Managing A Public Speaker Bureau [electronic resource] : A Manual for Health and Human Services Organizations /
Gambescia, Stephen F.author.
Gonzalez, Evelyn.author.
When health and human services organizations (new, established, or mature) engage in a strategic planning process, invariably the suggestion is made to offer a public speaker bureau to support their mission. As a pro­fessional in the health and human services field, you probably have encoun­tered, to some degree, the services provided by an organization's speak­ers bureau. You have heard speakers representing organizations or you may have been a staff or volunteer speaker for an organization. Public speaker bureaus are ubiquitous. Providing a public speaker bureau usually makes sense. It provides an easy and relatively inexpensive way to impart useful information to your constituents or the public, or serve as a marketing or fundraising tool. A public speaker bureau can increase your visibility in the communities that you serve or would like to serve. Throughout our score of years of experience in the health and human services fields, we were struck by the lack of attention given to most organ­izations' public speaker bureaus. Again, while most organizations felt the need to have a speakers bureau, relatively little attention was given to the management and evaluation of this service. In fact, few organizations spent quality time determining whether or not a public speaker bureau was, indeed, needed and, if so, what should be its strategic purpose in serving the mission of the organization.
Description based upon print version of record.
Includes bibliographical references and index.
One The Purpose of Your Organization’s Public Speaker Bureau -- Two Creating Your Promotional Material -- Unique Identifier -- Aesthetically Attractive -- Benefits Statement -- List of Topics -- Speaker Request Form -- Procedures, Policies, and Conditions -- Other Information -- Three Recruiting Speakers for Your Speaker Bureau -- Speaker Characteristics -- Recruitment Is a Process -- Four Orienting and Training Your Speakers -- Topical and Issue Areas -- Public Speaking Techniques -- Logistics Training for Your Speaker -- Formal Public Speaker Bureau Trainings -- Five Tools and Resources for Your Speakers -- Resources -- Educational Tools -- Equipment -- Six Publicizing Your Public Speaker Bureau -- News Releases -- Homepage on the World Wide Web -- Direct Mail -- “What Else?” Marketing -- Speakers’ Marketing -- Seven Coordinating Requests from Your Constituents -- Processing Your Speaker Bureau Requests -- Interaction with the Group’s Contact/Coordinator -- Eight Securing a Speaker for an Engagement -- Confirming the Speaker Request -- Identifying Critical Success Factors for the Time/Date/Place of the Speaking Engagement -- Nine Evaluating Your Public Speaker Bureau Program -- Overall Program Evaluation -- Other Speaker Evaluation Questions -- Evaluating the Site and Site Coordinator -- Implementing Continuous Evaluation and Improvement of Your Public Speaker Bureau Program -- Designing an Evaluation Program for Your Speakers Bureau -- Balancing Systematic and Informal Evaluations -- Ten Summary and Final Tips for Success.
When health and human services organizations (new, established, or mature) engage in a strategic planning process, invariably the suggestion is made to offer a public speaker bureau to support their mission. As a pro­fessional in the health and human services field, you probably have encoun­tered, to some degree, the services provided by an organization's speak­ers bureau. You have heard speakers representing organizations or you may have been a staff or volunteer speaker for an organization. Public speaker bureaus are ubiquitous. Providing a public speaker bureau usually makes sense. It provides an easy and relatively inexpensive way to impart useful information to your constituents or the public, or serve as a marketing or fundraising tool. A public speaker bureau can increase your visibility in the communities that you serve or would like to serve. Throughout our score of years of experience in the health and human services fields, we were struck by the lack of attention given to most organ­izations' public speaker bureaus. Again, while most organizations felt the need to have a speakers bureau, relatively little attention was given to the management and evaluation of this service. In fact, few organizations spent quality time determining whether or not a public speaker bureau was, indeed, needed and, if so, what should be its strategic purpose in serving the mission of the organization.
Public health.
Health informatics.
Public Health.
Health Informatics.