Sector and AuSAE News

  • 22 May 2015 8:48 AM | Louise Stokes

    By Dawn Picken, Sourced from NZ Herald


    If you reach Candy Yan's office answer phone, you'll hear a first greeting in English and a second in Chinese. "Ni hao ..."


    Her ANZ business card is written in English on one side and Chinese on the other.


    Mrs Yan, a personal banker at ANZ in Tauranga, is also president of the Bay of Plenty Chinese Business and Commerce Association, a new group designed to help members of the Chinese community start and grow businesses in this region.


    The Chinese business group wants to promote New Zealand investment as well as boost Kiwi business in China. Mrs Yan says they're also working to connect Tauranga with other areas of the country. She says she's helped four or five businesses relocate in the past few months.


    "I've got customers from China investigating where to come to invest money in a business; they're choosing Tauranga now instead of Auckland."


    Mrs Yan says she moved to Tauranga from China in 2002, drawn by the Bay's small-town feel and lack of skyscrapers.


    "If I want to go to a big city, I should stay in China," she says.


    More people from China are choosing the Bay of Plenty as a place to live, play and do business. Census data shows the Chinese population in the Western Bay of Plenty and Tauranga has grown from half a per cent during the 2001 census, to nearly 1 per cent during the 2013 census. Numbers of Chinese have doubled.


    Members of the association met earlier this week at 88 Devonport Chinese restaurant to share yum cha (a mixture of small dishes), swap stories and talk about promoting an upcoming martial arts performance.


    Mrs Yan says the group started earlier this year with about 20 members and has since grown to more than 50.


    Mrs Yan says the organisation's goal is to support the growing local Chinese business community and foster closer economic relations with China. It's something she's already doing as a personal banker at ANZ. Mrs Yan says she wants to smooth the integration process.


    "With new migration and the language problem, it's hard for them to find everything properly. We had quite a few stories of people who come and are introduced and are starting to settle very quickly."


    Group vice-president Charlie Song says he moved to the Bay four years ago after living in Wellington for nine years. "It was mainly due to the weather. The weather here is fantastic. We like to live close to the harbour and sea; there's lots of water activities you can do, especially surfing and walking the beaches."


    Mr Song works as an accountant with Manning Warner Browne in Tauranga. He says his employer helps provide services to the Chinese community. In addition, he says Mrs Yan's bank provides free meeting facilities for seminars. Other businesses offer discounted rates for group members. "It's a great opportunity to help them [migrants] settle here and attract investment from other regions or overseas. The association becomes a central hub for those people coming from out of town who have access to professional services."


    Board member Victoria Han has lived in the Bay eight years and says she works with a mix of clients in her real estate job with Ray White.


    "When the Chinese come, they grab me. Most clients speak English, but prefer to deal with people in their own language, especially when dealing with property," she says.


    Mrs Yan says the group plans to launch a website and is looking to secure funding to set up an English-language school.


    "There are a lot of English schools, but it's not working for their level. Their English hasn't improved after a few months or even years. We've all been through this and we know the best way to help them,"


    Mrs Yan says language is the main challenge for Chinese migrants.


    "It's hard for them to get around, and policies are very different to Chinese local law." The Chinese business group promotes member lawyers, accountants, real estate agents and bankers. Other Chinese-owned local businesses include website builders, Asian supermarkets, travel agents, a motel, an optometrist, auto mechanic, photographer, exporters and an acupuncturist. "It's a lot more than just takeaways and restaurants," says Mrs Yan.


    Group members say work-life balance is a major reason they moved to New Zealand. Mr Song says his friends in China work more than 50 hours each week with no holidays or weekends off.


    "If they're lucky, they take a day-and-a-half off a month. It's an invaluable lifestyle in New Zealand and the quality of the work-life balance I don't think you can achieve overseas."


    Mr Song says Chinese doing business in the Bay must be mindful of cultural differences such as meeting styles. He says businesspeople in China have historically connected through multiple meetings, "and eating and drinking a lot".


    "If you do business in Tauranga or New Zealand, most occasions you meet in the boardroom or for coffee. In China, we go for yum cha or lunch or dinner or to a pub to drink a bottle of beer."


    Mr Song says new Chinese migrants often lack confidence at first in their language skills, but once they settle in, they find, "Kiwi people are fantastic and easy to deal with. There's a language barrier and cultural differences, but once we understand each other, we're fine. We have partnerships for a long time and successful businesses."


    Tauranga Chamber of Commerce acting chief executive Toni Palmer says groups such as the association are important in helping immigrants adapt to the business environment. She says: "The chamber fully supports building business capability and accepts there are language and cultural barriers to address first.


    "We look forward to working co-operatively in the future with these groups as the chamber has many resources and network contacts that can be tapped into to assist these business groups to grow and integrate into the wider Tauranga business community."

  • 18 May 2015 2:23 PM | Louise Stokes

    There needs to be a shake-up in the charity sector to ensure greater transparency and remove the tax advantages enjoyed by for-profit arms of large charity groups, public policy think-tank The New Zealand Initiative says.


    The organisation's latest report, Giving Charities a Helping Hand, analysed over a decade of regulatory change in the sector.


    Read the full report here


     It found the rules were stacked against smaller operators while allowing commercial arms of large charities to claim income tax exemptions with little oversight.


    "With about $16 billion flowing into charities a year, it is absolutely necessary to have effective regulation in place to maintain the public's trust in the sector," report author Jason Krupp said.


    "Unfortunately we appear to have set the regulatory bar too high in some places, with many legitimate charities struggling to attain or retain registered charity status, which threatens the vital work they do in communities."


    Under the Charities Act (2005), charities had little insight or say into how the Department of Internal Affairs assessed whether their purpose was charitable, the report said.


    It also noted that appeals to the regulator's decision could only be made to the High Court, which was a costly option that many groups would not be able to afford.


    At the same time, longstanding rules allowed the for-profit arms of charities to retain earnings within the business tax free, with little oversight by the regulator into how much of this money was distributed to charities, and what these charities did with the funds once it was distributed to them.


    "What the rules do is create a situation where commercial groups like Ngai Tahu and Sanitarium, both of which operate under registered charitable status, pay no income tax on any profits retained within the business, potentially giving them a significant 

    advantage over taxpaying competitors," Mr Krupp said.


