling who has the ability to control data,” he says. “You have to be very restrictive.”

    Target has been forced to get more serious about the role technology plays in its operations; beyond the office shuffling, it’s also hired its first chief information security officer. Whether the moves themselves will improve the company’s fortunes is an open question. But more fully integrating technology into the leadership of an organization is clearly a smart step.

    How much day-to-day responsibility do you think a CEO should have when it comes to technology and data issues?
  • 17 Jun 2014 12:40 PM | Louise Stokes

    Article sourced from: http://www.hcamag.com/hr-news/employer-branding-only-17-of-organisations-have-a-clear-strategy-188810.aspx


    by Janie Smith | 16 Jun 2014

    How much time and effort does your organisation invest in its employer brand?

    According to international research by Employer Brand International, 65% of companies are planning to increase or maintain their investment in employer branding initiatives in the coming year.

    The study also found that the movement by companies to shift recruitment spending into social media during the past three years has continued, with 76% of organisations using social media as the main way to communicate their employer brand and engage with potential candidates.

    But while 87% of companies believe that a clearly-defined strategy is the key to achieving employer branding objectives, only 17% actually have such a strategy in place.

    Career development was the most important attribute for a company to promote when attracting talent, according to 87% of study respondents, followed by leadership on 86% and work environment with 83%.

    Engineering and technical services company Aurecon won Best Employer Branding at last year’s Australian HR Awards and employer brand manager Shannon Gillespie told HC that people are the foundation of organisations, regardless of sector.

    “Employer branding strengthens an organisation’s ability to attract and retain top talent, so you can better build and maintain a workforce with the right people, the right skills and the right cultural fit. For professional services firms in particular, like Aurecon, the ability to build a workforce of engaged top talent is vital, as the expertise of our people is essentially the product we sell to our clients.”

    Aurecon was formed in 2009 through a merger of three engineering firms in South Africa and Australia.

    According to the company’s HR Awards submission, the creation of the global company meant the brand journey needed to start from scratch.

    The company began by establishing an employee value proposition which reflected its overarching brand proposition and was aimed at three audiences – experienced professionals, executives and graduates/students.

    It then reviewed all of its employer brand communication touch points to look at when and where the employer brand reached its target audiences.

    Aurecon came up with a range of tactics to launch its EVP globally, including using a range of media platforms and industry events.

    Gillespie said an employer brand needed to have the “right balance of aspiration and reality”.

    “It should inspire and motivate people, but also be a true reflection of what it is like to be part of that organisation. All stages of the employee lifecycle - from awareness through to recruitment and on to the employee experience - should support the employee value proposition, or you will find a gap between the brand promise and the reality of employment, which leads to disengagement and increased attrition.

    “It’s also important that the whole organisation owns the employer brand. An employer brand is not purely established through marketing channels, but more so through every interaction your staff has with other people, both internal and external. Your employees can be your strongest employer brand ambassadors.”
  • 17 Jun 2014 12:24 PM | Louise Stokes

    Blog post sourced from: http://www.eventmanagerblog.com/entertainment-social-media


    Author: Amy Capron June 12, 2014

    Nowadays, event planners expect more from event entertainment. A lot more. Entertainment doesn’t just have to be all-singing and all-dancing, it also needs to have real impact, increase brand awareness and help to promote the event to a larger audience.

    Gone are the days when event planners could just book a rabbit in a hat magician to interact with attendees at corporate events and expect the client, and their guests, to be satisfied. The Information Age requires entertainment that plays a far greater role within events.

    It needs to be bold, daring, exciting, engaging, be interactive and most of all encourage people to take to social media to increase exposure for businesses and their events.
    Businesses are realising the huge benefits of encouraging social media interaction before, during and after an event has taken place.

    Entertainment can play its part in helping to generate social media exposure at an event by ensuring that people talk about it. This is the New Media Age, an age in which we know what people had for breakfast, what their new haircut looks like and the films they have just watched; so booking exciting, interactive entertainment is a sure fire way of getting your event talked about right across the various social media platforms.

    To assist event planners in choosing the right entertainment that will encourage attendees to ‘share’ an event over a variety of social media we have compiled a Top Ten list of entertainment ideas. The Top Ten includes ‘wow factor’ entertainment that is guaranteed to get people talking, as well as performers who have embraced the New Media Age by actually incorporating social media in to their act.

    Read more at http://www.eventmanagerblog.com/entertainment-social-media
  • 17 Jun 2014 12:19 PM | Louise Stokes

    Blog post sourced from: http://associationsnow.com/2014/06/association-industry-continues-grow-mgi-study-says/

    By Katie Bascuas / JUN 13, 2014

    Among the key findings of the 2014 edition of the “Membership Marketing Benchmarking Report” was that more than 50 percent of associations reported an increase in membership. The report also explored some of the ways associations are contending with common challenges of growing and retaining membership.

