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April 24th 2017 – MemCom have announced the shortlist for the Membership Excellence Awards

The MemCom Membership Excellence Awards celebrate outstanding membership marketing, communications, product and service development. Running since 2005, they highlight best practice, teamwork and leadership and are now the most established awards in the sector. 

The winners from each category will be announced at the prestigious MemCom Conference and Awards 2017 at County Hall, London on May 17th. MemCom received more award entries in 2017 than in any previous year and the standards were exceptionally high.

Congratulations to the shortlisted candidates and teams:

  • Association of Accounting Technicians
  • Association of MBAs (AMBA)
  • Association of Project Management
  • b2b partnerships
  • BCS, The Chartered Institute for IT
  • Boundless
  • Box UK
  • British Airline Pilots’ Association
  • British Association of Counselling & Psychotherapy
  • British Institute of Facilities Management
  • British Institute of Radiology
  • British Pest Control Association
  • Chartered Institute of Building
  • Chartered Institute of Building Service Engineers
  • Chartered Institute of Marketing
  • Chartered Institute of Procurement & Supply
  • Chartered Institute of Public Finance & Accountancy
  • Chartered Institute of Public Relations
  • Chartered Management Institute
  • Chartered Quality Institute
  • Chartered Society of Physiotherapy
  • Chartered Trading Standards Institute
  • Community Practitioners & Health Visitors Association
  • Electrical Contractors’ Association
  • English Heritage
  • Federation of Small Businesses
  • Harley-Davidson Owners Group (H.O.G.)
  • Institute & Faculty of Actuaries
  • Institute of Biomedical Science
  • Institute of Risk Management
  • Institution of Engineering & Technology
  • International Air Transport Association (IATA)
  • James Pembroke Publishing
  • National Deaf Children’s Society
  • Pedalo Web Design
  • Qdos
  • Recruitment & Employment Confederation
  • Recruitment & Employment Confederation (REC)
  • Redactive Media Group
  • Research by Design
  • Royal Academy of Dance
  • Royal College of Midwives
  • Royal College of Occupational Therapists
  • Royal College of Surgeons
  • Royal Institution of Chartered Surveyors
  • Royal Pharmaceutical Society
  • Royal Society of Biology
  • Royal Society of Chemistry
  • Royal Statistical Society
  • Royal Town Planning Institute
  • Think Publishing
  • UK Chamber of Shipping
  • Youth Sport Trust


MemCom would like to use this opportunity to also offer a special thanks to all the 2017 esteemed MemCom Membership Excellence Award judges.

Sinéad Whelan, Head of Membership at TOPRA is on the MemCom 2017 judging panel: “I’d like to congratulate all the very worthy shortlisted award entries. The standard of entries was exceptionally high this year which reflects all the outstanding work that’s coming out of the sector. I’m looking forward to honouring the best in membership, communications and leadership at the awards ceremony next month. Let’s celebrate our success!”

the MemCom conference, the awards lunch or the whole event on May 17th 2017. Follow the link to choose your preferred option and reserve your place now.

How can organisations measure member engagement?  Meet the smartengagement Index


Every organisation whether it realises it or not has a culture through the actions of its people and those it comes into contact with. For example, there are some organisations that have an easily identifiable sales culture. Everything they do is focused on the single goal of making sales. In fact having air to breathe comes a close second to making a sale.


When it comes to member organisations we believe that the long term successful ones will be those that display and undertake a culture of engagement. You can have the best CRM system there is but if it is not member centric then it will not help to uncover the engagement challenges and opportunities.


Engagement has a very important role to play in the strategic development of membership organisations. By understanding member engagement at any given time and looking at past and future trends, the organisation can take actions that should result in an increase in revenue, growth and member retention.


Many membership organisations struggle to retain members which means a constant drive for new members. This is both costly and soul destroying at the same time. But raising the retention rate through understanding engagement of members would go a long way to helping the long term success of the organisation. As soon as a person or company joins the member organisation that is when engagement needs to start being measured.


If members are not engaged they are much more likely to leave resulting in a loss of income and perhaps damage to the organisations’ reputation. The reputation issue is especially likely to become a negative issue if the member felt that they had a poor experience. Word spreads like wildfire and is only heightened by the numerous social media channels available that carry messages.