    With an estimated 700 limited liability companies on the Charities Register that generate over $372 million in tax-exempt profits a year, the report calculated the Government foregos about $104 million in fiscal revenue.


    "We are not suggesting that registered charities should not be allowed to have for-profit arms, just that these businesses should compete with private firms on an equal footing," Mr Krupp said.


    Labour Party voluntary and community sector spokeswoman Louisa Wall said it was unacceptable that the big corporate-based charities claimed millions in annual income tax exemptions, while small community-based and operated non-profit organisations struggled to gain official charity status.


    "[The report] is proof that our current charity system in New Zealand has been corporatised," she said.


    The degree of separation from the communities in need and those providing important charitable work meant communities throughout New Zealand were missing out, Ms Wall said.


    Community and Voluntary Sector Minister Jo Goodhew said Charities Services worked closely with organisations to advise them on registration requirements.


    "Most applications for registration are approved. Only 11 per cent of applications have been declined since 1 July 2012," Ms Goodhew said.


    "However, as charitable status brings many tax and other public benefits, charities law has to be applied consistently regardless of the size of the charitable organisation."


    A charity could not be a for-profit entity, she said. Charities must continue to fulfil only charitable aims, and all their activities must remain charitable.


    "Any profits or income generated by charities must only be applied to their charitable aims. The public can view this information in the yearly Annual Returns which are published online on the Charities Register."


    The sector was monitored and regulated to ensure the public's trust and confidence remained well-placed and a number of initiatives taken by government over recent years have focused on this goal, Ms Goodhew said.


    Fundraising Institute of New Zealand James Austin said it was a "well researched, helpful and very clear paper", which was worthy of discussion.


    "If it generates a debate on where we can enhance and review the current charity sector acts, we can only support the general tenure of what's going on there."


    It was a good time to have a thorough review of the sector that included the definition of charities, he said.


    Report recommendations:

    • The Government rebalance the regulatory landscape by fulfilling a 2010 commitment to review the Charities Act and the definition of charitable purpose
    • Charities must be allowed to challenge the regulator's decision on charitable status at far lower level than the High Court, such as the District Court
    • The Government must tax for-profit businesses owned by charities in the same way that private firms are taxed, while allowing unlimited deductions on distributions made to relevant charities

    - NZ Herald, Rebecca Quilliam

  • 18 May 2015 2:13 PM | Louise Stokes

    Written by Alan Wood, Stuff


    International visitor spending is projected to increase 48 per cent to $11.1 billion by 2021, according to new Government forecasts.


    Tourism leaders are confident that industry forecasts of 6 per cent annual growth through to 2025 are on target following the release of the new forecasts by the Ministry of Business, Innovation and Employment (MBIE) on Monday. MBIE released the new information at the annual Trenz gathering of the country's tourism operators and international tourism buyers.


    Tourism Industry Association chief executive Chris Roberts said the MBIE spending forecasts equated to about 5.8 per cent of extra international spending each year, which was within reach of the industry's own 6 per cent target. "It really gives us confidence we are on target, and it is realistic to keep aiming for 6 per cent growth year on year out to 2025," Roberts said.


    The higher expectations are driven by both higher visitor numbers and higher spending by those visitors. In 2014 about 2.9 million international visitors flew into New Zealand and those numbers could grow to 3.75 million by 2021.


    Combining the spending of international and domestic tourists, the New Zealand tourism industry was worth about $23.7 billion. Last year the industry released a Tourism 2025 strategy to grow that total to $41b by 2025. To achieve that level of growth visitor spending will need to enjoy 6 per cent compound annual growth.


    MBIE general manager of institutions and system performance Michael Bird said international visitor arrivals are expected to increase four per cent a year for the next six years. This will see 3.8 million visitors arriving in New Zealand by 2021. Most of this is expected to come from holidaymakers and those visiting friends and relatives.


    "Australia is New Zealand's largest visitor market, providing more than 1.2 million visitors in 2014. The forecasts show this market will continue to be healthy and looks set to grow by three per cent a year to 2021," Bird said.


    In 2014 Australians spent $2.054 billion or 28 per cent of all international visitor spending in New Zealand. That is expected to leap to $2.296b in 2021 when 1.535 million Australians are expected. "Another key market for New Zealand is China, and we expect the annual growth rate for Chinese visitors to outstrip all other traditional markets."


    Chinese spent $1.037b in 2014 with that number expected to jump to $2.612b in 2021 when 571,000 Chinese are expected in New Zealand. Even with any significant slow down of growth in China, Chinese visitors to New Zealand would remain important to New Zealand, Bird said. This year's tourism forecasts, which are partly based on modelling from NZIER, include emerging markets India and Indonesia for the first time.


    Indian tourists are forecast to grow by 12 per cent a year, and reach 82,000 visitors in 2021. Indonesian tourists are forecast to grow by 13 per cent and reach 35,000 in 2021.

  • 18 May 2015 1:31 PM | Louise Stokes

    Sourced directly from the Fifth Estate. Written by Willow Aliento on 13 May 2015


    Aside from a few crumbs, the upsides of the budget for property, sustainability, science, engineering and the global environment are very few indeed. Many industry groups, professional associations and political parties have been quick to express their disappointment.


    Green Building Council of Australia

    The Green Building Council of Australia described it as a budget of “missed opportunities”, with no plan for city infrastructure and no additional funding to tackle climate change or sustainable building upgrades.


    “While the Abbott Government has maintained its commitment to the Emissions Reduction Fund, which remains at $2.55 billion over four years, no additional funds have been allocated to ensure Australia meets its greenhouse gas reduction targets by 2020,” GBCA chief executive Romilly Madew said.


    “Despite the building sector having the greatest potential for delivering emissions cuts at the least cost, most building owners aren’t able to access the ERF. And now there is no money in the budget to support building upgrades that reduce emissions, while improving the health, wellbeing and productivity of occupants.


    “Australia needs a coordinated, economy-wide approach to reducing greenhouse gas emissions, increasing urbanisation and adapting to a changing climate – and this is missing from the budget.”

