Sector and AuSAE News

  • 22 Feb 2016 1:21 PM | Deleted user

    The New Zealand Air Line Pilots’ Association (NZALPA) supports effective programs to ensure passengers and crew are protected from any ill effects of drug and alcohol issues in the aviation industry.


    NZALPA is a foundation party to the aviation industry substance abuse recovery programme, HIMS (Human Intervention Motivation Study). The HIMS programme provides active assistance and direction to ensure any member identified with drugs and alcohol dependency issues has treatment and time off whilst in recovery. It is a cooperative body including airlines, the NZ CAA (Civil Aviation Authority), aviation substance abuse specialists and union groups.


    All major airline carriers and air traffic control in New Zealand already carry out drugs and alcohol testing programs within their organisations. Testing programs typically include:

    • Pre-employment testing
    • Reasonable cause testing (suspicion)
    • Post accident/incident testing
    • Random testing

    Drugs and alcohol testing already forms part of the system to protect the traveling public from substance abuse issues in aviation, but it is only a fraction of a much larger picture to effectively manage such issues. Whilst reasonable cause testing has shown to be anecdotally effective, there is no evidence to show random testing of pilots or air traffic controllers is effective in protecting public safety.


    NZALPA welcomes the Government’s announcement of mandatory drug and alcohol management plans for every operator, and supports greater emphasis on identification and treatment of substance dependency issues within the aviation industry, rather than just drug and alcohol testing alone.


    This article was sourced directly from Voxy here.

  • 22 Feb 2016 1:14 PM | Deleted user

    Various major national policy initiatives are underway to review and reform New Zealand’s planning system, New Zealand Planning Institute (NZPI) chief executive Susan Houston says.


    These include the Resource Management Act (RMA) Amendment Bill, the inquiry and report on Better Urban Planning by the Productivity Commission, under Treasury direction, examining New Zealand’s system of urban planning; and Local Government New Zealand’s Blue Skies: Planning and Resource Management think-piece which reviews the performance of the RMA and provides many ideas for the future.


    "The discussion extends beyond simply RMA legislation to an examination of the planning process and the possibility of change within New Zealand’s planning system," Houston says.


    "The 2500 professional planners that make up NZPI’s membership are uniquely placed to contribute to the national debate and initiatives currently under way. It is vital that their expertise is recognised and their voices are heard if New Zealand is to improve its planning system.

    "The deadlines for formal submissions to the RMA Amendments Bill is tight but NZPI has moved quickly over the summer break to survey members and provide some initial analysis and recommendations that will help New Zealand.


    "NZPI expect to be presenting its members views on the proposed RMA amendments to the Select Committee in the first quarter of this year. We will also be contacting other professional institutes and organisations to test where there might be an opportunity for mutual support of submissions.


    "NZPI will also be making a submission to the inquiry into ‘Better urban planning’ currently underway by the Productivity Commission. This is a critical and holistic piece of work that is welcomed, but again, it is imperative that the voices of planners and their expertise is recognised if the Inquiry is to achieve a quality outcome. 


    NZPI has moved quickly to develop an initial position on the Inquiry. That position has been drafted as a think-piece which queries some of the principles of the Inquiry and hopefully stimulates debate within and beyond its membership.


    "NZPI is determined to provide thought leadership on the future of New Zealand’s system of urban planning and planning generally. We will be sharing our thinking with our broader membership and with partner organisations including Local Government New Zealand, New Zealand Council for Infrastructure Development, the Resource Management Act Law Association and the Environmental Defence Society," Houston says.


    This article was sourced directly from Voxy here.


  • 22 Feb 2016 1:12 PM | Deleted user

    The government misled New Zealand workers when it promised to outlaw zero-hours contracts - and the Public Service Association’s deeply disappointed.


    The Employment Standards Legislation Bill has been returned from Select Committee and National MPs refused to back changes banning availability provisions in contracts.


    If the legislation passes, businesses can require staff to be available for work at all times without any guarantee of minimum hours or income.


    "Zero-hours contracts are exploitative, and the provisions of the amended bill fails to provide the promised protections to workers," PSA National Secretary Glenn Barclay says.


    "In July last year, Workplace Relations minister Michael Woodhouse said zero-hours contracts were unfair and made it difficult for employees to plan their lives.


    "He promised to get rid of them, and Kiwis believed him - so to see his government making them legal is very disappointing".


    Since unions began campaigning on the issue, a number of large employers ditched their zero-hour contracts - including McDonalds, Restaurant Brands and Sky City.


    "All around the country, businesses have made it clear they don’t want or need zero-hours contracts," Glenn Barclay says.


    "But National’s choosing to enshrine them in law.


    "The PSA calls upon its support parties to vote against this amended bill - and force National to keep its word."


    This article was sourced directly from Voxy here.


  • 22 Feb 2016 1:09 PM | Deleted user

    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.

  • 22 Feb 2016 12:30 PM | Deleted user

    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


  • 19 Feb 2016 4:29 PM | Deleted user

    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.


  • 19 Feb 2016 11:10 AM | Deleted user

    “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.

  • 19 Feb 2016 11:03 AM | Deleted user

    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!


  • 19 Feb 2016 10:42 AM | Deleted user

    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

  • 19 Feb 2016 10:35 AM | Deleted user

    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.


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

Powered by Wild Apricot Membership Software