The New Zealand Bankers’ Association (NZBA) is delighted to announce that Karen Scott-Howman has been appointed to the role of Chief Executive.

Currently the Chief Executive at the Broadcasting Standards Authority, Karen brings considerable professional experience from both private and public sector roles. She has extensive experience as an advocate on regulatory and policy matters affecting the banking industry from her previously held positions as Deputy Chief Executive and Head of Advocacy at the New Zealand Bankers’ Association, and as Regulatory Director when she joined the NZBA in 2009.

Karen also has broad commercial, public and media law experience and a deep understanding of policy development, administrative and regulatory processes. She graduated with a Bachelor of Laws with Honours from Victoria University of Wellington, and was a commercial lawyer at Chapman Tripp in Wellington, and worked in leading law firms in Australia and Canada.

NZBA Council Chairman and Chief Executive of Bank of New Zealand, Anthony Healy, welcomes the appointment of Karen to this crucial leadership role within New Zealand’s banking industry.

“We are delighted to welcome Karen back to the NZBA. Karen brings an excellent understanding of the legal, regulatory and policy issues affecting the banking sector. Her previous advocacy experience working closely with member banks and other financial sector organisations will be invaluable to the industry,” said Anthony Healy.

“The NZBA provides a critical forum for our 15 member banks to work together on non-competitive industry issues, and plays a significant role in shaping policies that contribute to a safe and successful banking system for New Zealand. Karen’s industry experience and leadership will be vital to the Association’s role as an advocate for the banking sector and how it contributes to the wider-economic benefit of the country,” Healy added.

This article was sourced directly from National Business Review NZ here.

The Australasian Society of Association Executives (AuSAE) is calling for nominations from persons with suitable experience interested in serving as a Director of the Board.

Regional Director Positions will be due for election in the regions of:

- SA/WA

- QLD/NT

- VIC/TAS

Current financial members are invited to express their interest for appointment to fill this vacancy for a two year term commencing in May 2016.

To express interest for the Board position you will need to provide:

- a completed nomination form (click here to download);

- a statement outlining why you would like to be an AuSAE Director that is suitable for circulation to all members; and

- A current CV.

All nominations must be received by 5pm Australian Eastern Standard Time on Monday 14 March 2015.

Appointment to the board will be determined by election from the members within the region. Please note that the nominee must be a current financial member of the association on application.

Please click through for a copy of the AuSAE Constitution and By-Laws.

Questions and nominations may be submitted electronically or by post to:

Nominations Committee Returning Officer

Australasian Society of Association Executives

Suite 2, 67 Astor Terrace

Spring Hill Q 4000

toni@ausae.org.au

Have you ever contemplated the effect on your cash flow in the light of experiencing any or all of the following?

• Mains power to your premises is interrupted by roadworks cutting the supply cable and you are without for 24 hours
• The internet connection is interrupted by the same roadworks. This time it has targeted a different cable and may take several days to resolve
• "Someone" in the office has clicked on an "office" email attachment loaded with the RansomWare Virus. As a result all your drives are now "encrypted" until a BitCoin ransom is paid
• Your Senior IT Manager has just resigned "in a huff" and no one else has, or ever had, access to the master security passwords. This results in no staff being able to login to any system
• Your web site provider premises has burnt to the ground and you need to update the pricing schedule on the your web site or you will be selling items at less than cost
• A third party company providing a key component of your flagship software product has just upgraded its offerings and has now rendered your product useless. Your software is no longer fit for purpose and cannot continue to be sold, let alone supported

What now? We will cover this over the coming months...

This article was sourced directly from IVT.

“The Innovation Strategy announcement signals the end of an era for the charity sector as we know it. An incremental laggard mindset is no longer good enough.”

Catherine Stace, CEO of the Cure Brain Cancer Foundation.

Innovation and risk taking are no doubt a risky business for not-for-profits seeking to challenge traditional operating practices and funding sources, in order to stay relevant in a quickly changing environment. With innovation recently flagged by the Prime Minister to become the driving force of economic growth in the commercial space, not-for-profits cannot simply sit back and hope this innovation revolution will pass them by. At this time, more risky than taking a risk, is to take no risk at all.

