Sector and AuSAE News

  • 17 Jul 2014 12:03 PM | Louise Stokes
    Social media is changing the global landscape for charities by providing new ways to reach strategic objectives. Many charities consider social media to be an important channel to deliver on their communications and fundraising goals. Some use social media to deliver services. Only a few incorporate social media as a core strategy to capitalise on its interactive opportunity to engage with new communities. These pioneers will reap the benefits.

    A new report from Grant Thornton, 'Growing communities: How charity leaders govern social media globally to thrive online', interviews charity chief executives from around the world and reveals how they are using this tool to deliver to their beneficiaries. The report features interviews with charities from Australia, Canada, Ireland, New Zealand, the UK and US, revealing that there is a real need for board-level understanding of social media.

    Carol Rudge, Global leader – Not for Profit at Grant Thornton said, “Social media is a game changer. Charities looking to engage with a more technology literate audience need to harness the power of this rapidly evolving environment. Without an informed social media strategy – and the internal governance and operations to support it – funding may erode.”

    While some charities have made great progress, there is currently a social media knowledge gap at senior levels in charities worldwide – the very people expected to govern the opportunities and risks to achieve their charity’s goals. To fill the gap, Grant Thornton Not for Profit and social media specialists asked senior executives a range of questions covering five key areas: strategy, governance, education, risk and measurement.

    Their responses are brought together with insights from Grant Thornton experts to draw tangible lessons that every charity type can use. From documenting policy to informal training and measurement tools, the report places emphasis on practical advice and shared learning.

    This report also equips charity leaders with key questions to ask their operational teams, to ensure the charity’s resources invested in social media deliver greatest value to their beneficiaries.

    The 'Growing communities' report features embedded links to relevant sources and aids for charities, as well as specific calls to action that can help senior management embrace social media.

    Find out more by using the twitter hashtag #NFPSocialMedia.

  • 17 Jul 2014 8:30 AM | Louise Stokes

    I am excited to announce three inspiring Keynote Speakers who will be joining AuSAE members and other senior leaders from New Zealand associations at the 2014 AuSAE Leadership Symposium.

    Theresa Gattung  Named several times in Fortune magazine’s ‘top 50 most powerful women in international business’, Theresa is a leading New Zealand business personality, author and the past CEO of Telecom. Read more about Theresa.


    Ken Shirley entered Parliament as the Labour MP for Tasman in 1984 and served as the Minister of Fisheries, Associate Minister of Agriculture, Associate Minister of Forestry and Associate Minister of Health. Ken entered the not-for-profit sector in 1990 and has held numerous CEO positions including his current post as CEO of Road Transport Forum. Read more about Ken.


    belinda moore is Australasia’s foremost membership specialist and has assisted thousands of not-for-profit organisations with their membership challenges. Belinda’s current positions include Chief Executive Officer of the Australasian Society of Association Executives and Managing Director of Strategic Membership Solutions. Read more about Belinda.


    The 2014 AuSAE Leadership Symposium is being held at Millennium Hotel Rotorua on October 29-30 under the theme: GAME ON: Leadership in Motion. To register today or more for information please click here.


    Don’t forget our special EarlyBird rate ends on August 15 (Save $100!).


    I hope to see you there!


    Brett Jeffery
    General Manager – New Zealand
    Australasian Society of Association Executives

  • 17 Jul 2014 8:00 AM | Louise Stokes

    AuSAE are excited to announce four inspiring Keynote Speakers who will be joining AuSAE members and other senior leaders from Australian and New Zealand associations at the 2014 AuSAE Leadership Symposium.

    DR JASON FOX is a motivation strategy and design expert on an epic quest to liberate the world from poorly designed processes. He is the author of The Game Changer and has worked with a range of clients around the world, showing forward-thinking leaders how to use motivation science and game design to influence behaviour and build for the future of work.


    MARK MCCRINDLE is an award-winning social researcher, best-selling author, and principal of McCrindle Research with an international renown for tracking emerging issues, researching social trends and analysing customer segments. Mark’s understanding of the key social trends as well as his engaging communication style places him in high demand in the press and on television shows, such as Sunrise, Today, ABC News 24, A Current Affair, and Today Tonight.