    The GBCA said it was pleased to see $6.1 million for the Climate Change Authority, bust was disappointed that infrastructure funding was focused on roads and freight “rather than on the 21st century infrastructure Australia needs to make our cities more efficient and sustainable”.


    “This lack of funding ignores the fact that 85 per cent of Australians live in our cities – and that our cities are the engine rooms of our national productivity and prosperity.”


    Urban Development Institute of Australia

    The Urban Development Institute of Australia said the budget was light on structural reforms to increase productivity and boost the standard of living. UDIA national vice president Michael Corcoran said investment in new housing and productivity enhancing infrastructure in our major cities was central to Australia’s future prosperity.


    “The unwinding of the mining boom is placing a heavy toll on government finances and the broader economy, and that’s clearly reflected in the 2015-16 budget,” he said.


    “Development and new housing construction is currently doing much of the heavy lifting in the Australian economy, and with most of Australia’s capital cities still suffering from a chronic housing shortage, it’s an area that still has plenty of room to grow.”


    Barriers to new construction UDIA identified were inadequate investment in urban infrastructure, “red tape” and “inefficient” taxes and charges on new housing.


    Consult Australia

    Consult Australia chief executive Megan Motto described it as “a mixed budget all up, but one that will boost confidence and immediate investment by small business”.


    But the picture on infrastructure funding announcements was not so rosy. “There is little new money for infrastructure. The Northern Australia Infrastructure Facility may generate up to $5 billion of new investment in partnership with the private sector, but more substantial seed funding and a broader remit for this fund would multiply the benefits,” Ms Motto said.


    “The government’s commitment to maintain $3 billion as a contingent liability in the budget for East West Link underscores the long-term fall-out of bad infrastructure decision making. We cannot simply stuff this money under the mattress; it must be used with urgency to substantiate the vacuum created with the cancellation of East West Link.”


    Master Builders Association

    The MBA said the government had delivered on its pre-budget request for short-term tax measures to boost building activity. “There are more than 300,000 small businesses (more than any other industry) in the building and construction industry who are winners from the budget,” MBA chief executive Wilhelm Harnisch said. “The $5.5 billion small business package will massively boost confidence, activity and jobs in the industry.


    “In an industry as capital intensive as building and construction, the immediate write off of assets up to $20,000 will provide an immediate stimulus. Measures to cut tax for both small companies and sole traders will also underpin a reboot of confidence for builders, home-buyers and consumers.”


    The Property Council

    The Property Council of Australia said the scrapping of GST reverse charging measures in this year’s budget would save property owners “hundreds of millions of dollars in additional stamp duty”.


    “The Government’s original proposal to replace GST free business sales with a reverse charging mechanism was a technical measure that would have inadvertently penalised property owners with a tax hike for no real gain,” Andrew Mihno, PCA’s executive director international and capital markets, said.


    “In NSW, this could have meant an additional $550,000 of stamp duty on the sale of a $100 million tenanted office block.”


    Environment Victoria

    The crackdown on tax avoidance by multinationals shifting profits overseas announced by Joe Hockey overlooked “tax avoidance by multinationals in our own backyard”, Environment Victoria said. “In his speech Treasurer Joe Hockey said we ‘want people or companies who are avoiding their tax to pay their fair share’, but his budget completely ignored the $2.5 billion in subsidies going to highly profitable mining companies,” Nick Roberts, campaigns director at Environment Victoria, said. The Fuel Tax Credit Scheme is a $7 billion a year federal government subsidy for diesel consumption – one of the largest single expenditure programs in the country. Environment Victoria has been calling for the government to introduce a cap which would save around $2 billion a year by taking the subsidy away mostly from huge mining companies with billion-dollar profits.


    “Twenty-four hours ago Treasurer Joe Hockey gave the Tax Commissioner new powers to claw back billions of dollars of profits shifted overseas. By failing to cap the unfair diesel fuel rebate to rich miners, Joe Hockey has effectively given them a $2 billion lump sum payout.”


    There have been worldwide calls to end fossil fuel subsidies for a number of years from the United Nations, The World Bank and the International Monetary Fund. “Even Abbott Government climate contrarian poster-boy Bjorn Lomborg has called to end fossil fuel handouts.


    “A cap would also reduce a scheme that is currently subsidising over eight percent of Australia’s total greenhouse gas emissions. This would save money, grow renewables and reduce pollution. Most Australians want investment in clean energy, just not Joe Hockey and the Abbott Government.”


    Australasian Rail Association

    ARA said it is disappointed the budget allocated no new funds for rail infrastructure to service the major cities and reduce road congestion. Interim chairman Bob Herbert said rail was swiftly approaching a funding cliff that would see key integrated rail infrastructure projects fall off the policy agendas of our biggest and fastest growing cities. “Federal contributions to state government rail projects have effectively halved between this budget and the last, making up less than five per cent of the $8.6 billion infrastructure spend in 2015-16,” Mr Herbert said.


    “Australia as a nation is facing increasingly serious economic, social and environmental problems with traffic congestion clogging our roads, transport emissions choking our urban environment, fluctuating fuel prices and the continued growth of our major cities.


    “The Federal Government’s continued approach of prioritising roads over rail will not address the long term transport needs of our growing cities.”


    Australian Academy of Science

    President of the AAS Professor Andrew Holmes said researchers were not only still feeling the impact of the savage cuts in the 2014 budget, this year’s effort put $290 million of further cuts to science and research programs on the horizon. “It is great that [National Collaborative Research Infrastructure Scheme] facilities will continue to be supported for the next two years but cutting block grants to researchers in universities is like taking engines off the jumbo jet. You need to fund the scientists as well as the tools they need to do their work, it can’t be one or the other. NCRIS needs a long-term sustainable funding model,” Professor Holmes said.


    “While there are forecast selective cuts there have also been selective increases, and we look forward to seeing those increases sustained into the future.


    “The Industry Minister and Prime Minister say they want to see science play a greater role with industry and yet in this budget we’re seeing nearly $30 million cut from Cooperative Research Centres, that are designed to help improve collaboration with business. What will replace them in generating jobs from research and development?


    “As the mining boom slows, this should be a time of growth in science funding to allow us to better prepare for the knowledge economy we need. Instead our future prosperity is at risk,” he said.