If warning signals; which can include hesitancy to renew, late renewal payments or cancelling attendance at an event can be reviewed on an ongoing basis through measuring engagement then poor outcomes can be avoided.    As a contrast to warning signals, organisations can find signals to celebrate. These signals help indicate more engaged members which can lead to more spending, greater advocacy and more willingness to volunteer in some capacity.


To stand out from competing membership bodies, you have to offer benefits to attract members. If the benefits are not compelling enough then less people will join. Equally if a member joins and then doesn’t use the benefits they are unlikely to renew as they are not making the most of the benefits. 


Few organisations actually analyse engagement in a meaningful way. Money is often used as method of measuring engagement. For example, member subscriptions increase year on year and that could be seen as successful engagement. But is it? What if the subscription income is going up because new members are joining but existing members are leaving?


Some organisations measure everything they can. They gather data but miss on knowing what to do with it. The basis of effective management is that it all needs to relate back to the overall objectives of the organisation. Looking at the objective of improving engagement needs to be further developed to define exactly what success will look like.


Organisations look at small things, maybe even the wrong things. They measure in isolation and interpret in a way that doesn’t help them grow. And rarely do they look at the emotional connection of their members. What sentiment is in the tone of the e mails? Capturing the phone calls, what was the tone? Are they positive or are they negative? What emotions or sentiments are you evoking?


Existing platforms or systems or apps or whatever term you wish to use often fall short in being able to answer the membership engagement question. Just how involved are members? When are they most involved? Are they using your benefits? And what are the trends year on year. If only you had a way of capturing such intelligence? Wouldn’t that be a big help in making strategic decisions for your membership organisation? We think it would.


And that is why we decided to work alongside internal and external thought leaders to come up with an engagement app to help membership organisations measure member engagement. After all we are in the business of helping our clients develop and grow through our technology and services.


Following a period of research and development we have now developed an app that enables membership organisations to capture engagement data and information together in one space.  Terms such as sentiment, feelings and emotion can now be analysed. And as engagement is inextricably linked to these words this can only be a good thing. You could be forgiven if you think this all sounds very nice but surely it’s not possible to measure such terms. Well now you can.


Everything we have briefly mentioned in this article can be brought together under the smartengagement Index, which is a platform that has been specifically designed with you, the membership organisation in mind. It looks at all the elements mentioned and (because of the in-depth knowledge and experience of member organisations which the smartimpact team has) it takes account of ‘behind the scenes’ science to enable you to capture the true engagement picture of your organisation at any one time.


The smartengagement Index can also be used as a moment in time ‘sensor’ enabling you to keep your finger on the pulse of the feeling and engagement levels in your organisation. What trends can be seen, how engaged is an individual member and how engaged is a set of members in your organisation are all questions that can be addressed through the system. From the individual, to a member set, to the entire member body you can discover engagement in a multitude of ways.


If you would like a demonstration of the capability of the smartengagement Index platform to see how it would benefit your organisation please just contact us by e mailing to or call us on +44 (0) 845 544 2043. We look forward to helping you. 


One of our core values is being able to help you with your member growth and as a result we bring our internal and external advisors to be with you as well as our technology for every step of your engagement journey.

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ACS Urges Government to Focus on Effective Measures to Tackle Litter


The Department of Environment, Food and Rural Affairs have published their new strategy to tackle litter in the UK which includes the creation of a working group on the feasibility of a deposit return scheme for bottles and cans.


The strategy, announced on April 10th by Environment Secretary Andrea Leadsom, states that a working group will be created to “consider regulatory options and measures to target particular types of item or product. For its first piece of work, Ministers will ask the group to consider the advantages and disadvantages of different types of deposit and reward and return schemes for drinks containers, and to provide advice by the end of 2017.”


ACS and SGF (the Scottish Grocer’s Federation) have strongly opposed the introduction of a deposit return scheme due to the significant time and cost burdens that such a scheme would place on retailers.