As the not-for-profit sector becomes more competitive, the need for innovation to drive new sources of funds and service delivery also grows. There is a direct correlation between innovation and revenue, yet the adoption of innovative ideas by not-for-profits has been slow. A key reason is the belief that the law will personally punish directors if innovative ideas fail. Often there is concern amongst not-for-profit directors that risk taking will result in a breach of their duties, and leave them exposed to personal liability.

A 2010 survey undertaken by the Australian Institute of Company Directors found that:

• (a) 73% of directors considered that there was a medium to high risk of being held personally liable for decisions they or their board made in good faith;
  
• (b) more than 90% of directors said that the personal liability of directors had an impact on optimal business decision-making or outcomes; and
  
• (c) 65% of directors felt that the risk of personal liability had caused them, or the board on which they sat, to occasionally or frequently take an overly cautious approach to business decision making.
  

The law has recognised the challenges facing not-for-profit directors, caught between fulfilling their duties and making ideal business decisions. Whilst it is important for directors to always be mindful of their duties under the law, it is also important to not let the fear of a breach of these duties define a not-for-profits’ operations and practices.

The business judgement rule operates to protect honest directors and officers from the risks inherent in hindsight review of unsuccessful decisions, and to refrain from stifling innovation. The protection is only available in the context where there was a duty of care owed, and the decision relates to a business judgement. Under the Corporations Act 2001 (Cth), a business judgement is defined as ‘any decision to take or not take action in respect of a matter relevant to the business operations of the corporation’. Importantly, this does not cover instances of oversight or negligence. Further, the decision must adhere to the four requirements:

• (a) make the judgment in good faith for a proper purpose;
  
• (b) do not have a material personal interest in the subject matter of the judgment;
  
• (c) inform themselves about the subject matter of the judgment to the extent they reasonably believe to be appropriate; and
  
• (d) rationally believe that the judgment is in the best interests of the corporation.
  

The director’s or officer’s belief that the business judgement is in the best interests of the organisation must be a rational one, unless the belief is one that no reasonable person in their position would hold.

Whilst this law applies specifically to companies, it is also encapsulated in Governance Standard 5(2)(a) for charities registered with the Australian Charities and Not-for-profits Commission.

For not-for-profits that are incorporated associations, there are varying degrees of similar protection, which may operate to protect directors / committee members.

Though the business judgement rule does not apply in every instance, and only provides protection for potential breaches of the duty of care and diligence, directors of companies are also offered further protection under the Corporations Act 2001 (Cth). In legal proceedings brought against a director for negligence, default, breach of trust or breach of duty, that director may be excused for the negligence, default or breach in some circumstances. The Court has said that this protection operates to:

“excuse company officers from liability in situations where it would be unjust and oppressive not to do so, recognising that such officers are business men and women who act in an environment involving risk and commercial decision making.”

Thus, rather than the law operating to restrict directors and stifle innovation, there is scope for directors to take informed risks for the benefit of the organisation, without necessarily being personally liable if the risks fail.

As the sector looks toward the new year, with potential funding challenges, proposed mergers, service delivery consolidations and no doubt other unforseen changes, it should not seek to simply continue business as usual and hope to weather this tide of change. It is time to think creatively, embrace innovation and reward bold, new ideas. It is time to take a risk.

This article has been sourced directly from Mills Oakley here.

Like many Associations and membership organisations around Australia and New Zealand, AuSAE is going through a period of change. A new strategic plan was approved by the Board in February. This is supported by an ambitious business and communications plans for 2016. These provide a framework for AuSAE to continue to provide excellent networking and educational opportunities and also diversify our products and services based on member feedback.