    North Queensland Conservation Council

    The Northern Infrastructure package has the NQCC concerned a new coal-fired baseload power station for Townsville and Northern Queensland is on the cards. It is also concerned about ongoing support for the expansion of coal mining and lack of action on climate change.

    “The budget announcement of cheap loans for ports, pipelines, power and water infrastructure rings alarm bells for anyone concerned about our environment,” NQCC coordinator Wendy Tubman said.


    “The idea of expansion of the coal industry, more port facilities on the Barrier Reef coast and the development of Cape York for agriculture are ideas from the last century. They ignore what we now know about the impacts of coal on climate change and the impact of land-clearing and climate change on the Reef.


    “The Reef is in danger and climate change is costing individuals and governments more and more. We face increasing disaster recovery costs, mitigation expenses and rising insurance premiums. Yet, the Federal government budget has cut funding for climate-related issues while supporting development that will only make climate change worse.


    “We need governments that have the intelligence to recognise that ignoring the environment only damages the economy. We need leaders who recognise that there are alternatives to coal-fired power, alternatives that are ideally suited to our region.


    “And we need governments with the integrity to accept that jobs for the future do not lie with digging up and exporting resources or with clearing our native vegetation. There are thousands of potential jobs that do not damage the environment and which are sustainable.”

  • 18 May 2015 12:23 PM | Louise Stokes

    Written by Alex Gourlay, Marketing Association Blog


    As Mobile overtakes desktop usage and statistics show 70% of mobile searches lead to online action within an hour, having an impactful mobile presence for your brand is imperative.


    Smartphones and tablets are an intrinsic part of our daily lives, with studies showing the average smartphone user checks their phone up to 221 times a day. In an historic first, more New Zealanders now access the internet via mobile devices rather than desktop. By 2018 New Zealand will have 90% smartphone ownership (Frost & Sullivan). With a strong existing base of smartphone and tablet users (2.2 million and 1 million respectively), mobile is the fastest growing channel in New Zealand, up 119% year-on-year according to the International Bureau of Advertising (IAB)/PwC Q4 2014 Ad-spend report. Brands are increasingly shifting their marketing focus towards a more mobile first outlook, with greater importance been given to visual communications. However whilst New Zealand is showing phenomenal growth in mobile advertising many advertisers are yet to fully embrace this medium with mobile accounting for only a 2.4% market share of the total digital ad-spend.


    Mobile allow brands to create immersive experiences to maximize social participation and emotionally engage consumers as seen in Sky TV’s ‘Bring Down the King’ success culminating in the visual spectacle of the toppling of King Joffrey in Auckland. Scientific studies show the human brain processes images 60,000 times faster than text and visuals can increase brand engagement as much as 94%. Visuals are now more important than ever and mobile devices are the main portal through which we experience them.  At present, brands need a greater understanding on what works, because as we move to a smaller screen, the rules around visuals inevitably change.


    So, how do brands select the right visual content to make an impactful mobile experience?


    First person point of view (POV): Sales of first person POV visuals are increasing amongst mobile consumers. Their popularity is because they provide a raw, immersive and authentic feel leading to greater levels of engagement.  The rise of wearable technology like GoPros bring us into an intimate view which create a sense of realism as well as adventure.  NZTA’s snap-chat anti-drug-driving campaign is a powerful example of using point of view to innovatively connect with a hard-to-reach audience in tackling New Zealand’s drug-driving crisis.


    Super sensory: As we increasingly experience things through our mobile screens, we want to be presented with a more immersive experience that tantalises our senses. We want images that are more elicit, with HD driving this trend forward. Colourful visuals and those that showcase macro detailing which make the everyday seem enhanced are massively popular with Getty Images’ customers.  It is for this reason that images of food do so well. Such visuals are inviting and arouse the viewers’ senses. Smirnoff’s Kiwi #Instagram your Fridge campaign is a great example of mobile meeting a sensory experience with personalised video recommendations of customised cocktails based on sending in Instagram snaps of the available ingredients in your fridge.


    Wonderlust: In today’s technological world of hyper-connectivity, our sense of space and connection to geographical distances has undergone a revolution, thanks in no small part to mobile. Technology is leading to more solo travelers, as smartphone and the always ‘plugged in’ gives a sense of security in foreign lands. New Zealand sales of Wonderlust imagery that is expansive, full of epic landscapes and inspired meaningful travel have increased by 35% over the last five years, influenced by the ever-growing rise of the travel ‘braggies’ to the continuous sharing of travel imagery on Instragram to Pinterest. Airbnb’s Instagram feed is a brilliant example of Wonderlust images being used to engage the follower. All the images it posts of vast beaches and stunning cliff sides are bookable.


    Using strong imagery and video in mobile brand activities drives the connection to the audience. And creating or curating the right visual content can truly unlock the richness that mobile experience now offers, creating experiences that push the boundaries of mobile interaction, for a more immersive and sensory experience.


    If you’re interested in getting up to speed with Mobile, check out the upcoming Mobile Marketing course run by the Marketing Association starting soon.


  • 15 May 2015 3:44 PM | Louise Stokes

    The following is a guest post by Lamees Abourahma of Webbright Services and first appeared on the WIld Apricot Blog here


    Your website can be a major asset to your association, but there are a number of common mistakes that associations make that keep them from realizing their website’s full potential. 

    By far the biggest mistake that an association can make with its website is that they don’t treat it as a marketing channel. Websites need to be carefully planned and curated with the same attention and long-term strategy that associations use for other marketing plans and opportunities. To get the most out of your website, avoid the following 6 mistakes associations make with their website.