Association of Convenience Stores chief executive James Lowman said: “We welcome the opportunity to discuss effective ways to tackle litter with the Government and other industry experts, but have serious concerns that a deposit return scheme would place heavy time, cost and resource burdens on convenience stores. Our research shows that 70% of consumers prefer to use their existing kerbside recycling facilities, demonstrating how unnecessary and ineffective a deposit return scheme would be.”


ACS and SGF have commissioned independent focus groups with retailers and consumers in England, Wales and Scotland to investigate the feasibility of a deposit return scheme. The overwhelming view from retailers was that the schemes would be impractical to implement due to the space that a scheme would demand in store (both from the perspective of a reverse vending solution and a manual return solution) whilst creating create a logistical nightmare for staff who may have to accept large volumes of recyclable material instead of serving customers.


Focus groups with consumers also found problems with a possible deposit return scheme. Among the groups, it was evident that at home recycling is being used by consumers, and that the barriers to recycling would not be solved by DRS – instead the focus should be put on improving the existing kerbside facilities and making more packaging recyclable.


Polling of 2,000 UK adults conducted by Populus in March shows that 70% of consumers prefer to use their existing kerbside recycling facilities. Consumers also responded that they were likely to recycle more if more packaging was recyclable (37%), packaging was more clearly labelled as recyclable (35%) and recycling household collections took a greater range of recycled goods (29%).


Mr Lowman continued: “Where measures are clearly effective and not a burden on retailers, we have given our full support. ACS has consistently been in favour of extending the 5p carrier bag charge to all businesses (not just those with over 250 employees), a measure that has already reduced bag usage by several billion since its introduction.”


ACS submitted evidence to the Environmental Audit Committee earlier this month. The full submission is available here:

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Transforming the Operational Efficiency of Your NFP…the Verdict!

So, you run a membership organisation, and you’ve got that despondent feeling that your group is underperforming. Nothing concrete, but you’ve got that sinking sensation in the pit of your stomach that you’re not on top of your game. Maybe you could be slicker. Perhaps it’s time for a new membership category or a new service to get you back in the game. Or even time to bring your tech systems up to date: even cut overheads by switching some of your time-consuming member admin burden to self-service!


Start with the CRM system, then think through your membership categories? Who knows, you might even interest members in a certified training scheme, or at least ginger up your current offering with some virtual reality? But all that costs money. And, even if you could convince the Board, where would you begin? Better do some research or, better still, give someone else the task of investigating the market? At least that way you can say you’re making progress!


Well, if you were really lucky, shortly after having those nagging doubts, you would have found yourself sitting-in on ProTech’s recent seminar entitled ‘Improving Your NFP’. Not just because it brought together a group of like-minded individuals, but because among its speakers were experts in CRM systems; providers of assessment, certification, and workforce learning; pioneers in learning technologies; and workers at the coal-face of data and business strategy.

Introducing the session, Jenny Parsons, ProTech’s Chief Operating Officer, was quick to point out that most of your frustrations probably stem from working with disparate systems inherited – or procured – over time, and without strategic direction. Or processes that have evolved in different directions across different regions. Or frustrated attempts to standardise processes within the confines of available technology. Of course, the Holy Grail is a fully integrated system, but where to start?

Allen Reid, Director of Client Projects, Hart Square


A show of hands revealed that a fair proportion of Allen Reid’s audience were ‘investigating’ the market on behalf of their organisations – probably not for the first time – and if events followed their normal course some of their businesses would end up with a ‘feature-dump’ of requirements leading to some sales demos, a rush to contract (and budgets), and a massive specification document to cover all eventualities. Unsurprisingly some would result in costly failure.


Thirty-one percent of projects fail because of poor definition of business requirements, poor process designs, and recreation of inefficient processes in the new system. Twenty-four percent are down to people, lack of user adoption, poor execution skills, and lack of time or focus on implementation. Twenty-nine percent lack a strategy with clear and detailed goals and objectives. Of the remaining portion, failures come from a range of issues, including poor of missing functionality, or the burden of unwarranted customisation.


Hart Square are an independent consultancy that work with over 50 CRM and web suppliers. Their role is help NFPs choose a CRM supplier by asking key questions, and in so doing to unblock the pipeline to success.


