NZARC Blog

Developing good leaders in non-profits

Fri, 18 May 2012 04:11:00 GMT

As we observe the issues facing associations and charities in the current environment, we consider the role leaders play. How they are supported in their development is a critical aspect for non-profits organizations. Strong leadership is critical so that staff and volunteers are engaged and motivated to deliver outstanding results. A recent blogspot support this ‘Nonprofits face extraordinary challenges as they deal with funding cuts and an increasing need for its services from its communities’. How are your leaders supported as they face these challenges?

What is the point we ask, in developing great programmes and initiatives if there is not the investment in time and energy in mentoring those individuals within your organisation – those you rely on to implement them? We hear time and again of some great programmes that fail because of a lack of final direction and cohesiveness of a team. A hands-on, passionate and committed leader can make a substantial difference and contribution.

We’d love to see you at our conference where Anna McNaughton of St John will be discussing this very topic. She has some interesting insights into how St John have committed to developing leaders within their organisation. Join with us and Anna as she ‘walks the talk’ – providing key initiatives your organisation can take away to implement positive development with your leaders and managers - however small or large your organisation.

For more information:

Brand visibility crucial in today’s environment

Fri, 18 May 2012 04:04:00 GMT

As we see game-breaking issues for non-profits including reduced funding, fragmentation of media and competition for donor dollars, we think an organisation’s brand and profile is absolutely critical. We recently came across an article which proposed a framework around developing a non-profit brand - called ‘the Nonprofit Brand IDEA’ (in which “IDEA” stands for brand integrity, brand democracy, brand ethics, and brand affinity).

We agree with the ideas raised in the article that it is more than just a logo – it is the way in which our staff, volunteers, key stakeholders and audience perceive each and every communication and interaction they have with our organisation. This can be from the way in which we talk, how we act and how we demonstrate how we are different from other organisations.

Our brand presence can give us leverage to gain more funding, better ‘heart’ from our sponsors/donors, more engaged staff/volunteers and longevity. It also has its beginnings when defining mission, vision and values and the strategy of any organisation. This in turn impacts upon reputation, how we leverage our identity and build trust with our audience.

Successful event marketing for Associations

Fri, 18 May 2012 04:02:00 GMT

Incorporating a digital strategy is an important part of any association’s event. We at the NZARCT are incorporating as many digital components as we can. We realise that this only part of the marketing communications strategy – the way to communicate with our audience. We need to assess the following:

who is our potential audience?
what is their profile, age, demographic etc?
where will the read/hear about us?
why should the attend our event?

Bearing this in mind, we also need to realize that we are competing for the ‘digital’ voice when we communicate; email, facebook, twitter. It is getting very noisy out there! How can we improve on what you currently do?

Click here for 7 digital strategies

Mapping out your social media and digital goals is a great place for any association to start. Knowing up front where you want to promote the event you are hosting or speaking at is step one. Being seen as an innovator at your event is the goal to strive for. Here are 7 digital strategies to consider while planning your event program:

1. Start your marketing plan asap!

2. Use clear, strategic email marketing techniques!

3. Use social media the right way!

4. Create an event specific hashtag!

5. Make event specific campaigns!

6. Educate your audience in real-time!

7. Be forward-thinking!

Events are a great place to keep the momentum of your association’s story heard and spread by attendees. Strategically incorporate a digital plan around the events you host to enhance your program and engage with the right attendees you are targeting.

Click here for the full reference article with more detailed advice around the 7 digital strategies

83% of LinkedIn subscribers are passive job hunters – are you getting your slice of the action?

Fri, 18 May 2012 03:49:00 GMT

An astounding 83% of the people on LinkedIn who already have jobs think of themselves as passive candidates for new openings at other organizations - that’s a LOT of people. Ignore them and you will miss some of the best candidates out there. Click here for the full report.

With LinkedIn stating it is the world’s largest professional network with over 120 million members and growing rapidly, it is a great way to connect – with users exchanging knowledge, ideas, and opportunities with a broader network of professionals.