Leadership, Innovation and reinvention form the main programming threads for ACE 2016, which is in Canberra on 24/25 May. Some outstanding key note speakers have been confirmed and there will be a series of practical case studies throughout the program to inform and inspire. Adding to that program is an extensive and diverse exhibition offering leading edge products, services and ideas for those attending. ACE will be the preeminent event in 2016 for Association Professionals and I’m really looking forward to seeing you there – so please register here now!

Instead of relying only on internal staff or a mix of staff and venue or destination teams to handle onsite customer service at meetings, some associations are asking attendees to volunteer. The good news: It benefits everyone involved.

Associations spend a lot of time thinking about how to put on successful and worthwhile conferences for all of their attendees. Included on the list of must-haves is excellent customer service, because we all know that attendees will have questions and perhaps come across some glitches onsite.

How associations staff that customer-service function is also considered. Some rely on internal staff to do the job, while others may work with a volunteer team composed of both staff and then groups from both the venue and meeting destination itself.

But there’s still another way associations staff their onsite customer service team: with member volunteers. Not only is it a good way to get attendees more engaged in the meeting and with fellow attendees, but it could also save them a little money too.

Take the American Anthropological Association (AAA). Ahead of its 2015 Annual Meeting that took place in Denver back in November, it asked for student volunteers on its blog.

“Never been to an Annual Meeting? Nervous about meeting people? Volunteering is a great way to network and get a better understanding of the inner workings of the association …” the post said. “To ensure the meeting runs smoothly, AAA is looking for a limited number of students to volunteer their time and talent.”

AAA was looking for students to fill a number of volunteer roles, including staffing booths, greeting attendees, assisting members, and reporting for Anthropology News.

Student volunteers were required to attend a training session prior to the meeting, but they also were rewarded for their service: If they volunteered for six or more hours, they received free event registration.

AAA is not alone in asking attendees to also serve as volunteers. The Association for Continuing Higher Education asked for volunteers for its 77th ACHE Annual Conference and Meeting that took place in St. Louis, Missouri.

ACHE had some similar roles to those of AAA, including staffing the registration and help desks, but it also asked for IT volunteers to help attendees with projectors, communications, and other onsite technical issues.

In addition, it asked volunteers to take on more significant meeting and association roles. The first—Proceedings Editor—would write both a complete report of the conference and an annual report of the association’s activities over the preceding year. The position description says it requires a two- to three-month commitment, but the person would be compensated for their work by choosing an honorarium or a complimentary meetings registration.

The second role was Day Chair. Individuals are assigned one day of the conference and prior to the meeting are “responsible for coordinating the day’s session presenters and presiders regarding presentation needs and registration.” During the conference, Day Chairs give announcements at the end of each general session and lunch.

Then there’s the American Association of Geographers, which opens its volunteer opportunities to members and nonmembers (although members are given priority). For its 2016 meeting in San Francisco, it’s looking for volunteers to fill a number of roles, including field trip volunteers, tote bag stuffers, and move-out assistants.

What’s particularly interesting about its program is that volunteers are paid $14.50 per hour for their time. Because of this, AAG encourages students and unemployed or underemployed geographers “to apply for this unique opportunity to help offset their meeting registration costs” and reserves a certain amount of spots for these individuals. While applicants must already be registered and have paid for the meeting to be chosen as a conference volunteer, they are reimbursed onsite at the end of their final shift.

Have you been successful in using attendee volunteers at your meetings and conventions? Please share in the comments.

This article was sourced directly from Associations Now here. 

Have you seen the newest installment in the Star Wars saga: Episode VII “The Force Awakens?”

I admit I’m something of a Star Wars fan. Just take a look at my Facebook page and you’ll see.

One of the major themes in the Star Wars films is light versus dark, good versus evil. That same theme often runs through organizations. Light brings forth freedom and direction while darkness leads to restriction and a loss of vision.

Understanding Your Association Enemies

In the Star Wars franchise, the weapons of the dark side are control, fear, indoctrination and manipulation.

