I have a confession. Up until a few months ago, I didn’t realize I was a millennial.

I know. That seems horrifically unaware. It’s just that millennials get a bad rap, and my parents instilled so much self-worth in me that I thought the negative millennial descriptors couldn’t possibly apply, right?

Oh, my parents building me up to think I’m great is a tell-tale millennial attribute? As is an uncanny sense of optimism? And my tendency to justify clothing purchases by cost-per-wear?

So you’re saying that I’m essentially the millennialist millennial in a sea of millennials?!?!

This diagnosis was really brought to light at Marketo’s company-wide Revenue Kickoff meeting earlier this month. Jamie Gutfreud, Global Chief Marketing Officer of Wunderman, gave an incredible presentation titled “It’s Already Tomorrow,” i.e. the future of marketing is already here. The insights into the differences between Baby Boomers, Generation X, Generation Y (i.e. millennials), and—scariest of all—Generation Z were eye-opening.

What struck me most—because apparently I am a self-absorbed millennial—was how the environment in which my peers and I grew up has shaped who we are. As Jamie said, it creates “your orientation in the world.” And millennials have had a lot of things to orient us, from the DotCom boom (and bust), 9/11, and the 2008 economic downturn.

With that, here are five things you need to know about marketing to millennials:

We Are Confident

As the children of Baby Boomers and Gen X-ers, we millennials spent our formative years being patted on the back and praised for just about everything we did. You colored inside the lines? That’s great. You want to play all the sports? Awesome. You burped? Bravo!

This is because our parents were the products of darker times, and hyper aware of all the ways in which our childhoods could go wrong. In our school and home environments, the adults in our lives made sure we were set up for success.

In this way, millennials respond well to getting our ego stroked. Remember that our self-worth is high, so we don’t necessarily need brands or brand messages to feed us that extra boost. We also like to hear messages that add value to our lives. Help us, and we will help you by supporting your business.

It’s like Demi Lovato, international pop star and fellow millennial says, “What’s wrong with being confident?”

We Are Optimistic

Doom and gloom is not the M.O. of the average millennial. And September 11th, one of the darkest events of the last half century, is ironically what cemented our sense of optimism.

Losing our sense of security not just as a nation but as a generation created a juxtaposition between the new world order and how it had been before. Or, as optimistic millennials decided, how it could be again. Millennials have largely been fighting to regain that sense of security ever since and believe that in fact we can get there.

As marketers, there’s an opportunity to feed this optimism. In keeping with the “help me help you” sense of confidence I mentioned earlier, help millennials make the world better, and your messages will not only resonate, but become action.

We Are Creative

Jamie’s creativity point—which also stems from a strong confidence base—really stuck with me. Our parents told us that if we did well in school and went to college, we would get jobs, and everything would be champagne wishes and caviar dreams (ok, small exaggeration, but you get the idea).

But then the economy tanked, and millennials collectively had a quarter life crisis: Why don’t I have a job? Why am I not happy? Why hasn’t anyone given me my own reality show? The transition to adulthood was rough—and no one gave us a heads up!

Luckily, we’re a resilient bunch. When I was 23, I looked around at my group of close friends from college and realized that all but one of us had changed career paths within two years of graduating. We were nimble, we were creative, and while none of my friends were the founders of Uber, Lyft, Airbnb, or any other new-age service company, it was our millennial peers who created the sharing economy. How’s that for creativity? “Oh, the classic economy isn’t giving us what we need? Let’s shake it up.”

It’s the millennial generation that has helped to reshape the American Dream into something that involves a creative idea, some seed funding, and an IPO. While this paradigm is likely to shift again soon (i.e. if and when the startup bubble bursts—and history tells us it will burst), marketing messages that speak to this creativity, this one-size-does-not-fit-all approach, is crucial in reaching this audience.

The key is about keeping the message personal, and with today’s technology, you have the capability to tailor messages in a way that speaks to this generation.