In 2011, LinkedIn decided to create a non-profit specific division loosely called LinkedIn Nonprofit Solutions. The purpose of the division was to create and market nonprofit-specific recruiting products with specific pricing. They recruited and hired Bryan Breckenridge to create the division. When Bryan was doing his research on the sector to develop the marketing and products he used US-based HR Solutions’ annual survey of the American nonprofit sector has the foundation. The survey showed the needs and deficiencies of nonprofits related to recruitment. Brekenridge then created specific products and marketing to address those needs with LinkedIn. What’s even more exciting is that Lisa Brown Morton’s US-based HR Solutions’ (Keynote speaker and Masterclass Presenter at June 19 conference) annual survey of the American nonprofit sector was the foundation for these new LinkedIn products for the non-profit sector!

The New Zealand Association Resource Centre Trust is proud to be hosting Lisa Brown Morton as keynote speaker and MasterClass presenter at its human resources conference specifically for charities and associations. Lisa is supported by Aussie non-profit recruitment specialist John Bellamy, an avid supporter on LinkedIn, and other on-line tools such as facebook.

Straight from LinkedIn’s tips around what non-profits can do are as follows:

Establish your professional brand by creating a complete profile. Use your profile to convey passion for your cause and showcase your unique expertise. Some great examples of complete profiles: Greg Baldwin, CEO of VolunteerMatch, and Beth Kanter, Author of “Networked Nonprofits.”
Drive support to your organization by adding the Volunteer and Causes section to your profile. Help us make social impact the professional norm. Add your volunteer experience, causes you care about, and organizations you support to your LinkedIn profile.
Expand your network and influence by connecting with colleagues and partners. It’s easy to connect with your coworkers and partners that are already on LinkedIn. Add connections on LinkedIn.
Collaborate with peers and potential supporters by joining groups. There are over 87,000 groups focused on nonprofit issues on LinkedIn, offering you the opportunity to network with professionals in your industry and participate in conversations about relevant and timely topics. You can start by checking out the great discussions unfolding on the LinkedIn Nonprofit Solutions or The Chronicle of Philanthropy LinkedIn groups.
Stay top of mind with partners and supporters by sharing updates with them. Communicate with your network on a frequent and ongoing basis to share insights and build thought leadership. Share articles you’re reading, important announcements about your organization, and thoughts on industry trends. Find this content on LinkedIn Today’s nonprofit industry tab. You can even connect your Twitter account to your LinkedIn account to share to both places at once.

For more info see:

Right people, right time, right fit

Fri, 11 May 2012 04:59:00 GMT

How do you go about making sure that you are getting the right people with the right fit to join your organization when you need them most? By getting a better connection with your organisation’s potential staff and volunteers:

Utilise technology to recruit the right talent for the organisation
Use the most effective and cost efficient recruitment methods possible
Be pro-active about recruiting, instead of reactive

Connect with John Bellamy, HR recruitment specialist for non-profit associations and charities. Attend John’s Masterclass and walk away with valuable tools and insights that you can use straight away:

A tested and measured advertising template with an effective structure
Uncover the REAL cost of recruitment with a tested and proven Recruitment Cost Calculator
Gain clarity around implementing a recruitment strategy for your organisation

Align your organisation’s objectives and values with those staff and volunteers you want to work with.

Listen below to an interview with John Bellamy around how you can make recruitment work for you:

John Bellamy Part 1

What HR benefits are non-profits really offering?

Fri, 27 Apr 2012 03:49:00 GMT

Some of you may have heard of the Strategic Pay ‘Not for Profit Remuneration Survey’. We recently attended a presentation which overviewed key findings from the 2011 survey that Strategic Pay conducted. It made for very interesting reading – for example some key trends include.

there are 97,000 organisations that class themselves as ‘non-profits’ (just over 25,000 are registered charities).
Of these organisations employing staff, the average number of employees is 11
Of these organisations they have on average 4 times the number of volunteers for every one employee

STOP PRESS - The 2012 Strategic Pay Not for Profit Remuneration Survey was launched on Friday, 13 April. A total of 277 participants in 2011 made the Strategic Pay Not for Profit Remuneration Survey by far the most authoritative source of information on remuneration for this sector. There is no cost to participating in this survey, and all participants receive a complimentary executive summary, giving key highlights from this year’s Not for Profit Sector Report. If you wish to participate in the survey, but do not currently receive an invitation, please notify Strategic Pay at surveys@strategicpay.co.nz or contact Lauren Papayannes on 09 303 4045 and she will arrange for an email invitation to be sent to you.

