Julius Solaris returns from ACE26 for a head-to-head on AI, compliance and the planner's next 12 months.

Straight from his presentation at ACE, Julius Solaris just sat down with EventsAir's Chief AI and Technology Officer, Mehdi Khalili, for a longer, sharper conversation on The Event Debrief.

It's a proper head-to-head: the future of events, the future of event tech, and where AI actually earns its place in a planner's day, not just the sales deck.

In this episode, they get into:

→  Why less tech, not more, might be where event technology is actually headed

→  The compliance mistakes even experienced planners are still making with AI tools

→  What the planner's role could look like 12 months from now

Check out the full episode on all your favourite streaming services below:

LISTEN NOW 

YouTube: https://youtu.be/zbAFYXRjuPY?si=pKYIEwQL-cNt-dhA

Apple Podcasts: https://podcasts.apple.com/au/podcast/what-if-the-future-of-event-tech-was-less-tech/id1876114509?i=1000790223558

Spotify: https://open.spotify.com/episode/3JeT33Kat0Nxs4c3dEwnxa

Where are CEOs making progress, lacking momentum, and what is on their hit list when planning for the future? 

We recently explored these questions in an interactive panel session:‘Association CEO Index: Two Years On – What's Changed, What's Stuck, What's Next?’

In 2024, Bespoken and AuSAE delivered the Association CEO Index to gain a better understanding of the challenges and opportunities facing our leaders and the trends shaping our associations.

ACE26 was a timely opportunity to revisit the Index and compare leader sentiment then and now, with a live poll of leaders in the room on a series of questions.  

We discussed the responses with our panel - Graham Catt (CEO of Independent Schools Australia), Kirsty Kelly (CEO of Transport Professionals Association) and David Jenkins (CEO of Institute of Public Works Engineering Australasia and Chair of AuSAE) - who also shared their own insights into leadership drawing on their experiences.

The 2024 Index – the big picture

Following extensive surveying of leaders across Australia and NZ by Survey Matters, the 2024 Index captured sentiment across five key areas - career satisfaction, workplace wellbeing, membership management, advocacy effectiveness and innovation and strategic capability.

Most CEOs at the time reported feeling very satisfied in their roles, although many were worried about economic pressures and rising costs, particularly leaders of industry associations. Wellbeing was a big concern, with many feeling the demands of the role on their health while also feeling they did not always have enough time to be effective. 

Staffing and succession planning were among other challenges leaders singled out. However, most were still optimistic about the year ahead and were focused strategically on membership value, strengthening advocacy efforts, their media presence on behalf of their members and on digital transformation.

So, what’s changed in 2026?

Two years on and leaders who took part in the panel discussion and interactive live votingat ACE26 reported feeling more positive in some areas,while continuing to face some of the same challenges. 

These were the top-level sentiments from the session:

• Career satisfaction is higher than ever. 99% of leaders who voted in our live pollsaid they were very satisfied in their roles (the in-depth research in 2024 put the number at 89%) and 95% believe they can make a difference. The majority (86%) also reported having strong board support, compared with 82% in the 2024 research. The critical relationship between board and CEO was a topic explored in depth, with CEOs leaving a role due to board dysfunction more common than directors may realise. The panel encouraged leaders to support each other when they are making this transition.

• Leaders are still feeling stretched. Based on our live poll, wellbeing is still a concern for leaders with 77% reporting feeling run down and lacking energy a lot or some of the time (the in-depth 2024 research figure was 70%). 87% also indicated they frequently or occasionally don’t have enough time to do the job effectively. Kirsty Kelly observedthe ‘magic pudding’ effect with association leadership and why she setsnon-negotiable personal boundaries to avoid being constantly ‘on’.