In Reid’s estimation, a CRM project actually starts before the first client meetings by understanding the business’ strategy, with a business process review, the gathering of requirements, and the drawing of a road map. Next come the introduction of a business case, the drawing up of a realistic detailed budget, and a project plan. The business case will lead to buy in – from staff, officers, and the Board – and give clarity to the ultimate objectives; transparency over what the project will cost in time and money; and a clear and unified call to action.


But it is also your responsibility to get to know your supplier. This isn’t speed dating, and it is your responsibility to really study them. Find out how big, well resourced, and experienced they are. Have they undertaken this kind of project before, or will they be learning on the job – and at your expense! Software preferences and prejudices are a distraction, but does their culture fit with yours? And as time is the biggest part or every project, don’t undervalue it, and recognise that you’re in it for the long haul.

John Fecci


It is easy to misunderstand augmented and virtual reality and tempting to view it as just the latest techno fad, or dismiss it as simply the preserve of gamers. But you’d be wrong! And, as John Fecci, commercial director for eLearning studios demonstrated, the three related fields of augmented reality, 360 video, and virtual reality, are emotive tools that embed learning far more effectively than online box ticking. Each has its advantages and appropriate application, but they are distinct learning approaches delivered through a headset.


Augmented reality can be used to overlay details on actuality, and can be used on-the-job by, for example, service engineers attempting to diagnose faults in technical systems. Unlike 360 video which allows trainees to see – but not interact with – the task they have to perform in a realistic environment, or virtual reality where every aspect of a situation has been pre-programmed and the software helps the trainee to learn a job by giving haptic responses to their actions. In each case, immersion, emotion, and experience are the outcomes!


Experience so far shows that all three have particular relevance in situations where real-life training would be either dangerous – such as firefighting; or too expensive to keep practicing on the real thing; or where health and safety procedures or scenarios like evacuation must be practiced for use in an emergency.


How long the positive effects of learning this way will last once it becomes commonplace is unclear, but Fecci’s view is pragmatic. Virtual reality is not going to overturn other forms of learning, it just does some things better – like the microwave oven – it won’t ever replace the cooker!

Chloe Mendonça


Chloe Mendonça, UK Marketing Manager, Questionmark, describes the technologies and services that enable organisations to measure knowledge, skills, and attitudes securely and achieve successful learning outcomes. Solutions enable reliable, valid and defensible assessments by providing learning and testing professionals with collaborative authoring tools, accommodating participant needs with blended and multilingual delivery and informing stakeholders through timely reporting and meaningful analytics.

Steve Shiels


Steve Shiels, Professional Services Manager at ProTech, gets to grips with the wealth of data generated by trade association learners, and suggests ways in which this can harnessed across multiple processes, to improve learner engagement and operational efficiency.


Ian Roach


Ian Roach, ProTech Senior Business Consultant, provides a comprehensive analysis of the perfect membership scheme as based on analysis by MemberWise. Their practical guide on Membership Scheme Management and Development is invaluable for any NFP executive setting out to devise a new membership strategy, or revise their current one.


How was it for you?


Personally, I found it a useful and informative day that reflected my own past experience of searching for trade association tech solutions and, as always, tend to wish I’d had the benefit of this knowledge then. But that’s the beauty of hindsight! What is more important is the reaction of the ‘man or woman in the street’. This is what Charlotte Kenny, Quality Officer, University of the Arts London, had to say:


“I was asked to stand in for another member of staff on this occasion so I didn’t have any expectations whatsoever regarding the event apart from the fact that I thought there would be more people in attendance but I thought it was very professionally run and made me inclined to find out more about ProTech, an organisation that incidentally I’d never heard of before. I suppose I found the talk on learning within a Virtual Reality environment the most interesting but not sure how that would work within an arts environment but that may be due to my limited imagination.


Possibly the most relevant talk of the day was the first one by Allen Reid from Hart Square. I found that the most informative and I thought he was a very good speaker. The content of his talk is something that I will definitely discuss with colleagues here and hopefully that will inform any work that we do in this area.”