Substantially more people working flexi-hours
Working from home opportunities
Part-time work opportunities

With regards to benefits and pay parity:

Remuneration for those employees within for-profit organisations is on average 17.9% more than those working in non-profit organisations
Indications are that a large part of this sector are both underpaid and underemployed
The majority of those in paid employment received no increase in salary or received less
Senior staff received more benefits such as tool of trade vehicle, vehicle allowance etc.
A good percentage of senior managers and staff received a car park, phone and laptop – general tools of doing business

As a quote directly from the report:

Budgets are almost universally more constrained, and relationships with governing boards of trustees or directors are often less clearly defined, leading to more complex remuneration-setting processes. In addition, relationships with funders and contractors exert greater influence on the remuneration setting process for these organisations than in any other sector

What are associations doing to manage membership during challenging economic times?

Fri, 27 Apr 2012 03:44:00 GMT

Our Executive Officer (Rosemary Mahoney) regularly subscribes to a number of LinkedIn forums to keep abreast of developments specific to both charities and associations - locally and internationally.

One conversation thread has revealed a recent survey of 100 associations within the UK market. It revealed some interesting statistics which are as follows:

74% of associations surveyed found it harder or much harder to recruit in the current climate
78% of associations surveyed found it harder or much harder to retain members in the current climate

We’d like to hear your top of mind feedback – do you agree with some of the trends identified above and is this what you have experienced? Also, what are some of the initiatives you have used to add value to members? If you could let us know, we can provide ideas back in our next newsletter – you all work in different industries and sharing information can really assist the Associations segment as a whole. Click here to email Rosemary.

However, 44% have noticed an increase in membership – and 43% have introduced benefits aimed at supporting members during the tougher economic times.

The methods that associations say they are using to stimulate membership are:

25% of respondents see enhanced professional status as Unique Selling Point (USP)
76% offer online networking opportunities
78% tweet
Over half of respondents do not cross sell or upsell – a missed opportunity

Click here to find out more about marketing messages and conference attendance trends and the MemberWise full report.

Attracting younger people to your organisations

Fri, 27 Apr 2012 03:41:00 GMT

With many associations facing aging memberships and charities facing aging volunteer bases, it is no wonder the Charities Commission Forums in 2011 indicated that many non-profits identified ‘attracting younger people to their organisations’ as a major challenge for the next 12 months.

Some major and provincial centres identified that attracting younger people to their organisations is one of the largest issues they face. Here is what some organisations said they needed to do:

“Attracting younger people into the organisation.”
“Attracting members. Coming into the 21st century and preventing the ‘old brigade’ from stifling the ‘young guns’.”
“Getting more young people involved, learning and using social networking to build our organisation.”
“Attracting committee members younger than 40 years.”

We have recently observed the power of truly connecting with a younger audience through the actions of the ‘student army’ during the aftermath of the 2011 Christchurch eathquake. Although the earthquake was a devastating tragedy, the galvanisation of so many individuals was an incredible triumph to the youth of that city and demonstrates the ability of what can happen when a powerful connection is made.

Catch Josh Levent, Vice President for Organisational Development at AIESEC NZ at our upcoming conference as he explores how you, as an organisation, can really attract youth with the work you do. What are the best recruitment channels you can use to effectively engage and attract the younger generation?