    The 6 biggest website mistakes associations make are:

    1. They don’t have a clear strategy. The association fails to define a clear purpose for their website. What is the main objective of having this website? For some membership organizations, the sole purpose of the website is to list upcoming events and allow members to register online. Some professional organizations aim to promote their members through a provider directory or a marketplace listing. Yet other websites exist as an educational platform for the industry. When organizations are not clear on their website's purpose, they will not be clear on what their website strategy should be.
    2. They don’t clearly define their audience. Most associations have different types of audiences (or constituents): members, sponsors, and supporters. Each has different reasons for engaging with the association and different communication preferences. Associations need to clearly define these audiences (their market segments) in order to create the right programs and services (the value proposition) for each audience type. 
    3. They clutter their home page with content. As organizations grow and change, their websites grow and change with them. Adding new content to the home page is a common way to update your site and keep members and visitors informed of changes and exciting new developments. However, if left unchecked, this tendency can create a cluttered, confusing homepage that discourages visitors and information-seekers. 
    4. They don’t customize the website template. Most website platforms offer free templates that can be applied to your website. While using the standard template might save you time and cost (since most membership organizations have a limited budget), without some customization, you miss out on branding (the way members and prospects perceive you). For a high-performing website, you need to tailor your site to your audience as much as possible so that it engages and speaks to them. 
    5. They add pages and content without thinking about structure, site map, and navigation. As an organization grows, it will want its growth to be mirrored on its site.  However, just adding pages and content without a clear structure and easy navigation can make your site into a user-unfriendly nightmare – undoing the good that the additions were trying to accomplish in the first place.
    6. They don’t have strong branding. Your website is your public face, and one of the best places to showcase your brand. Failing to incorporate a strong brand presence in your website weakens the organization’s message and identity to visitors to the site. Letting people navigate away from your site without a single, clear idea of who you are and what you do is leaving a golden opportunity on the table.

    These mistakes can be fixed

    These mistakes can hurt your site and your organization, but they can be fixed! To fix the above mistakes (or avoid them in the first place), follow these four steps:

    1. Think about your website objectives.
    2. Define who your target audience is.
    3. Determine what you want your site visitors to do when they come to your site.
    4. Review your site map, evaluate, and improve your website structure.

    Since a website is a living artifact of your organization, the above steps should be done on regular basis. For most organizations, once a year or every two years is optimal, but the frequency depends on your particular organization.


    Your website is your public face, your most common member interface, and often the measure of your credibility in the public eye. Avoid the mistakes we’ve outlined, take steps to make sure your site is focused, clean, and has a great strategy behind it, and you’ll have an engaging website that showcases your association in the best possible light.


  • 15 May 2015 3:31 PM | Louise Stokes

    Written By Joe Rominiecki, Associations Now


    Another study offers evidence that education is one of associations’ biggest draws for nonmembers, so how do we get more of those nonmember learners to join?


    Ask and you shall receive.


    A few weeks ago, in a post that examined some findings from a study on membership in scholarly societies, I wrote that I would have liked if the report had dug deeper into the findings from its nearly 14,000-respondent survey. Soon, we will get just that.


    Publisher John Wiley & Sons, Inc., will soon issue a follow-up to its “Membership Matters: Lessons From Members and Non-Members” study with a white paper that drills down into the generational differences among its survey respondents, with a particular focus on millennials. I’ve seen an early draft, and the final should be released shortly. For now you can check out Wiley’s preview infographic. There’s plenty that’s worth reading in the new report, though one data point stood out most to me.


    “Continuing education and training opportunities” was cited among the most valued benefits across generations (number one among millennials), but when comparing members to nonmembers in the study, nonmembers said they valued education opportunities more than members did, again across generations.


    Looking back at ASAE’s 2007 study The Decision to Join, this value placed on professional development is not necessarily surprising. That study also found “providing training/professional development to members” to be the association function most frequently cited as important, based on survey respondents’ choices—though in this case there was a negligible difference between members and nonmembers.


    This all leads me back to a comment I made in that earlier post—”If nonmembers place just as much value on your association’s most valuable products as members do, you might have an opportunity to convert more of those nonmembers to members”—but I’d like to put a finer point on it by refocusing on professional development.


    Clearly, professional development is one of the biggest drivers of people toward associations, if not the biggest. And yet the typical method for tying an association’s education programs to its membership package is through a simple member discount (whether as a percentage, a bundle, a voucher, or other). For a long time I’ve wondered: Can we do better? Is there a way for associations to get greater leverage out of their most-valued product (education) and make it more integral to the membership package? Or, more simply, if nonmembers value your education so much, how can you get them to join too?


    I do not have an answer here—at least, not anything particularly creative or innovative. Just some variations on standard tactics:


    Discounts. This is the obvious place to start, and it’s a no-brainer method to encourage nonmembers to join. According to ASAE benchmarking research, the median markup on association products and services for nonmembers compared to members is 25 percent. Discounts can only go so far, though; if nonmember fees are too high compared to member fees, your association can run afoul of antitrust laws.


    Premiums. An alternative to discounting the price for members might be enhancing the product. Perhaps the standard version of an education program is available to everyone, but only members can get access to special features (which might offer a better experience if not a competitive advantage). Ed Rigsbee, CSP, CAE, author of The ROI of Membership, wrote last week that association meetings are ripe with opportunities for reinforcing member value [ASAE member login required], such as member-only sessions and networking events. Other ideas could include member-only access to front-row seating or to exclusive Q&As with speakers or facilitators.


    Lead generation. If nothing else, nonmembers who participate in your association’s professional development programs are warm leads for membership. Knowing that education will be a consistent draw for a nonmember audience, you can focus on further engaging those nonmembers in ways that appeal to their expressed interest areas but also highlight how they could continue their learning through joining.


    And that’s all I’ve got. There has to be more, right? There have to be other ways to more closely tie professional development (among associations’ greatest assets) to membership (their chosen business model), but I’m not sure what they are. What am I missing?