We Are More Than Our Devices

And speaking of technology, something I love about my generation is that while we are technology experts, we are not technology dependents. We can still remember a time when there was no wifi, not everyone owned a cellphone, when computers were slow, and when the whole world didn’t speak in hashtags. I like to refer to this time as B.E.–Before Emoji.

Perhaps the best way to illustrate what sets us apart is to delve a little deeper into our Gen Z successors. These kids were essentially born with an iPad in their hand. They have PayPal accounts instead of credit cards. They make purchases via their phones. They know their credit score at age 17.

This is the stuff my nightmares are made of.

Taking this point of reference into account, there’s a nuance in the way we should be spoken to. We see value in “unplugging” and in the balance between online and offline interaction. There needs to be a full, omni-channel approach to how we’re marketed to, because we move between our online and offline worlds seamlessly.

We Are Going to Have Babies

To close, I’m going to share my own personal theory with you, marketer to marketer. As more and more millennials start families, I predict that there will be a shift in the way in which our Gen Z (or whatever generation comes after Gen Z…do we start at A again?) kids approach technology. This is because millennials remember what it’s like to play outside—without technology. We remember what it’s like to read a book—without technology. And we remember what it’s like to be bored—without technology.

The adage of our grandparents may have been that they had to walk to school eight miles in three-feet of snow and it was uphill both ways. We will tell our kids—and our kids’ kids—how our parents sent us out in the yard with nothing to play with but a flat tennis ball and our imagination.

The ability to take something—anything—and transform it into something incredible—isn’t that what marketing is all about?

Article sourced directly from Blog Marketo here.

The “that’s how we've always done it” mantra is often the way conference agendas are put together. The formula seems to work so simply ‘rinse and repeat’ year after year. Yet occasionally I attend a conference where things are done differently, with a tweak to the “way we've always done it” rule - and more often than not, it works brilliantly.

When I see this happen, my reaction is often “Great idea! It seems so obvious. How come no one’s ever thought of that before?”

Case in point. Think of the manner in which the vast majority of conferences conclude. A thought-provoking, entertaining, energetic and inspirational style keynote speaker wows the audience, hopefully with some key messages aligned to the conference theme. Everyone is inspired, excited or moved (or ideally all of the above). The conference should actually end at this point, leaving the delegates to walk out on a high.

Instead, up comes the CEO to give a 15 minute concluding address. And with respect to most CEO’s, few if any can inspire or excite to the same extent as the previous professional keynote speaker. So the momentum of the keynote speaker is immediately lost and the delegates now walk out on far less of high than if the conference had concluded earlier. They exit with a sigh, not on a high.

I’m not suggesting that the CEO’s concluding address is ditched altogether (although I question the necessity of it sometimes other than for “we’ve always done it that way” reasons). It’s always worth asking “Is the CEO's closing session adding anything that hasn't already been covered earlier”?

But if it is imperative or perhaps politically necessary for the CEO to sum things up, why not simply get them to do their sum-up as the penultimate presentation (ie – before the keynote) and then end things on a huge high with the keynote?

All the boxes are ticked but it is done in a more logical order that makes the conference more impactful. I saw this format work wonderfully at a legal conference last year and I'm recommending it now to my other clients.

I call it the PULP FICTION Conference Agenda. Those of you who have seen the classic Tarantino film will recall that it played around with linear structure. The chronological structure was switched around, scenes were re-arranged and the usual start, middle and end configuration was ditched entirely.

Yet it worked beautifully and it was still easy to follow. More importantly it was different and stood out for trying something few other films at the time were doing. It felt fresh. It still started with a bang and ended on a high and kept the audience on their toes the whole time. Just like conferences should aim to do.

When drawing up a conference agenda, it is worth asking questions like - Do conferences always need to start with the CEO’s welcome? Is the Leadership Panel necessary? Do we need to have Q & A after each speaker? Does the Gala Dinner have to be on the final night?

Perhaps the answer to all of these questions is YES. I’m simply suggesting that we continually play around with the ‘normal’ structure, constantly asking ourselves if there is another, more logical way, to keep the event fresh, different and dynamic.