Michael Hoare

©2017 M J Hoare





Association executives will all have experienced difficulties with presidents, chairmen, or directors. They are a mixed bunch and over the years the good, the bad and the ugly come and go. Never-the-less, as professionals you have to get on with them, accept their peculiarities and petty likes and dislikes whilst the serious business of governance goes on.

In my twenty-odd years’ working my way up through membership bodies, trade associations, and charities, I’ve discovered that Boards come in many shapes and sizes. Each adopting a different attitude to the responsibilities they have taken on – sometimes unwittingly. They range from the indolent to the hyperactive, the distant to the micro-managing, and all shades in between. Their attitude to the chief executive and secretariat can also vary wildly.


Some see the association as their personal fiefdom, with the staff as serfs to do their bidding; the chief executive’s prime functions to ensure the success of the golf day and the quality of wine at the annual dinner. Such attitudes stem from the days when association secretaries ruled; when finding a place on a Board or committee was one way for family firms to distract patriarchs who refused to step aside; when a culture of amateurism prevailed; and directors’ focus was sometimes blurred.   In my time I’ve met them all – the commanding, the conniving, the conceited, and the committed – but when it comes down to it there are two distinct types of association Board. One meddles and micro-manages in the mistaken belief that as business people themselves they must be able to do better than their ‘employees’. The other understands their strategic role but accepts that the secretariat are professionals – experts in their field – with the CEO taking operational responsibility on a day-to-day basis. Only the chairman can determine which route they take.


But don’t let’s fool ourselves, chief executives can be a mixed bunch too.  Perhaps best described as entrepreneurs, showmen, and diplomats all rolled into one, they have to juggle the often conflicting interests of their members to achieve consensus, and they can be complex characters. Nevertheless the key relationship is that between the chairman and the chief executive, and trouble follows where this fails. As well as a shared commitment to the cause, relationships must be based on mutual respect and trust. They must be frank and open, with problem areas being addressed amenably. Empathy, communication, humility, and self-awareness are the key differentiators.


The two roles must be complementary. The chairman is responsible for leading the business of the Board while the chief executive manages the association’s business. The chairman and the chief executive must be aware of each other’s activities and work together as a team. The duties of the chairman – a non-executive role – arise from their position as the chief elected officer of the association and their responsibility for presiding over its official business and the Board. The chief executive is responsible to the chairman and the Board for directing and promoting the operation and development of the association consistent with its primary objectives. In so doing they exercise executive stewardship over the association’s physical, financial and human resources.


There used to be a joke along the lines of, ‘what’s the similarity between a non-executive director and a shopping trolley?’ Answer: ‘They both have a mind of their own, but you can get more food and drink in a non-executive director!’ It may be an old chestnut, but it illustrates that the fault line between executive and non-executive responsibilities is often where most tension develops. Some secretariats are resentful of the oversight of a largely non-executive Board that they sense doesn’t share their vision or commitment – or jeopardy to their income – or appreciate the skills and professionalism they bring to a difficult job. Therefore, not-with-standing their fiduciary responsibilities, and duties to members, every Board must remember that the lively-hoods and well-being of all those employed by the association are at stake and the consequences of ignoring this fact can be enormous. Believe me, I’ve been on both sides of the fence, as director, chief executive, trustee, and humble foot-soldier, and I know how morale suffers when internecine warfare sours relations or the Board appears to lose the plot!

Michael Hoare

©2017 M J Hoare


The Security Institute and ITN Productions are to produce a news and current affairs-style programme hosted by national newsreader Natasha Kaplinksy, and launching on 3rd October 2017


‘Creating a Security Culture’ will bring to life this vital sector in a news-style programme that will combine a mixture of key interviews, reports and sponsored editorial profiles from leading organisations. Security affects everyone on a daily basis and the new programme will look closer at how and what makes us feel safe online, in the workplace and during a day out. It will also tackle the importance of security professionals obtaining enhanced qualifications so that they are better equipped to deal with the challenges of security management. Other areas include counter terrorism, conflict management and business crime.


‘Creating a Security Culture’ will be launched at the Security Institute Annual Conference, on 3rd October 2017 at Armoury House in The City of London. The programme will form part of a communications campaign featuring Security Institute members, professional partners, influential individuals within the government, as well as journalists, writers and bloggers.