    See the article here, originally sourced from Associations Nows

  • 15 May 2015 11:04 AM | Louise Stokes

    Implementing good practice in volunteer management helps organisations to value, reward, recruit and keep volunteers. In the spirit of National Volunteer Week, please find Volunteer Now’s Top 30 Tips for successfully involving volunteers:

    • Value the gift of time and think about what you can offer the volunteer, not just what you need.
    • Make it easy for people to volunteer by being creative and flexible when designing volunteering opportunities.
    • Ask volunteers why they want to volunteer and try to meet their needs.
    • Communicate, communicate, communicate – give information to volunteers and ask for feedback from them.
    • Time, skills and experience are what volunteers offer, don’t waste this valuable resource and make sure there is a suitable role for your volunteer.
    • Treat volunteers as you would want to be treated.
    • Take time to listen and talk to your volunteers.
    • Recruitment can be the easy part it’s keeping the volunteers that can be a challenge, support and training doesn’t stop at induction.
    • Have fun with your volunteers.
    • Keep an open mind about who can be a volunteer.
    • Say ‘thank you’ and in lots of different ways – a full biscuit tin, a Christmas card, a Volunteers Week event.
    • Never take your volunteers for granted.
    • Pay attention to what your volunteers are saying they can be a great source of wisdom and ideas.
    • Be flexible, involving volunteers is a two way relationship, a bit of give and take is important.
    • Connect your volunteers together to build peer support and team work.
    • Offer new opportunities to existing volunteers, most people like a bit of a change now and then.
    • When offering or providing training to your volunteers keep it relevant and interactive.
    • Keep your volunteers safe – pay attention to heath & safety and risk management.
    • Think about your recruitment messages, know what it is you are looking for and what you need doing.
    • Take time to provide the support that enables volunteers to enjoy their role and enhances their contribution.
    • Help volunteers to take pride in what they do and the contribution they are making to the cause, the clients or the organisation.
    • Be open and honest with your volunteers especially when there is an issue to be addressed.
    • Think about what your volunteers do and then what they could do, you might be amazed at what other roles you can offer.
    • Involving volunteers is not a static process, keep looking for ways to improve the volunteering experience.
    • Don’t let your volunteers over commit; remember they have lives outside of their volunteering.
    • When you ask for a volunteer be ready to act - don’t take their details and never contact them or contact them weeks later.
    • At times we all need to be re-energised, encourage your volunteers to try something different, learn something new.
    • Think of your volunteer’s comfort – a hot cup of tea, a better chair, the right type of equipment to get the task done.
    • Volunteers are not necessarily free, there needs to be an allocation of appropriate resources for support including provision of out of pocket expenses.

    Engaging Volunteers with Jessie Harman - Rotary Volunteer
    The volunteering landscape is experiencing vast change which brings new challenges and opportunities. In this episode, hear from Dr Jessie Harman (Director of Partnerships and Commercial Engagement Federation University Australia and Rotary Zone Coordinator) about key volunteer engagement issues and how organisations must actively respond to lifestyle and generational factors to appeal to existing and potential volunteers in 2015.  

    To view AuSAE TV please click here and register for the episode. AuSAE TV enables not-for-profit professionals to gain valuable insights from sector leaders willing to share their real life experiences. These insights, both lessons learnt and successes, just may be the key to advancing your career or setting yourself on the path to achieve your organisation's vision. New episodes are released monthly and can be watched via your desktop, tablet or mobile device. 
  • 15 May 2015 10:02 AM | Louise Stokes

    ACE is the only dedicated Conference and Exhibition for not-for-profit professionals organised by not-for-profit professionals and it's on in five weeks! Will you be there?

    Register now to take advantage of this unmissable, professional development program featuring over 30 not-for-profit leaders from association and charity organisations across Australia. Take a look below at the impressive range of professionals who will share with you their expertise and knowledge in the intensive, educational streams over two days. This group of sector professionals include award-winners, leaders in their field and top authorities within their organisations. Speakers will present on
     a broad range of topics including advocacy, governance, sponsorship and leadership. Other topics include communications, technology, events and membership. 

    2015 ACE Not-For-Profit Speakers (listed A - Z by surname)


     

    Barry Ashcroft 
    CEO, Leading Age Services Australia - Queensland

    Barry Ashcroft is an experienced CEO with particular skills in business start up and business development. Prior to joining Leading Age Services Australia – Qld, Barry was CEO and a Director of one of the fastest growing age services providers in Australia. Previous roles include State Manager of the Government Aged Care Accreditation Agency and other senior management positions with major age services providers, specialising in business strategy and property investment.
     

     

     

     

    Marcia Balzer
    National Public Affairs Manager, Australian Veterinary Association (AVA)

    Marcia’s career has encompassed communications, marketing and public affairs roles in not-for-profit and government organisations. As National Public Affairs Manager at AVA, Marcia conceived, designed and implemented an integrated public affairs program to allow the AVA to be a more effective advocate for the profession across governments, stakeholders and the public.   

     

     

     

    Val Bartholomew
    Executive Officer, Business Educators’ Association of Qld 

    A lot has changed since Val became the Executive Officer of BEAQ in 2007. Fast forward to 2015 and three websites later BEAQ now have a powerful website with easy-to-use features for membership management, event organisation, online resources, electronic
    direct marketing, editable online forms, Google analytics and an online store with online payment options. Val's background is in graphic design hence her interest in the look of the website, forms and resources. 

     

     

     

    Richard Bowman
    Past President, Victoria Division, Australian Tile Council

    Richard Bowman operates Intertile Research, an international tiling system and slip resistance consultancy, whilst also indulging in public good research, standards development, and assisting in the operation of scientific societies and industry associations. Richard is a ceramic engineer and a past president of the International Ceramic Federation, the Australian Ceramic Society and the Victorian division of the Australian Tile Council. 

     

     

     

    David Bryant
    HR Manager, Master Plumbers' Association of Queensland

    David commenced his HR career in 1993, working with a consulting firm in Brisbane, Gold Coast and Canberra. Upon returning to Australia from Dubai in 1999, David worked in HR at various corporate, government and not-for-profit organisations including Emirates Airlines, Anglicare, Department of Prime Minister and is currently HR Manager with Master Plumbers’ Association of Queensland. He sees his role as a champion of change and organisational development. 

     

     

     

    Chris Champion
    CEO, Institute of Public Works Engineering Australasia

    Chris Champion has 30 years experience in Local Government and 14 years in Association Management. He took up the position of Chief Executive Officer of the Institute of Public Works Engineering Australasia (IPWEA) in the year 2000. IPWEA is recognised internationally as leaders in the implementation of sustainable approaches to infrastructure management.  

     

     

     

    Mark Creyton
    Director Education, Research and Policy, Volunteering Qld

    Mark Creyton has over twenty years experience as an educator and consultant working with a range of voluntary and non-profit organisations and groups. He has particular interest in supporting social innovation and smaller voluntary organisations and groups and their role in creating a strong and vital civil society. He is currently working with a range of young leaders, new organisations and initiatives and universities exploring new models of engagement, leadership and sustainability.  