This article first appeared in the January edition of Business Events News (BEN).

Andrew Klein is a Presentation Skills speaker and trainer and a Professional Conference MC. If any of his clients who are CEOs are reading this article, he wasn't referring to you as YOU are a great, dynamic presenter. He was referring to other CEOs who are nowhere near as good as you.

Sourced directly from Andrew Klein here.

This month AuSAE welcomes Joanna Matthew, Chief Executive Officer, Library and Information Association of New Zealand as our Member in Focus. Joanna recently spoke with AuSAE about her role, changes at the Library and Information Association of New Zealand and exciting projects underway for the organisation. 

How did you first become involved with Library and Information Association of New Zealand?

I was contracting while completing my Master’s thesis, and a recruiter I knew got in touch and sold me on the role. I love the values that underpin the library profession – the focus on equitable access to information – and it seemed like an exciting time to join libraries.

During your time as Chief Executive Officer of Library and Information Association of New Zealand, the organisation has seen much change. What do you personally feel has been the biggest challenge the organisation has overcome?

LIANZA is 110 years old – and our existence was formalised by an Act of Parliament in 1939. We’ve got a lot of history and tradition – I think the challenge that LIANZA has overcome repeatedly in its history – and continues to overcome – is that of relevance. It’s so easy each year to repeat what you did last year with a few tweaks, but if you follow that path you suddenly find that you are no longer meeting the current needs of members.

In response to the pace of change in the sector in the moment LIANZA has evolved as an agile organisation able to respond to new demands and engineer a change in direction in weeks, not months or years. Long-term strategic plans are limited by our inability to see the next “disruption” – by strategizing agility I think we’ve ensured our survival.

I heard about the innovative partnership “Good^e”  - between Library and Information Association of New Zealand, the NZ Book Council and Core Education. Can you share how this partnership came about and the benefits it presents to Library and Information Association of New Zealand members?

We’ve been doing a lot of work around the Future of Libraries - and have come up with an ambitious vision for libraries that we want to realise by 2025. We’re well underway but we also strongly believe that future success will be underpinned by greater collaboration between libraries and other groups working in the community. Goode provides a platform through which to create and support that collaboration.

What exciting projects are underway at Library and Information Association of New Zealand?

Too many? Some days it feels that way…

• We’re putting in a bid for the IFLA World Librarians Congress – if we’re successful this would bring 3,500 librarians to NZ in 2020
  
• We’re beginning to run joint conferences with ALIA – our equivalent Australian body. These will happen every three years with the first kicking off in 2018
  
• We’re into our second year of our Emerging Leaders programme for the sector – this is an 8 month course that is helping us develop future leaders for the profession
  
• We’ve revamped our online and face to face training for members, and are launching new modules on a weekly basis
  
• We’ve just merged the LIANZA children’s book awards with the New Zealand Book Awards and are publishing a history of our awards this year
  
• We’re in the process of developing a workforce development strategy for the sector, and are partnering with other GLAM Associations (Galleries, Libraries, Archives, Museums) in delivery
  
• We’ve launched Good^e and are holding our first event – Goode Literacy in April
  

This is going to be an incredible year for our association.

What would you say to someone starting out in the not-for-profit sector with a view to become a future leader?

As we developed our Emerging Leaders programme I talked to a lot of individuals about their leadership journey – and they all had one thing in common. They grabbed opportunities when they arose – they initiated career development – they took risks. They didn’t wait to be asked to step up. And I think that’s key – if you wait for opportunities to come to you they may never arise. You have to go out and find them!

AuSAE thanks member Joanna Matthew for appearing in the February Edition of AuSAE Insider. AuSAE recognises a current member every month, acknowledging their success and ongoing commitment to advancing the not-for-profit sector. If you would like to share your story with other executives, please contact Kerrie Lucas, Events and Communications Manager AuSAE at kerrie@ausae.org.au.

The Association of Australian Convention Bureaux (AACB), congratulates the Hon Steven Ciobo MP on his appointment as Minister for Trade and Investment.