These are often the very same weapons used against associations: control, fear, indoctrination and manipulation. Fear of change, fear of failure, fear of rejection and fear of the unknown all come from the dark side. The fear of change and thus staying the same actually leads to dark, murky, sticky, stinky stagnation. The fear of the unknown leads to stopping dead in your tracks.

Usually association leadership, especially boards of directors, is looking for the quick results and the big numbers. Sometimes less happens in one year than we expect. We need to give up the control and realize that growth and progress happens when we get out of the way. When we allow control, fear and manipulation to take over—the results are deadly.

3 Principles To Awaken Your Association Light

Here are three principles that can you help your association to live and move in the light while avoid making camp in the darkness. They are directly related to your leadership—both volunteer and staff. They are adapted from the writings and thoughts of Matt Nash on leadership.

1. Well-prepared association leadership will sustain your organization for the long-haul.

Get out of the mindset that this is Chairwoman’s Sue year or next year is Chairman’s Jack year and they are to leave their mark. The growth of your profession, society or industry does not happen with drive-by one-year leadership.

We need leadership that sees three to five years down the road, not just their term as chair or president.

These leaders have to take risks, be flexible and be life-long learners. They are there to lead—direct, guide, show the way and go in front of the membership.

2. Create a culture where leaders are free to fail so that the organization is more likely to succeed in the long haul.

The dark side characters in Star Wars live under total control and manipulation. Often truth is mixed with a lie and their thoughts and feelings and actions are twisted and broken. They never recover from this. In your association if your staff and volunteer leaders never feel that they can make a mistake, they will burn out and quit. However if they are encouraged to try things, embrace failure as part of their learning process, and feel free to make mistakes in safe environment, then everything changes. When your leaders have a relational trust with each other, there will be more success.

3. Leaders need authority that goes with their responsibility so that the organization’s mission and vision succeeds.

There is nothing worse than being responsible to manage and oversee something and not being able to make any decisions. Too often association staff leadership cannot make any moves without board or committee approval. This is a structure of distrust. Yet staff is held responsible for those decisions, not volunteers.

Volunteer leaders, such as boards and committees, need to keep their work at the strategic level and their area of expertise—their profession or trade. They should trust staff to take their advice and make the right decision. Then hold them accountable for the outcomes. Volunteer leaders do not need to micro-manage the daily operations.

Remember!

Remember this: Everything rises and falls on leadership as John Maxwell says.

What do you need to do to change the leadership culture in your association? What do you need to change within yourself to create a better association leadership culture?

This article was sourced directly from Velvet Chainsaw here.

In 2016 Women & Leadership Australia is administering a national initiative to support the development of female leaders across the professional services sector.

From February 10th 2016 the initiative will provide women in the professional services sector with grants for leadership development. More specifically, grant applications are open to women employed in the professional services sector at two levels.

Please click on the preferred program link for details. The deadline for expressing your interest for this funding in your sector ends on March 31st.

1. Senior Management and Executive level Women Leaders can apply for $12,000 Individual Grants to undertake the Advanced Leadership Program.

2. Women Managers can apply for $5,000 Individual Grants to undertake the Accelerated Leadership Performance Program.

Expressions of Interest

To register your Expression of Interest or to discuss the initiative in more detail please contact Ian Johnson at the office of the National Industry Scholarship Program, Australian School of Applied Management on 03 9270 9016 or via ijohnson@wla.edu.au. 

Announcement of 2016 Insulated Panel Council Conference - A message from the IPCA 

It is with great pleasure that we can announce this years conference which will focus on safety in the industry.

Date: 21-22 March 2016

Location: Sydney

Venue: Pier One Sydney Harbour

Theme: Focus on Safety

We are very excited to be holding our annual conference at one of Sydney’s finest venues. Pier One offers an excellent conference space, great accommodation options, dining facilities and a vast array of leisure activities at your doorstep.

We guarantee this conference will be relevant and challenging to all those in attendance.

REGISTER NOW and don’t miss out on two days of excellent networking and educational opportunities.

To register for this conference please click here. 