     

     

     

    Matthew Connor 
    Marketing & Membership Services Manager, Australian Dental Association 

    Matthew Connor is the Marketing & Membership Services Manager at the federal office of the Australian Dental Association. After 5 years at the ADA, Matt has restricted the ADA member database, improved the results of national oral health promotion, and consolidated the online delivery of Continuing Professional Development, while working to improve member communications and services.

     

     

     

    Dan Devlin
    Director Membership,  Australian Mines and Metals Association

    Dan has extensive experience working with organisations in the service sectors in business development, key account management and sales management roles. His experience spans both the corporate world and the Not for Profit sector including significant work with CPA Australia. Currently working with the Australian Mines and Metals Association (AMMA) Dan brings unique insights into the effective engagement, acquisition and management of members in challenging times.

     

     

    Nino Di Marco
    CEO, Royal Flying Doctor Services Qld

    Nino Di Marco has been the Chief Executive Officer of the Royal Flying Doctor Services Qld for over 8 years and oversees 400 staff including pilots, doctors, nurses, allied health professionals and support services. The Royal Flying Doctors provide a range of aero-medical and primary health care services, funded by the Commonwealth, State Government, donors and sponsors with a $90m budget. Nino is also a member of the Greater Metro South Brisbane Medicare Local Board. 

     

     

     

    Thomas Dunsmore
    Operations Manager, Australian Boarding Schools Association

    Thomas Dunsmore started his role as Office Manager of Australian Boarding Schools Association in late April 2012, and moved into the role of Operations Manager at the conclusion of his Traineeship in April 2013. He completed a Traineeship in Business with ABSA and has achieved both a Certificate III and a Diploma in Business. 

     

     

     

    Alice Evans
    CEO, Family Planning Queensland

    Alice Evans is the CEO at Family Planning Queensland and was the winner of both the leadership and academic excellence awards in the 2012 MBA Awards. Alice started her career as a physiotherapist, working in both hospitals and private practice before becoming regional manager of a rehabilitation services provider and moving into wider HR and management roles. Alice is a passionate and driven leader focused on developing both the team and individual capability to the highest level. 

     

     

     

    Tania Goodacre
    Event Manager, Australian Trucking Association

    Tania is an Accredited In-House Meeting Manager, and holds the position of ACT Branch Chair of Meetings and Events Australia (MEA). In May, 2014 she was awarded the MEA Event Manager of the Year. Tania has more than fifteen years of experience in strategic and operational events planning, events management, public relations, and media launches in association and government environments. Her experience also includes sponsorship procurement and contract negotiation. 

     

     

     

    Julie Hood
    Director Events, Australian Petroleum Production & Exploration Association 

    Julie Hood has more than 20 years experience in event management. After five years at the Brisbane Convention & Exhibition, she moved to the ‘other side’ – to be the client. Today after 14 years heading up APPEA’s events team, Julie is responsible for delivering top-quality events for the Australian oil and gas industry, in particular, the APPEA Conference & Exhibition – the flagship event for the Association. Protecting, promoting and enhancing the brands of APPEA and its conferences is a key focus for Julie and her team. 

     

     

     

    Kirsty Kelly 
    CEO, Planning Institute of Australia (PIA)

    An experienced Certified Practising Planner, Kirsty Kelly has served the PIA in various capacities throughout her career including 4 years on the Board of Directors. She has also operated in private consulting, state government and local government in South Australia and in the Northern Territory, working for key organisations known for their leading practice in the industry. She is a strong advocate for the role planning plays in creating sustainable and productive communities of lasting value. 

     

     

     

    Nick Lee
    CEO, Jodi Lee Foundation

    Nick was a director at Unilever when his career took a major turn after losing his wife Jodi to bowel cancer in 2010. Having witnessed first-hand the devastating effects of the disease, he established bowel cancer prevention charity, The Jodi Lee Foundation. His aim was to inspire others to take a simple bowel screening test and make positive choices to improve their health. Nick was a South Australian Finalist in the 2015 Australian of the Year Awards and was awarded the 2013 EY Social Entrepreneur of the Year Award (Central Region) in 2011. 

     

     

     

    Anne Maree Liddy
    Chief Executive Officer, CheckUP 

    Ann Maree is an accomplished health executive with twelve years’ experience as Chief Executive Officer. Ann Maree has extensive financial, management, governance, strategic and operational planning, stakeholder engagement and leadership experience across the health sector, particularly primary health care. In collaboration with the Board of Directors, she has led a significant transformation of General Practice Queensland to CheckUP.

     

     

     

    Andrew McCallum
    Strategic Projects & Partnerships, Fitness Australia

    Andrew McCallum is the Strategic Projects and Partnerships Manager at Fitness Australia, the not-for-profit national health and fitness industry association representing the diverse interests of over 26,000 registered exercise professionals, fitness service providers and industry suppliers. Andrew holds an MBA, as well as degrees in Exercise Science and Journalism. Andrew relishes the opportunity to create innovative solutions to existing problems and develop new strategies. 

     

     

     

    Cathy Parker
    CEO, Cystic Fibrosis Queensland

    Cathy is the current acting CEO at Cystic Fibrosis Queensland and a Fellow of both the Australian Institute of Company Directors and Governance Institute of Australia. Cathy holds undergraduate and postgraduate degrees in law, together with a Masters of Business Administration. She is also on several Boards, including National Seniors Australia and Lourdes Hill College. Cathy has wide experience in commercial and corporate law, banking, insurance, financial services and member based organisations. 

     

     

     

    Simon Pryor, CEO, Mathematical Association of Victoria
    Simon Pryor has experience as an evaluator, policy developer and commentator, strategic planner, curriculum developer, conference presenter, meetings and events organiser, as a business facilitator and trainer, and in economic research. He has also continually served as an executive officer of professional, education and industry associations for the past thirty years. Simon Pryor SAE FAIM is the Immediate Past President and a Life Member of AuSAE. 

