| One of the most effective steps your organization can | | | | arrangements. This can be a daunting job if the |
| take to build an effective public relations program -- | | | | intended presenters are not readily available. |
| while also generating goodwill and positive publicity -- is | | | | Here are the two key factors that will determine |
| to add a speakers bureau to its offering of community | | | | whether or not a speakers bureau is right for your |
| services. | | | | organization and if the bureau's benefits will outweigh |
| On the other hand, the time, effort and aggravation | | | | the time and effort required to make it a success. |
| required to staff and manage a speakers bureau can | | | | Your speakers must |
| greatly outweigh its community relations and public | | | | - Commit a significant amount of time and energy to |
| relations benefits. | | | | this service by making themselves readily available to |
| Here are key factors you should consider when | | | | requesting audiences; |
| deciding whether or not your organization should have | | | | - They must Understand that this service is intended, |
| a speakers bureau. | | | | primarily, to benefit your organization, not, necessarily, |
| First, what is their purpose and how do they work | | | | the individual speakers themselves. |
| Organizations of all kinds offer this service to provide | | | | In summary: |
| interesting speakers -- free of charge -- from their | | | | Your organization should have a speakers bureau |
| staffs in response to requests from local communities | | | | because it will |
| and/or constituencies. | | | | - Help establish your organization as an information |
| For example, a college would offer experts from its | | | | resource for the community. |
| many departments to share their knowledge of topics | | | | - Create goodwill between your organization and its |
| such as law, government, science, history -- you name | | | | constituencies. |
| it -- to various audiences. Or a community hospital | | | | - Generate positive publicity for your organization and |
| would provide physicians and other healthcare | | | | your speakers. |
| professionals to discuss and shed light on | | | | - Provide a public service by clarifying important topics |
| health-related topics of interest to civic associations, | | | | for the public. |
| community groups, etc. | | | | - Showcase your organization's purpose, services and |
| In addition to delivering compelling, useful information to | | | | depth. |
| interested audiences, the speakers link the sponsoring | | | | - Showcase your speakers' knowledge and |
| organization to their community in a very personal way. | | | | capabilities. |
| This service becomes an important and readily | | | | Your organization should not have a speakers bureau |
| available information resource. | | | | if |
| A sponsoring organization would typically publicize the | | | | - You don't have enough speakers to satisfy the |
| service via its website or through newspaper ads, | | | | public's requests. |
| flyers and posters in which the public can see the | | | | - Your speakers don't have the time to satisfy the |
| presented topics. Then they can select and schedule a | | | | public's requests. |
| particular speaker. | | | | - You don't have a dedicated individual to manage the |
| A sponsoring organization must have a dedicated | | | | service properly. |
| staff member who will receive the public's requests for | | | | - Your speakers are not entirely committed to the |
| individual speakers and make all scheduling | | | | program's success. |