• Delivering value for members is a strategic challenge. Most leaders surveyed on the day (95%) said they werefocused on the issues facing their members, compared with 88% who took part in our in-depth 2024 Index research. However, only 50% agree or strongly agree they have a compelling member value proposition, far fewer than the 64% who responded in 2024. David Jenkins highlighted one of the opportunities for professional associations to create an “interconnected ecosystem” ofdevelopment programs for their members at each career stage,and exploring international partnerships to drive membership growth.  

• Joining forces canlead to better advocacy outcomes with government. Only 33% of leaders at the session reported effectively advocating to government on behalf of their members, compared with 63% from the in-depth2024 Index. Around the same number (48% compared with 50% in 2024) responded they felt they have effectively raised the profile of the profession/industry they represented with the public. The panel shared examples of how associations can often achieve better outcomes with government by setting personal egos aside and working together. However, Graham Catt also cautioned leaders to be practical in their asks of government and not “waste your time on things that can’t happen”.  

• Being clear on objectives will help to find the right skills. In 2024, 86% of leaders felt their association was forward-thinking and planning effectively for the future. Two years on and almost all leaders – 99% –agreed or strongly agreed on this score, and 100% reported they were well positioned to meet the industry’s future needs. Discussion focused on the need for leaders to be very clear about what they’re working towards and make sure they have people in their teams with the right skills, which may change over time.

The panel also highlighted the opportunities to grow revenue through commercial partnerships with like-minded organisations,and to cultivate the next generation of leaders from within the association’s own membership ranks. 

Bespoken was proud to have been part of ACE26 and we hope leaders found the session and insights valuable in guiding their priorities for the year ahead. 

Our experience over the past decade,working with leaders on thought leadership, strategic communications projects and marketing campaigns, and crisis management and communications, has shaped our understanding of the challenges association leaders face, and the many new opportunities to elevate their voice and message. 

We would welcome a conversation as to how we can support you. 

Written by Sarah Morgan, Managing Director, Bespoken Agency

Alexandria, Va., Sept. 10, 2026 — Advanced Solutions International (ASI), a leading global provider of cloud-based constituent engagement solutions for associations and non-profits, and the developers of the iMIS Engagement Management System (EMS), today launched its 2027 iMIS Membership Performance Benchmark Survey. Association, union, and membership professionals worldwide are encouraged to add their voices. Take the survey by September 30.

For more than a decade, the survey has captured insights from thousands of frontline professionals, becoming one of the most trusted sources for industry trends. It explores member recruitment, engagement and retention, organizational goals and challenges, and the role of technology in digital transformation.

The survey takes just 5 minutes, responses are accepted through September 30, 2026, and all answers are kept confidential and analyzed in aggregate only. Respondents get exclusive early access to results ahead of the Q1 2027 release.

For every participant, iMIS is donating US$1 (up to $1,000) to The Toy Foundation, the uniting force for the collective philanthropy of the toy industry to benefit all children in need.

"Twelve years in, the iMIS Membership Performance Benchmark Survey has become a running record of how member-centric organizations adapt to new challenges and opportunities," said Debbie Willis, ASI's Global Vice President of Marketing. "The more voices we hear from, and the more regions they represent, the more useful that record becomes. Participants help shape industry insights and gain advance access to intelligence that can directly impact their 2027 strategies."

About ASI

Advanced Solutions International, Inc. (ASI) is a leading global provider of cloud software and services for associations and non-profits. ASI’s innovative suite of constituent engagement solutions helps clients digitally transform their organizations, streamline operations, and grow revenue by leveraging proven industry best practices and expertise. The company’s portfolio includes iMIS^® for association and non-profit management, TopClass for learning management, OpenWater for application and review management, and Clowder^® for year-round mobile app management. Learn more at advsol.com.

ACE 2026 was built around Driving Impact — and across the program we heard very different perspectives on what creating impact actually requires.

ICMI was delighted to support AuSAE by bringing three keynote speakers to the program: Milo-Arne Wilkinson, Dr Dinesh Palipana OAM and Candice Harvey.