The inaugural Museums Australasia is set to take place 16-18 May 2016 at the Aotea Centre, Auckland, the first joint conference between Museums Aotearoa and Museums Australia. Based on the theme ‘Facing the future – local, global and Pacific possibilities', the conference will bring together New Zealand, Australian and Pacific museum and art gallery professionals to share challenges and opportunities and build relationships for future collaborations.

Phillipa Tocker, Executive Director for Museums Aotearoa, notes: “We have quite a lot of commonality with Australia, not just with major touring exhibitions going to both countries, but in terms of professional experience that is shared. This is a new way to develop those networks. The idea of what a museum or gallery is now differs from even 10 years ago, so we need to think differently about how we adapt and develop. On both sides of the Tasman we agreed as a profession we have things we can learn from each other and have shared challenges to negotiate. By talking to each other we can all do it better.”

The combined event has been met with a hugely positive response. “We received nearly 200 proposals for content and we’re now having to wrangle that into three days. That’s a really good challenge to have, people obviously want to be involved,” Tocker says. “We keep having to revise the numbers as we are getting such an enthusiastic response. The New Zealand conference usually attracts up to 260 people and we are expecting at least 500.”

She says one of the main reasons for this is the high-level education - with keynote speakers from the US, Canada, Australia, New Zealand and Singapore - and networking opportunities happening close to home. “We are in non-profit organisations in a non-profit environment, so funding for these opportunities is always tight. The greater the number of museum professionals able to learn in an international context, the better for our industry. This is a real opportunity for us all to make connections.”

The confidence to go ahead

The initial suggestion of holding a combined event grew out of a conversation at a Museums Australia conference a few years back. Tocker admits the joint conference is “quite a step up for us”, but says support from Tourism New Zealand helped give them the confidence to make the leap.

“Museums Aotearoa only has two permanent staff, so it was quite a big challenge for us. We appreciated the support from the Conference Assistance Programme (CAP) to know we could make it work. We had to make the numbers stack up. We had assistance from Tourism New Zealand and the Auckland Convention Bureau to work out the budget and whether we could afford to do it, and what we could offer in terms of logistics and programme content. We received marketing support and help with our bid document, as well as help finding a PCO, as our annual conference had not been at a size where we needed to use one before.

“The CAP also helped fund some trans-Tasman airfares and accommodation. I presented our bid at a Museums Australia council meeting and they agreed in principle to go ahead. Then a colleague and I went to Museums Australia in Sydney this year to have more in-depth discussions on content. Tourism New Zealand helped us there, too, with an updated presentation and marketing collateral to promote the 2016 event - including postcards and chocolate fish, which went down well!

“As well as the cash to make the connections it was good to know there was someone who said ‘you can do this, and here are all the ways you can step up from something lower key and in-house to a whole new level’. Having that support meant we had the confidence to go ahead with it.

“Now that planning is well in hand, we are pleasantly surprised to find that a trans-Tasman conference is no more complex to arrange than our own. The increased scale is the main difference for us and good communication and a 'can-do' PCO looks after most of that.”

Great work on show

Tocker adds that the benefits go beyond individual members, too. “This event is good for the profile of museums. Individual institutions get media coverage but this is an opportunity to show our collective strength. It will show that we are a mature and professional sector making a successful contribution in its own right.”

The programme will include education and keynote presentations at Aotea Centre, then in-house presentations at local museums and galleries. Pre and post extended tours will also take place, as well as an indigenous hui for Maori, Pacific and Aboriginal attendees. “Other countries look to New Zealand as a model of bicultural engagement within the business and content of museums,” Tocker adds. “People are very interested in how that works and why it works. Also, because we are relatively small, we are not overburdened with bureaucracy so we are quite nimble and we can be very responsive and innovative, and our Australian colleagues are keen to hear about that. This is a great opportunity to show the great work we've been doing here as well as looking at and learning from the fantastic work happening in other places.

“We are really looking forward to Museums Australasia and hope that we can make it a regular event in future.”

For further information about Tourism New Zealand please visit www.businessevents.newzealand.com