AACB CEO, Andrew Hiebl said, “Minister Ciobo is a friend of the business events sector, having pitched the most supportive policy package that the industry has seen in recent history during the 2010 federal election campaign as Shadow Minister for Tourism.”

The package included a Business Events Bid and Boost Fund of A$17.5 million over four years, as well as increased funding available to Business Events Australia of A$10.5 million over four years to increase its marketing capacity, and bringing Australia closer to its international competitors (Coalition Plan for Real Action on Tourism, 2010).

In the hung parliament that followed, the Coalition did not form government and the bid fund proposal was lost.

Through its 2016-17 Pre-Budget Submission, the AACB has called on the Australian Government to support its keystone policy of establishing a national bid fund of A$10 million per annum to help bring business events of national significance to Australia.

“Now is the time to bring this policy back to life in order to counter international competition, increase market share and build on the legacy that the Hon Andrew Robb AO MP has left the industry,” said Hiebl.

AACB President, Lyn Lewis-Smith said, “We thank the outgoing Trade Minister, Andrew Robb, for his recognition and understanding of the benefits that business events bring.”

“Minister Robb has shown unwavering support for the business events sector, which underpins more than 180,000 Australian jobs and is worth more than A$28 billion to our economy. From the start, he recognised that these high-yielding international conferences are an integral part of the government's economic diplomacy and trade agenda.”

“The Minister has championed, nationally and internationally, the new framework - Attracting Business Events to Australia: Role of Government Agencies. Since its launch in November 2014, this framework has helped to drive high-profile, strategically-aligned events to our shores.”

“I wish the Minister much success in his future endeavours and thank him for recognising the significance of the sector to Australia's interests.”

Moving forward, AACB will continue to work with Senator Colbeck as the Minister directly responsible for business events, while Ministers Ciobo and Bishop will be key advocates for the sector within Cabinet, acknowledging the important contribution that they play in economic diplomacy and fostering trade and investment outcomes.

This media release was sourced directly from the Association of Australian Convention Bureaux. 

Infrastructure Australia’s 15-Year Infrastructure Plan proposes a range of sensible reforms which, if implemented, would boost the efficiency of our national supply chains and in turn, underpin economic growth.

"The Australian Logistics Council (ALC) is very pleased that Infrastructure Australia has embraced a number of recommendations ALC made in its submission on the Infrastructure Audit to boost productivity in the freight logistics sector and efficiencies in our national supply chains,” said Michael Kilgariff, ALC Managing Director.

“IA’s plan paves the way for improved freight efficiency – the challenge before all governments is to work in the national interest and implement its recommendations in a timely and coordinated fashion.

“If we can squeeze just a 1% percent improvement in our supply chains, the economic benefits are significant, with research showing it would boost national GDP by $2 billion.

“We encourage all political parties in this election year to commit to these common sense reforms.

“In particular, we applaud IA’s recommendation for a National Freight and Supply Chain Strategy which acknowledges the importance of putting in place a long term plan incorporating the various, interlinked components of our national and international supply chains.

“IA’s recommendation for governments to work with the private sector to map nationally significant supply chains and their access to supporting infrastructure and gateways, is sensible long-term thinking.

“As part of this work, we would like to see Infrastructure Australia audit the existing National Freight and Port strategies to identify priority areas for action, such as the establishment of a national body to progress freight reforms.

“Similarly, its proposal for work to be undertaken to evaluate the adequacy of the institutional frameworks supporting freight networks, and to recommend reforms and investments that would move freight more efficiently, is a reform that could yield significant efficiency benefits.

Mr Kilgariff acknowledged the 15-year Infrastructure Plan had picked up on other ALC priorities such as the protection of key freight corridors and road reform to drive better supply chain efficiency.

“All too often, freight has been the ‘poor cousin’ when it comes to land development, and as such, key freight routes have been encroached upon or effectively built out,” he said.