Click here for to register now for our HR conference and Josh’s workshop

Here are some tips that you may not be aware of to engage with a younger audience:

Create relevance – make opportunities relevant to the interests and needs of a youthful audience, use language that is quick, fun and exciting with emphasis on how they can contribute. Do it in a way that supports your brand though.
Create peer/advocacy groups – develop an advisory group, or make room for a younger person on your board – help them to market you to their peers.
Match mentors – develop individuals or teams among your youth and train them as team leaders, encourage ideas and collective learning
Give younger members the opportunity to learn about project you are working on that may be meaningful to them, and draw them to others in your organisation in their age group.

We suggest you ensure that your organisation is clear about why it wants younger members, volunteers or staff. If this is an agreed strategy then the older members of staff need to support the strategy and a strategic culture of embracing youth developed and fostered.

Click here for a great blog from leadership Management Australia about ‘embracing youth of today’.

On the generational issue—and I’m speaking as a baby boomer myself —I think we no longer can consider ourselves to have wisdom because we have experience. We need to switch to a “co-learning” role with younger leaders – and learn from them together as we make change. And that isn’t easy for a lot of us who were born in the babyboomer “Me” generation to shift and work alongside the “We” generation.

—Beth Kanter, Non-Profit Blogger

Beware of harvesting contacts for your database

Fri, 27 Apr 2012 03:24:00 GMT

When we first looked at how we at the NZARCT were going to get up and running, we were prompted by an awareness that there were gaps in capacity and capability within charities and associations. We knew we had an initial group of people who really wanted to talk with us – we then thought ‘well, if these individuals want to learn from our information, who else might be out there?”

There were several ways in which we could start to develop a database or list of individuals who we thought may be interested in what we had to offer. When we started to look at this as a possibility, we needed to be mindful of how we actually sought contact and what was deemed appropriate and what was not. Many charities and associations are really mindful of this, however, we do see organizations from time-to-time that are operating in a manner that doesn’t comply with gathering names and details of individuals.

So, as a rule of thumb here are a couple of tips for email marketing – things to be aware of if you are wanting to send your message to people who don’t know of you, and have never had any communications with you, and who have not requested it.

1. Send only relevant offers to consenting recipients
2. Include an unsubscribe function
3. Tell the recipient who you are
4. Apply the basic ”truth in advertising” doctrine
5. Do not abuse permission
6. Do not harvest email addresses

We have a subscribe button on our website (we hope people choose this!) and we have an unsubscribe button on our newsletter (we hope people don’t choose that!). This is why we try to provide information and tips that we feel are of relevance to you, our subscribers.

The one we feel you really need to watch is ‘do not harvest email addresses’. The ‘Standards’ clearly state that email addresses must not be harvested for the purpose of sending bulk unsolicited commercial emails. There are penalties for falling foul of that one.

And a parting comment from Keith Norris, Director, Public Affairs for the New Zealand Marketing Association. “Don’t get labeled as a ‘spammer’. Make sure you have permission to email and always provide an unsubscribe link.”

Please click here for the full best practice guide.

Charities need Trustees

Fri, 27 Apr 2012 03:23:00 GMT

Did you know there are still charities out there struggling to find good Trustees? We talk with charities regularly and although we are not surprised that many of them are struggling to find any trustees to supplement their Boards, we are still disappointed to find that they are struggling to get existing Trustees to keep up the energy to drive the Charity or Association forward.

And, to provide a New Zealand context, the Charities Commission Forums in 2011 identified “Finding suitably qualified people to take up places on the board.” as a key issue for some non-profits within the next 12 months.

This makes it even more critical for charities and associations to find a way to ensure that their governance of the organization fits with the organizations strategy for its future. Bice Awan from Skylight Trust will be exploring this issue in her workshop at the Human Resources Conference June 19. She will be exploring how to develop a governance model that fits your organization. How can you attract Board Members – allowing them to self-select how to balance their ability to give back (in the form of being a Trustee) in a way that fits their need to also continue with a busy life of work, family and leisure pursuits.