Andrew Nicholls, Chief Executive of The Security Institute said: “The Security Institute has a large number of members who have great skills and talents. There are also many examples of security people who go the extra mile in completing the challenges of their work. By working with ITN Productions we will be able to tell the story about the work of Security Professionals and the advantages of membership of the Institute.”


Simon Shelley, Head of Industry News at ITN Productions said: “ITN Productions is delighted to be partnering with the Security Institute to explore this critical and complex profession that works to keep society safe. We’re excited to embark on this project and engage with key organisations and people dedicated to shaping and improving the future of security, and ensuring the profession is appropriately recognised and respected.”


For more information, or to participate in the programme, please contact Simon Shelley, Head of Industry News at ITN Productions on 0207 430 4810 or

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Announced on 10th April, Data Pitch is a new European-funded project bringing together established businesses and start-ups to meet today’s challenges with data.


Data Pitch will provide up to 50 European start-ups and SMEs with world-class business support including: up to €100K equity-free funding, expert mentoring, investment opportunities, and access to data from established businesses and the public sector.


Data Pitch is also recruiting businesses and other organisations to share their data via a new, secure data innovation lab, based at the University of Southampton. They will also help define the challenges along with the Data Pitch team and a range of industry experts spanning from agriculture to health. Start-ups will be encouraged to use this data to address the challenges by developing innovative products and services.


Start-ups and SMEs will be able to apply for a place on Data Pitch from 1 July 2017. The successful ones will be selected in October and November 2017, and the first cohort will join in December 2017. Each start-up will be on the programme for six months. The ambition is to create an innovation ecosystem for Europe, where larger organisations work closely with agile start-ups to innovate and learn from each other, using data as an enabler to solve problems.


Elena Simperl, Professor at University of Southampton and Data Pitch project Director said:


 Data Pitch will create a European ecosystem for data-driven innovation. In the digital age, every organisation – public or private, big or small – generates and owns substantial data assets. Not all of them have the opportunity to use this data effectively. With Data Pitch, we take an established open innovation model and apply it at European scale – we pair some of the most creative entrepreneurial minds in 28 countries and help them to solve data challenges that matter – for the economy, for the environment, for science, and for society as a whole.


Jeni Tennison, CEO at the ODI said:


 Start-ups have the skills, agility and energy to create novel and innovative solutions using data. Corporates need to understand the benefits of publishing and sharing data to take advantage of this innovation and realise the efficiencies, product opportunities and increased productivity that effective use of data can bring. Data Pitch will allow both corporates and start-ups to experiment with ways of encouraging open innovation using data in a safe environment.


Data Pitch will begin by running online and offline ‘datathons’ in Spring 2017, around themes including smart cities, health and wellbeing, and food and agriculture. Ideas for the datathons will be crowdsourced and put forward by data providers, bringing together start-ups, data scientists and experts to work on a case during a hackathon.


  • Up to 50 start-ups and SMEs to receive equity-free funding of up to €100k
  • European Commission commits €7.1m into data driven innovation, and €4.8M to directly fund start-ups and SMEs over the next 3 years
  • Start-ups will work with data from established businesses to tackle top industry and societal challenges
  • Data Pitch follows the lead of Open Data Incubator Europe (ODINE), whose 57 successful projects generated €16M in sales and investment since its launch in 2014, and created 268 jobs
  • The three-year project will be delivered by the Open Data Institute, The University of Southampton, Portuguese innovation company Beta-i and French data marketplace platform Dawex. It is funded by the European Union’s Horizon 2020 research and innovation programme.

For more information go to:

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Breakfast, Discussion & Presentation, 11th of May, London

This free educational event will give you practical help on successfully delivering integrated digital services to your members. Additionally, your team will have the opportunity to network and discuss the challenges you are facing with other organisations facing similar obstacles. At this important event, Hart Square will help facilitate this discussion and derive some answers.


Sign up for free here


As independent CRM consultants, we have noticed expectations from members have increased dramatically in recent years, which in turn is putting pressure on Membership Bodies for more online self-service, mobile access and personalised content.