    CHERYL KERNOT is the Director of the Graduate Certificate in Social Impact and Social Business Fellow at the Centre for Social Impact. One of the National Trust’s 100 National Living Treasures, Cheryl was Leader of the Australian Democrats from 1993-1997 and the Member for Dickson and a Labor Shadow Minister from 1998-2001. Her political portfolios included, amongst many, Indigenous Affairs, Treasury, Employment and Women’s Policy.


    DARRYL LOVEGROVE The name ‘Darryl Lovegrove’ is synonymous with entrepreneurialism, innovation and quality in the world of entertainment. By the time he sold his financial interest in the award winning operatic sensation The Three Waiters in 2009, offices has been established in Sydney, London and New York. An accomplished musical theatre performer, today Darryl represents award winning corporate entertainment acts through his company “Lovegrove Entertainment”.


    The 2014 AuSAE Leadership Symposium is being held at Sydney Dockside on October 13-14 under the theme: GAME ON: Leadership in Motion. To register today or more for information please click here.


    Don’t forget our special EarlyBird rate ends on August 15 (Save $100!).


    I hope to see you there!




    Kimberley Miller
    Events and Communications Manager

    Australasian Society of Association Executives 

  • 16 Jul 2014 2:54 PM | Louise Stokes

    Enterprise Care's highly acclaimed Not for Profit Remuneration Report is the major source of sector salary and benefits data for the NFP sector in Australia. The Report ensures that your organisation's salaries and remuneration packages are competitive. It is widely used to benchmark salaries and to conduct annual performance and remuneration reviews.

    EXCITING NEW DEVELOPMENT in its 16th year!
    This year is YOUR chance to be directly involved in the Remuneration Survey which has been EXPANDED to cover a comprehensive range of position LEVELS within NFPs.

    Completing the NEW Remuneration Survey
    • ALL CEOs, Board members, managers, and staff of NFPs throughout Australia are encouraged to complete the Remuneration Survey in order to benefit both themselves and the whole sector.
    • The Survey is open from now until Thursday 31 July 2014.
    • Access the Survey using the link at bottom of page.
    Respondent Discount
    In appreciation, completing the Survey entitles you to purchase The 2014/15 Not for Profit Remuneration Report for only $99 (options will appear at end of Survey).

    Security of responses
    All information collected from the Survey will be strictly anonymous and Enterprise Care reaffirms its confidentiality commitment to you. Your trust is one of our most important considerations.

    For any questions about the Survey or your participation, simply telephone Enterprise Care on (03) 8862 6315.
    We look forward to receiving your completed Remuneration Survey and to helping you with compensation strategies through The 2014/15 Not for Profit Remuneration Report.

    Thank you in advance.
    Managing Director

    Click here to begin the survey
  • 16 Jul 2014 11:15 AM | Louise Stokes

    Will associations matter in the future?

    Survey Matters has almost concluded our research into industry bodies, with fascinating insights! The results raise questions around what members expect from their membership in the future, and will give industry bodies guidance for their strategic planning.

    We are now embarking on the second study into professional associations. The Associations Matter Study for professional associations aims to change the conversation being held between members and their association. Instead of assessing current association services, it will examine members “up at night” issues. It will ask members about the causes of their challenges. And, it will ask for ideas about specific ways in which they think their association can help them.

    To take part in this study register your details here!

    About the research
    The second Associations Matter Study for professional associations will seek specific ideas and suggestions to guide strategic planning. It will examine:

    • What professional challenges keep your members up at night?
    • What does the “association of the future” look like?
    • Are you communicating with your members in ways that work for them?
    • What key factors will lead to a sustainable future for your association?

    What associations said about the 2013 study
    “Well done to Survey Matters, AuSAE and the participating associations for this important research - it makes for interesting reading… I'm already looking forward to seeing next year's results, and encourage all associations to participate: it was painless!”

    “The insights we have gained into member perceptions and needs are foundational to our strategic planning for the next three years.”

    “Easy to participate, a great benchmark study”

    We invite you to participate – it is free and all associations who take part will receive a complimentary electronic copy of the overall results.