Click here for more about our conference programme including Bice Awan’s session

As a charity or association changes over a period of years, it is critical that existing Trustees provide a good platform for stability, with new Trustees bringing in fresh ideas and new ways of doing things. As our charities and associations are faced with issues ranging from finding new ways of funding to retaining volunteers and raising their profile with their key stakeholders, the role of a Trustee is becoming more critical. In a March 2012 report from Philanthropy Capital in the UK, they observe that “there is a demand for charities’ services rising: over half (54%) of charities surveyed in 2011 had seen increased need for their services in the current environment.

At the same time, funding is being squeezed. Statutory funding for charities is being cut by local authorities and other public bodies looking to make savings. Voluntary donations from the public are falling, and donations and grants made from investment income are under pressure as markets see-saw and interest rates remain low. “ I bet this sounds familiar to you – it certainly does to us!

For a full copy of the Philanthropy Capital UK report click here

The 4 Cornerstones of an Engaging Message Platform

Wed, 11 Apr 2012 01:45:00 GMT

By Nancy E. Schwartz

Publisher – GettingAttention.org / President – Nancy Schwartz & Company

Messaging is one of the most overlooked and under appreciated charity and association marketing strategies there is. That was confirmed in a recent messaging survey of more than 900 U.S. nonprofit communicators. Just 16% of respondents said their messages connect with their target audiences.

This is a huge loss, as effective messaging has significant ROI (return on investment). Creating engaging messages requires only a minor (if any) financial investment plus a moderate investment of time, but offers tremendous returns. The return on investment is huge: without messaging that connects, you’ll get nowhere with your marketing.

And, in a survey recently undertaken of non-profits by the Charities Commission here in New Zealand, between 50% and 80% of respondents said they were likely/most likely to need assistance with communications in the next 12-24 months.

I hear from many charity and association communicators who do believe in the power of messaging, but just don’t know where to start. This article guides you through crafting the four cornerstones of your nonprofit’s messaging—your message platform.

Three Must-Dos Before You Shape Your Message Platform

Take these three steps to ensure relevancy, the essence of messages that connect.

1. Clarify your top one or two communications goals—what you want to achieve; the action you want your audience to take to get you there.
2. Identify whom you need to engage to do so (your primary target audiences, no more than three).
3. Get to know what’s important to your audiences (wants, values and concerns) so you can articulate what’s in it for them and ensure no barriers stand in their way, and learn how best to reach them.

The Four Cornerstones of a Charity or Association Message Platform that Connects

When you’ve completed the three must-dos outlined above, you’re ready to draft, or refine, your organization’s messaging. These four components are the cornerstones of a strong message platform.

Be aware that although these elements are presented in a linear manner here, the message development process is cyclical rather than linear. For example, what you learn in building out your key messages and related support points may highlight an element that needs to be incorporated into your positioning statement. Design your timeline, and roles and responsibilities, for this process with that in mind.

1. Positioning Statement

Value

Connects your organization with those you want to engage by 1) linking it with what’s important to them; and 2) differentiating it from others competing for their attention, time and dollars.

Definition

A one to three sentence statement that positions your organization most effectively in the environment in which you work. It conveys the intersection of what your organization does well, what it does better and differently than any other organization (uniqueness), and what your audiences care about.

Key components of your positioning statement are:

What you do.
For whom (whom do you serve).
What’s different about the way you do your work.
Impact you make (something tangible, like a stat, is compelling here, see example below).
Unique benefit derived from your programmes, services and/or products.

Most, importantly, this is not your mission statement. Your mission statement is internally oriented and serves as your organizational road map. Your positioning statement connects your mission with what’s vital to your audiences, so must be externally oriented.

How to Use

Exactly as written in all print and online communications (with the exception of the occasional narrowly-focused flyer or mini-site).

Examples

The New Zealand Nutrition Foundation is a professional, non-profit organisation whose members believe all New Zealanders should have access to accurate information to enable them to make informed choices about food and the effect it has on their health. We help New Zealanders make these choices by providing a balanced viewpoint on important issues around food, nutrition and health.

@Heart has been providing support services to children with heart conditions and their families since 1984. Our practical and emotional support is vital for those affected, helping them cope with the day-to-day challenges of living with a childhood heart condition.

