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Managing A Public Speaker Bureau

A Manual for Health and Human Services Organizations

  • Stephen F. Gambescia
  • Evelyn González-McDevitt

Table of contents

  1. Front Matter
    Pages i-xviii
  2. Stephen F. Gambescia, Evelyn González-McDevitt
    Pages 1-3
  3. Stephen F. Gambescia, Evelyn González-McDevitt
    Pages 5-6
  4. Stephen F. Gambescia, Evelyn González-McDevitt
    Pages 7-17
  5. Stephen F. Gambescia, Evelyn González-McDevitt
    Pages 19-40
  6. Stephen F. Gambescia, Evelyn González-McDevitt
    Pages 41-50
  7. Stephen F. Gambescia, Evelyn González-McDevitt
    Pages 51-63
  8. Stephen F. Gambescia, Evelyn González-McDevitt
    Pages 65-70
  9. Stephen F. Gambescia, Evelyn González-McDevitt
    Pages 71-77
  10. Stephen F. Gambescia, Evelyn González-McDevitt
    Pages 79-95
  11. Stephen F. Gambescia, Evelyn González-McDevitt
    Pages 97-114
  12. Stephen F. Gambescia, Evelyn González-McDevitt
    Pages 115-121
  13. Back Matter
    Pages 123-124

About this book

Introduction

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 pro­ fessional in the health and human services field, you probably have encoun­ tered, to some degree, the services provided by an organization's speak­ ers 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 organ­ izations' 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.

Keywords

education evaluation health management monitoring organizations training

Authors and affiliations

  • Stephen F. Gambescia
    • 1
  • Evelyn González-McDevitt
    • 2
  1. 1.Cabrini CollegeRadnorUSA
  2. 2.Fox Chase Cancer CenterPhiladelphiaUSA

Bibliographic information

  • DOI https://doi.org/10.1007/978-0-306-48567-1
  • Copyright Information Springer-Verlag US 2005
  • Publisher Name Springer, Boston, MA
  • eBook Packages Medicine
  • Print ISBN 978-1-4757-0985-8
  • Online ISBN 978-0-306-48567-1
  • Buy this book on publisher's site