    Association membership keeps growing, at least for 53 percent of the almost 900 respondents to the 2014 “Membership Marketing Benchmarking Report” from Marketing General Incorporated.

    “It’s good news,” said MGI Vice President, Eric Schonher, during a webinar discussing the study’s findings this week. “The industry continues to grow.”

    This is the fourth year in a row that roughly half of the survey’s respondents reported a year-over-year increase in membership. Last year, 52 percent reported an increase. And for those associations that saw a rise in members in 2014, roughly a quarter reported at least a 6 percent increase in membership.

    NEW MEMBER ACQUISITION
    Associations did, however, report less new member acquisition this year compared to 2013. Fifty-eight percent of respondents reported an increase in new members, down from 63 percent last year. Despite this decline, new member acquisition is still strong given other factors.

    “This drop is quickly offset by the decrease from 2013 in the number of associations citing a decline (16 percent to 13 percent) and the increase in the number of associations that are maintaining the number of new members acquired from 2013,” the study noted. “In review of these results we quickly see that new member acquisition is very strong.”

    In terms of the most effective ways to acquire new members, the MGI report found that word-of-mouth recommendations and email are still among the most successful marketing methods as in previous years.

    MEMBER RENEWAL
    While new member acquisition may have been strong, member renewal was less so. Most associations, 36 percent, reported renewal rates were unchanged this year, and 31 percent of respondents reported an increase in renewals. That’s down from 35 percent last year.

    “While it appears that membership continues to grow, it becomes apparent that it is now primarily due to the success associations are having in their member acquisition programs,” the report noted. “As most associations count on their membership to provide the majority of their income through nondues purchases, the decrease in renewal rates could have a severe negative impact in the not too distant future.”

    As for the reasons why members are not renewing their memberships, lack of engagement came out on top this year, replacing budget cuts and economic hardshipsundefinedthe top reason in both 2013 and 2012.

    Associations seem to be aware of this lack of engagement as increasing engagement was reported as the top membership goal by 67 percent of associations. Other top goals included increasing membership retention, membership acquisition, and the understanding of member needs.

  • 17 Jun 2014 12:15 PM | Louise Stokes

    Blog post sourced from: http://leadershipfreak.wordpress.com/2014/06/13/7-ways-to-have-tough-compassion/


    Compassion goes wrong when it coddles. Tough compassion calls for extraordinary commitment that stretches people.

    Coddling prevents people from achieving their best.

    Coddling compassion:

    Don’t coddle at the beginning of challenging projects. Never say,

    1. I don’t want to over-work you.
    2. I’m concerned that we won’t make it.
    3. Let me know if this is too much.

    Every escape hatch you open before it’s needed is an excuse for failure.

    Coddling compassion invites excuses and mediocrity. The hidden message of coddling is the mission isn’t worth your sweat. Never provide excuses for mediocrity before you reach for exceptional.

    Tough compassion:

    “Only those who will risk going too far can possibly find out how far one can go.” T.S. Elliot

    Tough compassion says:

    1. I believe in you.
    2. Our mission is worth commitment and sacrifice.
    3. I’m with you all the way.
    4. We can do this.

    Tough compassion:

    1. Stretches people and walks beside them at the same time.
    2. Protects people while they give their best, not before.
    3. Monitors the well-being of teams and takes action when things begin to go dark.
    4. Models the pursuit of excellence.
    5. Expects more of itself than it expects of others.
    6. Invites people to struggle and sweat because its worth it.
    7. Acknowledges challenge and difficulty but believes teams can step up.

    The most important aspect of tough compassion is monitoring the team as they work. Step in when shoulders droop and frustration persists.

    People never know how far they can reach until they reach for something that’s out of reach. Coddling suggests people can’t do it before they try.

    Warning: Constant pressure eventually defeats. Time off and fun energize teams to bring their best.

    Tip: Celebrate wins!

    Failure to celebrate devalues success.

    How can leaders walk the line between stretching people and pushing too far?


The Australasian Society of Association Executives (AuSAE)

Australian Office:
Address: Unit 6, 26 Navigator Place, Hendra QLD 4011 Australia
Free Call: +61 1300 764 576
Phone: +61 7 3268 7955
Email: info@ausae.org.au

New Zealand Office:
Address: 159 Otonga Rd, Rotorua 3015 New Zealand
Phone: +64 27 249 8677
Email: nzteam@ausae.org.au

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