2. Tagline

Value

Extends your organization’s name to convey its unique impact or value with personality, passion and commitment, while delivering a memorable and repeatable message to your audiences.

Definition

Running no more than eight words, the tagline is your organization’s single most used messaging component. An effective tagline provides enough insight to generate interest and motivate your reader/listener to ask a question, without providing too much information so that she thinks she knows everything she needs to and doesn’t want to read more or continue the conversation.

Be aware that if you are creating a Maori version of your tagline, you may have to massage the direct translation to convey the same meaning.

How to Use

Exactly as written in print, online and verbal communications, including business cards and email signatures.

Examples

Organization: Lifeline Aotearoa
- You can choose change
- Ka Taea koe te huri to ao

Organization: Social Development Partners (formerly NZFVWO)
- Strong Organizations for Thriving Communities

Organization: Nutrition Foundation
- Enhancing the quality of life of New Zealanders by encouraging and enjoyable food choices as part of an active lifestyle. (Very long!)
- o Kia whakareia te ōranga o ngā tāngata o Aotearoa ma te whakamana i ngā wawatā hei tohu kai hauora, kai reka, hei oranga kakama

Organization: @heart (also has taglines for each program)
- Functional and emotional support for New Zealand kids, teens, adults and families affected by childhood heart conditions.

3. Key Messages or Talking Points

Value

Succinctly elaborate on your positioning statement and provide the necessary proof required for validation, while enabling you to tailor your messaging to specific groups among your target audiences.

Definition

A set of three to seven key messages that build on the information conveyed in your positioning statement and respond to most common questions asked by your current and prospective audiences.
Most talking points should run no more than two sentences. They can be customized to a specific goal or focus, topic or group.
Be prepared with supporting points (a.k.a. proof points) for each talking point.
Frequently developed for use in specific campaigns (fundraising or issue-oriented) and/or for specific audience groups.

How to Use

Use in both written and verbal conversation.
However, talking points do not represent the exact words that must be used (especially in conversation), but rather convey the essential ideas to be conveyed. They can be customized for greater impact–to the specific interchange, the interests of the person you’re speaking with or emailing, and/or the topic of conversation.

Examples

4. Elevator Pitch

Value

Enables you to transform any social contact (not just those that take place in an elevator) into a conversion opportunity (asking for more information, scheduling a call, etc.) in 60 seconds or less.

Definition

A conversational technique featuring a variation of your positioning statement, customized to the interests of the person you’re talking with, the context of your conversation, the “ask” you’ll be making and/or other factors. Takes no more than 60 seconds to deliver; 30 seconds is ideal.

These are the four steps to get there. Start with step one and end with step four, but the order of steps two and three can vary:

1. The lead-in. This is where you introduce yourself and your role in your organization to set up the conversation. It’s intended to spark the interest of the person you’re speaking with.
2. The differentiator. This identifies your organization as providing a unique resource valued by the person you’re speaking with, one that deserves immediate attention.
3. The hook. This is an open-ended conversation starter that allows you to assess the prospect’s interest level.
4. The call to action. This is the request to schedule a follow-up call to discuss the matter further, make an online contribution or participate in a gathering for prospective members, thereby making the conversion. Make it specific, clear and doable (e.g. don’t ask too much, especially in an initial conversation).

NOTE: It’s vital that the “pitcher” is adept at following the lead of his conversational partner to make the most of the short period he has. Role playing is an effective way to build this skill.

Examples

Hi, I’m Geoff Lawson, CEO of The Grandparents Raising Grandchildren Trust. We help grandparents who are faced with raising their grandchildren alone. Did you know we have over 5,000 members?

We have 5 Field Officers and over 30 support group co-ordinators throughout New Zealand, providing a critical support network for grandparents of all ages, mostly over the age of 50. With estimates of over 10,000 New Zealand children being raised by their grandparents we are in great demand.

With energy levels that may be less and earning capacity decreased, our members are thrown into the stresses of child-rearing again - just as they are looking forward to a time of greater leisure and relaxation. This adds extra financial, physical and mental stress, as grandparents try to establish a safe, stable and permanent home environment for their grandchildren while battling with legal complexities.