“IA’s recommendation that all levels of government establish effective corridor protection mechanisms to ensure the timely preservation of freight corridors and strategic sites for future infrastructure is fundamental to the efficient movement of freight and strongly backed by industry.

“We encourage jurisdictions to consider ALC’s proposal for an intergovernmental agreement between all levels of government for the payment of incentives to fund corridors to progress this reform so as to set an agreed investment framework.

“ALC also hopes the report’s recommendation to implement a heavy vehicle road charging structure in the next five years will help drive this important reform through the many roadblocks it has experienced over the past decade.

“In a recent letter to Paul Fletcher, Minister for Major Projects, Territories and Local Government, ALC welcomed a wide ranging public debate to ensure road funding reform proposals improve supply chain efficiency and threw its weight behind a proposal to establish a roundtable involving industry and government to progress the issue of heavy vehicle road reform.

“The suggestion of a public inquiry into road user charging is a sensible way to address both the lack of robust information regarding the current pricing system and the emotionally charged nature of this highly political issue,” he concluded.

Infrastructure Australia’s 15-year Infrastructure Plan will form the basis of discussions at the 2016 ALC Forum, which is being held 1-3 March 2016, Royal Randwick, Sydney. Infrastructure Australia CEO Phil Davies will provide the keynote address in the morning of Wednesday 2 March 2016. 

For more information, visit the ALC Forum website.

This media release was sourced directly from the Australian Logistics Council.

The AMA is urging the Government to use the May Budget to invest strongly in the future of the Australian health system to meet growing and changing demand from an ageing population and a surge in chronic and complex conditions, which is afflicting more and more Australians.

AMA President, Professor Brian Owler, said today that the Government must put a stop to its policies of funding cuts and program cuts from its first two Budgets, and instead invest heavily in the health system to build capacity to meet current and future needs.

Professor Owler said the Government must make public hospitals, primary care, and prevention the centrepiece of its election-year Budget.

“The first steps in the next Health Budget must be to lift the Medicare patient rebate freeze, reverse the cuts to pathology and radiology, and restore public hospital funding to proper levels,” Professor Owler said.

“The Government cannot be allowed to retreat from its responsibilities in funding and managing the core elements of health care delivery in Australia.

“There is an urgent need to put the focus back on the strong foundations of the health system – foundations that have served us well for decades, made our system one of the best in the world, and made the health of Australians among the best in the world.

“We need a strong balance between the public and private systems, properly funded public hospitals, strong investment in general practice, and a focus on prevention.

“When people are sick and injured, we need to provide them with affordable and easily accessible care in hospitals, in aged care, in general practice, in the community, and in their homes.

“And we need to educate and help people to achieve healthier lifestyles by being active, and avoiding harmful habits and substances. This will reduce the strain on health services.

“But our public hospitals are under pressure, and our primary care system, especially general practice, is facing huge challenges as more Australians are experiencing chronic and complex conditions that require ongoing care.

“Significant new health funding is needed, but governments also need to be more strategic about how they spend every health dollar.

“Health is the best investment that governments can make.”

Professor Owler said that Australia’s health spending is not out of control, as claimed by the Government to justify its savage 2014 and 2015 health Budgets.

“The Government’s ongoing justification for its extreme health savings measures, including cuts to public hospital funding, has been that Australia’s health spending is unsustainable,” Professor Owler said.

“This is not backed by the evidence.

“The Commonwealth Government’s total health expenditure is reducing as a percentage of the total Commonwealth Budget.

“In the 2014-15 Commonwealth Budget, health was 16.13 per cent of the total, down from 18.09 per cent in 2006-07.

“It reduced further in the 2015-16 Budget, representing only 15.97 per cent of the total Commonwealth Budget.

“Clearly, total health spending is not out of control. The health sector is doing more than its share to ensure health expenditure is sustainable,” Professor Owler said.

This media release was directly sourced from the Australian Medical Association website here. 

Kate Carnell, the former chief executive of the Australian Chamber of Commerce and Industry, will serve as Australia’s first Small Business and Family Enterprise Ombudsman.