The benefits of modern member engagement systems are clear:


Improved relevance to members, increasing retention and revenue
Improved understanding of member needs, leading to targeted services, cross-sell and up-sell
Streamlined services, saving time and money
Improved flexibility to bring new offerings to market
Improved business insight, allowing proper strategic management


The challenge is that membership bodies are often working with systems, which don’t connect and can create barriers to staying competitive. The bodies are left asking:


What does modern member engagement look like? What should I be aiming for?
Do I upgrade my current systems or replace them?
What about integrating my CRM, website and campaign email systems?
What is the rest of the sector doing?


This workshop will examine the questions above and allow you to hear from industry experts and other organisations successfully addressing this challenge.


More info



8:30 – 11:00

Details TBC

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Early-bird tickets are now available for TechSmart NFP 2017, and if you’re a charity, membership body or trade association and your challenge is that you know what you need to do, but don’t know how to get started, you could save yourself 12 weeks by attending this one event.

You can also rub shoulders with industry experts who live and breathe professional membership, charity and NFP technology. And get the answers to all of your burning tech, data and digital questions by sharing the experience of over 250 delegates, 30 industry experts, 6 client case studies, and 3 keynote speakers. And all under the one roof!

Why TechSmart NFP?

Hart Square the, organisers of TechSmart NFP, provide independent consulting services to professional membership and fundraising organisations, charities, trade associations and the education and healthcare sectors. Having been in the industry for over 20 years as CRM consultants, they found that their NFP clients had continual problems making technology decisions and navigating through the tech landscape with very little guidance and support. Ironically, the technology providers within the sector had no platform to explain how, and why, to use their software in a manner that really addressed their clients’ needs. Given that Hart Square are organisers of 12 other annual educational events, they felt that TechSmart NFP was the natural next step.

What’s in it for me?


Get your business questions answered by sector experts


Learn from live client case studies and discover how they addressed their digital challenges


Join in-depth discussions on common and ‘not-so-common’ industry and technology challenges


Learn how to use technology to better engage with your members, how to get the most out of your data and what technology you should use


You could attend 4 other events and still not meet as many people in your industry as you will at just one TechSmart NFP event


Learn how to plan for your future and take action on your strategies


Learn how to mitigate the risks of your tech project – avoid overspend and overrun without compromising on quality


Your members are living in the cloud – we’ll teach you how to find them there


Discover where the sector will be in 3 years from now, and learn what you can do today to not just prepare for it, but take advantage of it.

Where’s it at?

TechSmart NFP 2017 will be at the iconic County Hall, on the riverside – next to The London Eye and opposite the Houses of Parliament and Big Ben – with stunning views across The Thames towards Westminster.

Specifically chosen because it allows delegates, sponsors and partners easy access to all areas, the layout of the venue encourages networking in a non-pressured environment, with space for informal conversations. The food is also great!

Register: TechSmart NFP 2017, Tuesday 28th November 2017, County Hall, London


New DG for UKPIA


The United Kingdom Petroleum Industry Association (UKPIA) – which represents the interests of eight member companies engaged in the UK downstream oil industry on a range of common issues relating to refining, distribution and marketing of oil products, in non-competitive areas – is looking to appoint a new Director General. A salary in the region of £120,000 should prove quite attractive, but for the money you would be accountable to the President and Council, for effective leadership of the Secretariat as well as developing and implementing the Association’s strategic agenda on advocacy, communications and safety leadership.


It goes without saying that the appointment needs an outstanding leader, and one that understands the complex remit and responsibilities of the organisation. Go online to LinkedIn if you’re interested:


FSB: Policy Advisor – Enterprise, Innovation & Trade


The Federation of Small Businesses (FSB) – self-styled experts in business – is looking for an experienced policy advisor to research, develop and communicate policy in enterprise, innovation and trade. Members, especially smaller businesses, are offered a wide range of services including advice, financial expertise, support and a voice in government. The Enterprise, Innovation and Trade portfolio will cover a range of economic, business and technological policy issues including start-ups and small business growth, innovation/ research and development, intellectual property, and other trade and industry issues.


Candidate are sought who can exercise high quality thought leadership can influence Government thinking and employ highly effective verbal and written communication skills.