We need your support so we can offer solutions for the myriad of issues our members are facing.

19 Elevator Pitches for Good Causes

These video clips of elevator pitches for U.S. organizations like yours are useful models of what to do, and what NOT to do. You’ll know at a gut level what works and what doesn’t.

Now It’s Your Turn—Next Steps

Your next step is to compare and benchmark your organization’s current message platform against this checklist:

What elements are in place as defined above (or near enough)?
For those that are in place, were they created based on the three “must-dos” outlined at the beginning of this article?
- If yes, you have some of the four cornerstones already in place.
- If no, you’ll need to start at the very beginning, with your positioning statement.
For those cornerstones you need to revise, or create for the first time:
- Start with clarifying your communications goals.
- Identify those you need to engage to meet those goals, and get to know them.
- Start shaping your cornerstones based on this framework.

Nancy E. Schwartz helps nonprofits succeed through effective marketing. Nancy and her team provide marketing planning and implementation services to nonprofit organizations and foundations nationwide. Nancy works with the New Zealand Association Resource Centre Trust to assist build capacity and capability with non-profits. She is the publisher of the Getting Attention e-update and blog. For more nonprofit marketing guidance like this, subscribe to her e-update here.

Resource: Charities pay private organisations to fund-raise on their behalf

Wed, 04 Apr 2012 03:44:00 GMT

By David Fisher

From time to time, we come across articles that we feel would be of benefit to you in their entirety.
We credit the author and source and do not alter any content of the article.

Please click here to open the PDF from the Herald on Sunday

Resource: 8 Tips for retaining members

Wed, 04 Apr 2012 03:41:00 GMT

By Jacinta Hannaford and Candice de Chalain

From time to time, we come across articles that we feel would be of benefit to you in their entirety.
We credit the author and source and do not alter any content of the article.
Please click here to open the PDF from Third Sector Magazine

Advance registration for those contributing to People byAssociation Human Resources conference

Wed, 04 Apr 2012 03:34:00 GMT

We have invited those who contributed to the development of this conference, including survey respondents and those suggesting speakers to advance registration. This is in recognition of their input from which we have developed this conference – your feedback has crafted the content and speaker selection.

A special notice was sent earlier, if you have not received this and contributed to our conference programme please call Rosemary 09 419 0042 or email rosemary@associations.org.nz for a special invitation.

An invitation to register will be sent to the rest of our subcribers next week, so keep your 'eyes peeled' for notification that registrations are open.

Gaining great PR coverage

Wed, 04 Apr 2012 03:32:00 GMT

In a world where it is becoming increasingly difficult for organisations to ‘have a voice’ we are always looking for ways in which to be heard. And, with lots of charities and associations looking to be featured in publications, how can you increase your chances of getting your name and cause out there? Here are some ideas you may like to consider:

Local community newsletters and business magazines: research local newspapers and magazines – get a feel for what their readers may be interested in and present your story in a way that could appeal directly to them.
Tell a story: find an angle that would be interesting to readers such as an interesting statistical fact or figure and then build a story around that to provide a unique or compelling context for the reader.
Ensure the focus is relevant for the publication you are submitting your press release to – consider the potential impact of your story if it is targeted to that particular publication and tailor it if necessary to a select number.
Make it easy for the publication to publish – ensure the article is well written and doesn't need too much editing and you may increase your chances of being published.
Be on time – a missed deadline is a missed opportunity.
Selective targeting – consider a more sniper-like approach rather than a scatter-gun. The opportunity is to become known to certain publications so it becomes easier to create a relationship for future publicity.
Build relationships – by becoming an ‘expert’ in your field, you can become an authority that journalists will come to for information or opinion. Creating this kind of relationship can do great things for your organisation’s profile.
Get started with expert advice if you don’t have it in-house. Partnering with a media expert initially means that you can gain valuable experience and then be able to manage some media relations yourself when required, and have a media partner when necessary.