Carnell has stepped down from her position at the Australian Chamber and will take up her new role, which will run for a five-year term, in March.

The creation of a small business ombudsman has been Coalition policy for some time, but was formally announced in the 2014 federal budget.

Former small business minister Bruce Billson argued the role was necessary in order for small businesses to access timely, affordable and effective alternative dispute resolution.

Announcing the appointment this morning, current small business minister Kelly O’Dwyer said the Ombudsman’s office will also advocate for small enterprises and play a role in developing business-friendly laws and regulations.

The minister also congratulated Carnell, saying she will bring extensive experience to the role.

“Today’s appointment is a major win for small business owners who will have access to advice and support, and an independent advocate to ensure the Government creates the right conditions for small businesses to grow,” O’Dwyer said.

“The Government acknowledges small businesses make a substantial contribution to Australia’s economy with over two million small businesses generating around a third of economic output.”

Speaking to SmartCompany this morning, Carnell said her focus as Australia’s first Small Business and Family Enterprise Ombudsman will be to listen and talk to small business people.

“From my perspective, the role is to be a strong advocate for small business and family enterprise across the board, particularly with federal departments to ensure that laws and regulations are appropriate for small businesses and family enterprises,” Carnell says.

“We will work with various departments to reduce red tape. There’s lots of things the federal government does for small business, you’ve just got to be a genius to understand it.”

Carnell says Australia needs an effects test

Asked whether she will advocate for an effects test when she steps into her role, Carnell says she supports the reform.

“The reality is just about every country in the world has one,” she says.

“The issue is to ensure what we put in place in Australia is fit for purpose in Australia and I think it’s one of those issues that need to be addressed. We need an effects test, we just need to get the words right.”

Carnell also says her previous experience as a small business owner will help shape her role.

“When you’ve actually had your house riding on it [your business] and you’ve had to employ people and all the things that go with running your business, it certainly changes your perspective,” she says.

“Also I come from a family of small business people. My dad ran a domestic building company for all his life and my brother runs a building company as well. My son also recently bought a restaurant. So there’s a pedigree there.”

Small business community welcomes Carnell’s appointment

Peter Strong, the chief executive of the Council of Small Business of Australia. told SmartCompany Carnell is the right person for the job given her previous experience in politics as well as running her own small business.

“COSBOA has been calling for an ombudsman for our sector since 1977 when our association was first formed by concerned small business supporters,” Strong says.

“No other group has called for such a position until more recent years, so it seems that patience pays off. Kate Carnell is a great selection.”

This article was sourced directly from www.smartcompany.com.au 

The CEO of the Association of Superannuation Funds of Australia (ASFA), Ms Pauline Vamos, has announced today that after eight and a half years in the role she has decided that the time is right to step down.

The ASFA Board will shortly commence recruitment for her replacement and have asked Pauline to stay until at least 30 June 2016, to ensure an orderly transition.

“With passion, drive and energy second to none, Pauline’s enormous contribution to public policy debate during her time at ASFA has been outstanding. Drawing on her experience across various areas of financial services, Pauline has been a key advocate for broadening the superannuation discussion to include insurance, investment governance and advice and has been a strong proponent of industry self-regulation,” said ASFA Chair, Dr Michael Easson, on behalf of the board.

“The development of good public policy is one thing, but the ability to successfully advocate for the right retirement outcomes for Australians is quite another. The board expresses deep thanks to Pauline for her tireless efforts in this regard over the past eight years,” concluded Dr Easson.

“I am very proud of the significant contribution I have made not only to ASFA as an organisation but also to ASFA members and to superannuation policy generally,” said Ms Vamos.

“I am choosing to leave at a time when the leadership and management team are strong and highly skilled. Our people are ASFA’s greatest asset and for a small team, we are able to punch well above our weight. It is this that has allowed us to enjoy the success we have achieved in recent years—particularly in influencing policy, lifting industry standards through our learning programs, delivering our renowned world-class annual conference and engaging with other pension systems globally.