    Find out more
    Call: +61 3 9452 0101
    Register your interest: Complete the registration form
  • 16 Jul 2014 10:12 AM | Louise Stokes

    Sourced directly from:

    HBR Blog Network by Michael Useem, Dennis Carey and Ram Charan

    Governing boards might seem like the last place for innovation. They are, after all, the company’s steadfast guidance system, charged with keeping an even keel in rough waters. Corporate directors are the flywheel, the keeper of the flame, the preserver of tradition.

    All that is true, or least should be so, but companies are also forever having to reinvent themselves undefined IBM, Nucor, and Wipro bear only the faintest resemblance to their founding forms undefined and boards ought to be at the forefront of those transformations, not rearguard or resistant. New products are, of course, the province of R&D teams or research partners. But new strategies and structures are squarely in the board’s domain, and we have seen any number of governing boards innovating with, not just monitoring, management.

    If boards are viewed as partners with management, not just overseers, innovative ideas are as likely to come from their dozen or so directors undefined all highly experienced and certainly dedicated to the firm’s prosperity undefined as any dozen employees of the company. Some boards have taken the principle further by forming their own innovation committee. The directors of Procter & Gamble, for instance, have established an Innovation and Technology committee; the board of specialty-chemical maker Clariant has done the same; and Pfizer has created a Science and Technology committee.

    The value of a board’s active engagement in innovation can well be seen at Diebold, a $3 billion-company whose 16,000 employees make ATMs and a host of related products. Founded in 1876, the company had survived far longer than most major manufacturers because of a readiness to embrace new technologies undefined virtually none of its products today have any resemblance to those of 100 years ago undefined and its directors hope to ensure that the company incorporates new technologies to survive another 100 years.

    To that end, Diebold recruited a new CEO in 2013, Andy W. Mattes, who had previously led major divisions at Hewlett-Packard, Siemens, and other technology-laden companies. And then, in conducting its annual self-evaluation, the board found that a number of its directors had recommended that a board committee be created to work explicitly with the new CEO on technology and innovation undefined not to manage it, but to partner with management on it. With the concurrence of the new CEO, the directors created a Technology Strategy and Innovation committee with a full-blown charter requiring its directors to “provide management with a sounding-board,” serve as a “source of external perspective,” evaluate “management proposals for strategic technology investments,” and work with management on its “overall technology and innovation strategy.”

    The chair of the new three-person committee, Richard L. Crandall undefined the managing partner of private-equity firm Aspen Partners, who also runs a roundtable for software CEOs and is a former CEO himself undefined was mindful of the lurking risk that directors might stray into the weeds and step on management prerogatives. He accordingly worked out an explicit understanding among the CEO and his committee members on where the directors should and should not go. “I watch like a hawk,” he said, “to ensure we do not go too far.”

    Diebold’s innovation committee members are on call for everything from brainstorming to networking. When Diebold executives began looking for new technologies it might buy, Crandall and his two colleagues undefined rooted in tech start-up and venture capital communities undefined helped the CEO and his staff connect with those who would know or own the emergent technologies that could allow Diebold to strengthen its current lines and buy into the right adjacent lines.

    Innovations at the top extend even to how the board itself operates, and Blackstone Group undefined one of the leading investment groups in the world undefined has been pressing the case. Sandy Ogg, an operating partner in Blackstone’s Private Equity Group, had previously served as a senior vice president for leadership and learning at Motorola and chief human resource officer at Unilever. Having thought a lot about what makes for effective company leadership, whether in the executive ranks or around the board table, Ogg wants to know if the directors of an investment prospect for Blackstone bring a profile that is complementary to their CEO’s, “filling holes that need to be plugged.” He wants to know how prospective directors will react if a CEO tells the directors to get lost. And at companies where Blackstone has invested, Ogg presses directors to “do the work” and not just be a “business tourist.” In other words, Blackstone has been innovatively working to get more out of their boards than traditional norms might have allowed.

    Innovative companies that are not innovating in and around the board room run the risk of becoming less so. For example, we are familiar with the boardroom of one of America’s premier technology makers, which is dominated by a non-executive chair who underappreciates how vital but difficult it is to create new products in its recurrently disrupted markets (the innovator’s dilemma). The board has too few technology-savvy directors, and its nomination committee has blocked suggestions for more experienced innovators on the board.