     

     

     

    Genevieve Quilty
    CEO, Optometry Australia

    Genevieve Quilty was appointed to the role of Chief Executive Officer of Optometry Australia in late 2011. Ms Quilty has generated significant change in the way this peak professional body delivers services to its members. Most recently, she implemented a major rebrand which resulted in a new name and a strong, recalibrated business direction. Ms Quilty has reinvigorated the federated organisation whose membership comprises over 90% of Australia’s optometrists. 

     

     

     

    Craig Richards
    CEO, Bicycle Network

    Everyone has a skeleton in their closet – Craig’s is he was a lawyer. While he’s been in commercial roles now for 17 years, he can’t outrun his past. So he’s given up trying. Now he tries to help other commercial people by making the complex world of law as simple (and entertaining) as possible. In his day job Craig is currently the CEO of Bicycle Network where he leads an amazing group of people who are trying to make the world a better place. 

     

     

     

    Scott Rowen 
    General Manager, Corporate Services, Queensland Law Society 

    Scott Rowan looks after Queensland Law Society’s internal corporate needs, ensuring IT systems, administrative support, facilities and workplace health and safety systems support operational and strategic requirements. Scott has more than 14 years’ experience in information systems, along with a background in accounting. He brings a strong drive to deliver on strategic objectives through the selection, implementation and ongoing use of appropriate systems and processes. 

     

     

     

    Jane Schmitt
    CEO, Australian Medical Association (Qld)

    Jane Schmitt is a Lawyer by profession, having worked in private and corporate arenas. Jane’s move into executive management has seen her in roles at Australia’s largest medical indemnity insurer and Master Builders Australia, before taking on the role of Chief Executive Officer at AMA Queensland. Her expertise lies in initiating innovative operational and strategic changes to enhance the influence and profile of communities and businesses.  

     

     

     

    Richard Simpson
    CEO, Spatial Industries Business Association (SIBA)

    Richard Simpson commenced as the CEO of Spatial Industries Business Association (SIBA) Queensland in April 2013. In this role he has actively worked with the board and staff to transform SIBA’s business model and establish it as the leading association for the spatial industry. Richard was an early pioneer in New Zealand’s 3D computer graphics industry and for over a quarter century has successfully led development of cutting edge spatial technologies and built a series of start-ups.  

     

     

     

    Richard Stokes
    CEO, Australian Boarding Schools Association (ABSA)

    Richard Stokes is the current Executive Director of ABSA. Richard has been involved in ABSA or its previous versions since 1985, holding numerous positions on their management committee, and was appointed the first part-time Executive Director for the newly formed Australian Boarding Schools Association in 2007. The role became a full-time one in 2011. Since that time the work of the Association has grown dramatically including the appointment of an additional staff member. 

     

     

     

    Michael Sugg 
    Chief Executive Officer, Western Sydney Business Connection

    Michael Sugg is an entrepreneurial business leader experienced in engaging organisations with their audiences. Focused on strategy development, business development, marketing, communications and connecting both people and businesses. In current role, Michael responsible for leading and managing the organisation’s growth and ensuring it remains progressive, productive and relevant to its membership base. 

     

     

     

    Cindy Tilbrook
    CEO, Australian Dental Prosthetists Association

    Cindy holds Master of Business Administration and Bachelor of Economics degrees and is a Chartered Accountant. Her professional career has included work in the not-for-profit sector (local government, educational and charitable organisations and professional associations/networks), the private sector (professional service firms) and consulting (in the fields of strategic planning and management, organisational design, financial and process improvement and governance). 

     

     

     

    Benjamin Wash
    Chief Executive Officer, Taxi Council of Queensland

    Benjamin has nearly 20 years of experience in Finance and Management and is currently CEO of the Taxi Council of Queensland. He has a passion for advocacy and enjoys working in the not-for-profit space on behalf of members. Benjamin is actively involved in a number of organisations on a professional and voluntary basis and very much enjoys having the opportunity to influence policy on both a global level as well as a local level.  


    To register and for more information on ACE 2015 including other speakers, the Exhibition, our keynote speakers and the ACE social agenda, please click here.

    We hope you can join us in Brisbane, June 18-19 for ACE 2015!


  • 14 May 2015 2:07 PM | Louise Stokes

    Volunteering Australia’s new National Standards for Volunteer Involvement were launched on Monday 11 May 2015 to mark the beginning of National Volunteer Week 2015 (11-17 May). The new Standards incorporate significant changes to the original standards in order to reflect best practice in volunteer management in Australia’s current work environment.


    The Standards provide a sound framework for supporting the volunteer sector in Australia. The Standards are much easier to follow and are adaptable to different organisation types and different forms of volunteering which reflect the diversity of this growing sector.


    Direct benefits to organisations:

    • They provide good practice guidance and benchmarks to help organisations attract, manage and retain volunteers, and
    • Help manage risk and safety in their work with volunteers.

    Direct benefits to volunteers:

    • They help improve the volunteer experience.

    The new National Standards for Volunteer Involvement are available here for free download.


    Guidance on applying the Standards will be provided via comprehensive implementation resources.


    Additionally, Volunteering Australia will be developing a flexible, tiered voluntary certification, or ‘Quality Mark’ system to enable organisations to check how they are tracking in implementing the Standards.


    Process

    The development of the new Standards has been an inclusive project led by the CEOs of Volunteering S&NT, Volunteering Tasmania and Volunteering WA. Following the establishment of this working group, and a sector wide reference group comprising representatives from all states and territories, a draft document was prepared and presented to the sector for feedback via a survey and series of consultations across Australia.


    From that process a set of revised Standards was created that were easier to understand and use, contained clear criteria and relevant content, and had wide applicability to different types of organisations and volunteer situations.


    History

    The first Australian National Standards were developed for Volunteering Australia by Volunteering Victoria in 1996. Sector consultation took place in 1996 and 1997 and the Standards were formally adopted in February 1998.


    Following that time Volunteering Australia actively sought feedback on the functionality of the first set of Standards and as a result of feedback Volunteering Australia developed a new second set of standards that truly embraced the full diversity of volunteer-involving organisations and of volunteering.


    This second set of standards was launched in 2001, the International Year of Volunteers, and remained in use until today.


    Find out more information 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

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