“Whilst this has been a hard decision, it has been made easier knowing that ASFA is in such good shape. I thank the board for their support and look forward to watching the organisation continue to grow in influence and success,” concluded Ms Vamos.

For further information, please contact:

Adele Gilbert, Media Manager, 0451 949 300.

This media release was directly sourced from the Association of Superannuation Funds of Australia website here. 

Changing Capital Gains Tax (CGT) isn’t the answer to address housing affordability and supply

problems, said the Housing Industry Association (HIA) – the voice of Australia’s residential

building industry.

“Improving housing affordability and home ownership rates needs to be a focus of all parties in

the upcoming federal election,” says HIA Chief Executive Industry Policy and Media, Graham

Wolfe.

“Yesterday’s announcement by the Opposition that it intends to halve the capital gains

discount on investment properties will, in our view, not achieve these objectives.”

“Reducing the CGT discount, which is an important measure to recognise the net present

value of an asset, will push investment away from Australia’s housing sector.”

“The Henry Tax review rightly concluded that addressing the supply side impediments to new

housing had to be the priority focus, including: reducing stamp duty; alleviating land supply

restrictions; addressing onerous planning controls; and delivering housing infrastructure in an

equitable and timely manner.”

“Research conducted by Independent Economics on behalf of the HIA – using a model also

applied by the Commonwealth Treasury - confirmed that restricting access to negative gearing

for residential property would reduce investment in housing, erode housing affordability and

put upward pressure on rents.”

“The priority for tax reform of housing must be to reduce the tax burden on new home buyers.

The level of taxation on a new house and land package can be up to 44% of the final price,

which far outweighs the positive benefits to investment in new housing to support the rental

market, of the current CGT or negative gearing regimes.”

“Now is a pivotal time for investment in new housing, which has implications for affordability

and the broader economy, with starts expected to decline over the year ahead. Any changes

to taxation with respect to housing must be aimed at boosting housing supply, and reducing

the overall tax burden on the sector.”

Media contact:

Graham Wolfe, Chief Executive Industry Policy and Media, 0419 751 188

Greg Weller, National Director Communications, 0438 846 752 

This media release was directly sourced from the Housing Industry Association website here. 

The Australian Veterinary Association (AVA) has launched a new national graduate mentoring program to help veterinary students make a successful transition to the profession.

AVA CEO, Graham Catt, said that being a veterinary graduate vet can be challenging, particularly in the first year.

“A first role as a qualified vet can involve long hours and some confronting issues. This can be compounded for those graduates working in remote locations, without much support around them.”

“This program will help ensure veterinary graduates make a positive transition to a wonderful profession, reach their potential and are happy in their jobs,” Mr Catt said.

The AVA mentoring program has already attracted 250 mentors and 283 mentees across Australia.

“We use specialised software to provide an online match. We consider both career aspirations as well as areas of interest that both the mentee and mentor share.

During the 12-month program, mentors and mentees are expected to have monthly contact as a minimum and all mentors undergo training before being assigned a mentee.

The program gives mentors, especially those who work part-time or those who have retired, an opportunity to get involved and give back to the profession.

Although it is a 12-month program, it is expected that many relationships will continue informally long after that.

“Supporting veterinarians is the core role of our association. This program is an important step in developing and sustaining the professional careers of veterinarians,” Mr Catt said.

The program started in Western Australia before being rolled out nationally. Participants of the WA program have reported a number of benefits from their participation including improved confidence, self-awareness, clearer career direction, better communication skills, listening skills, feedback skills and enhanced management skills.

“Our new program is designed to support veterinarians entering the profession”, he said. “But we see mentoring and support as being much greater than this. Veterinarians will face many career transitions and challenges over their professional lives, and we want the AVA to provide a mentor or partner at every stage of their career.”

The AVA Graduate Mentoring Program is sponsored by, Hill’s Pet Nutrition, Royal Canin Australia and Guild.

To find out more visit http://www.ava.com.au/mentoring

This media release was sourced directly from the Australian Veterinary Association.