    Without innovation at the top in how boards lead, companies may come to see less innovation from below. Viewed affirmatively, directors who learn to work with executives on product and service innovations constitute an invaluable undefined and free undefined asset during an era when creativity is increasingly at a premium. And for that, observed David Dorman, former AT&T CEO and now board chair at CVS Caremark Corporation, “we need a robust set of thinkers on the board who know the market place.” With that, the board can take responsibility for ensuring that its enterprise transcends the ever-present dilemma of innovating or dying.
  • 15 Jul 2014 2:32 PM | Louise Stokes

    The New Zealand Groundspread Fertilisers’ Association, (NZGFA), are proud to announce Brent Scully from Centre Bush in Southland, was elected as president at the Annual Meeting in Waitangi. He replaces Stuart Barwood who has held the position for the last four years. Brent Scully has 30 years’ experience in the groundspread industry as the owner of Scully’s Transport. He held the position of President of the Southland Groundspreaders for six years and has served on the National Council for the previous nine years.

    He paid tribute to the work of Stuart Barwood. "Stuart has led the NZGFA through a period of intensive change," Brent Scully said. "He did this with flair, consulting throughout. "His guiding of the new Health and Safety Manual from conception to completion was a major achievement. "My ambition as the new President will be to continue the reforms and increase our membership," Brent Scully said.

    New vice presidents were also elected at the meeting. Dean Brooks of Nelson and Stu Pinney of Waikato join the NZGFA team with prestigious backgrounds in groundspreading.

  • 15 Jul 2014 2:23 PM | Louise Stokes

    Wellington’s biggest conference and events expo, Show Me Wellington (SMW), adds a new dimension to the show with their first ever ‘Talk About Cool’ seminar series. The series promise to stimulate new thinking and inspire fresh ideas, insights and advice.

    The first two sessions have just been announced – ‘Morning Muse’ and ‘Capital Jam’ – and spaces are filling up fast. Conference and event organisers are encouraged to get in quick as spaces are limited.

    ‘Morning Muse’ combines bagels, banter and bright ideas that are set to inspire meeting and conference organisers. A panel of top industry leaders will share their secrets on how to add that ten percent of magic to deliver unforgettable events. Natasha Lampard is a passionate advocate for doing business in Wellington and aims to encourage event organisers to ‘think big’ during the morning session.

    Natasha along with Mike Brown started one of Wellington’s most successful international web design and development conference, Webstock. Natasha is confident that Wellington holds the perfect formula for holding memorable business events.

    “We had an ambitious vision for Webstock with bold ideas. Wellington has played a big part in turning all of our outrageous dreams into a reality. I believe it’s all about thinking big, paying attention to all the details that can deliver that notable x-factor and making the most of the creative and clever businesses in Wellington,” says Natasha.

    The noon ‘Capital Jam’ session will demonstrate how quickly things can happen in our cool and compact city. The team from the Wellington International Ukulele Orchestra will take 30 minutes to teach buyers to play a song.

    Age Pryor from the Wellington International Ukulele Orchestra says “this is a great session to attend if you are looking for ideas for your next team building activity or a way give out-of-town visitors a taste of the capital’s culture that’s uniquely Wellington”.

    ‘Show Me Wellington’ and the ‘Talk About Cool’ sessions are free to attend. Spaces are limited, to register visit

    For more information please contact Arti Govind, PR & Marketing Coordinator at or on 021 247 9756.

  • 15 Jul 2014 12:05 PM | Louise Stokes

    The legal issues faced by the not-for-profit sector are unique, and this website is designed to provide legal information tailored for the not-for-profit sector.

    The New Not-for-profit Law Information Hub is funded through a range of grants from philanthropic foundations, other donations, government grants and Hub members. Hub members also assist in helping not-for-profits using this resource through providing legal advice, training and assisting with the development of the resources on this great website.

    The Information Hub is testament to the impact that philanthropy, charity and pro bono resources working together can have on the Australian community sector.

  • 15 Jul 2014 11:52 AM | Louise Stokes

    Melbourne based Kalparrin Early Childhood Intervention Service has appointed Mark Baigent as its new CEO.

    With a diverse background in the disability and not for profit sector including the paralympics and children's disability services, Baigent's experience is complemented by recent senior management positions in law, architecture and telecommunications.

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

New Zealand Office:
Address: 159 Otonga Rd, Rotorua 3015 New Zealand
Phone: +64 27 249 8677


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