Milo-Arne Wilkinson brought behavioural science into the conversation, challenging us to think more deeply about people — why they behave the way they do, how we communicate with them and what genuinely influences action.

Dr Dinesh Palipana OAM brought an extraordinary perspective on resilience, inclusion and human potential. His story was a reminder that inclusion is not simply something organisations talk about; it is about removing assumptions and creating environments where people can contribute fully.

Candice Harvey brought the focus back to action. Great ideas, conference notes and good intentions only matter when something changes afterwards. Her message around energy, accountability and being prepared to get uncomfortable was a fitting way to turn learning into momentum.

Three very different voices, but each reinforced the same broader idea: understanding people matters.

The wider ACE program carried many of those same themes.

Julius Solaris challenged the events sector to think about what makes an event genuinely valuable — reminding us that technology can enhance an event, but it cannot replace human connection, conversation and genuine experience.

Then on the final morning, Nat Edwards interviewed Jess Caire, Todd Hacking and Anthony Ryan in a fascinating conversation about Brisbane’s transformation and the road to 2032.

For many in the room, this was one of the real highlights of ACE. The scale of what sits below the surface as Brisbane prepares for 2032 is enormous, but what came through strongly was the alignment between these leaders and the way they are approaching change with both head and heart.

It left a strong sense that Brisbane has the opportunity to deliver something very special — not just for Queensland, but for Australia.

Different people. Different perspectives. Different industries.

And perhaps that was one of the strongest reminders from ACE: some of the most valuable ideas can come from outside your own sector.

That is also one of the opportunities when curating an association conference.

Sometimes the speaker who creates the greatest impact is not the obvious choice. It may be someone who brings a different industry perspective, challenges established thinking or gives delegates a completely new way to look at a familiar problem.

If your association event needs motivation, inspiration or a fresh perspective from outside your industry, contact hello@icmi.com.au.

ICMI can also help curate the right mix of talent across your broader program — from keynote speakers and facilitators to MCs who can keynote, and entertainers who can speak.

Financial resilience is becoming a bigger conversation for associations.

Membership, events and sponsorship remain important sources of revenue, but they may not be enough on their own to build a sustainable organisation for the long term. At the same time, associations are navigating changing member expectations, rising costs, economic uncertainty and increasing competition for members’ time and attention.

So, what does financial resilience look like in practice?

At a recent AuSAE AKP: In Practice session, three association leaders Amelia Hodge, (Energy and Resources Law Association), Graeme Janes (Christian Venues Association) and Dr Tim Boyle (LifeSciences Australia) shared very different experiences of tackling financial sustainability, from launching new insurance models to rebuilding an association's revenue base from the ground up. The session was facilitated by Deanna Varga from Mayvin Global.

While their approaches were different, a few common themes emerged: understand the problem you're trying to solve, know your members, be prepared to challenge the status quo and don't underestimate the importance of trust.

Start with the problem, not the product

For Amelia Hodge, Executive Director at Energy and Resources Law Association, the starting point wasn't simply finding another source of revenue. It was identifying a problem, members were facing.

At the Australian Property Institute, Amelia saw a professional indemnity insurance market where premiums were escalating, and exclusions were increasing for valuers.

Rather than accepting the status quo, the organisation explored whether it could create a different commercial offering for members.

“We looked at a problem, and what was the problem we were trying to solve?”

That led to the development of PropSec, a risk-sharing insurance arrangement involving the Australian Property Institute, Howden Group and three insurers.

It was a complex, multi-year undertaking, but it also created an unexpected benefit: competition.

As other insurers responded to the new offering, some reduced premiums and changed exclusion clauses.

For Amelia, that became an important measure of success.

“That competition really proved a benefit for those members that he insures.”

The lesson for associations is that diversification doesn't necessarily have to start with the question, What can we sell?

It can start with a much more useful question: What problem are our members trying to solve, and are we uniquely placed to help?

Financial resilience can take time

Graham Janes, CEO from Christian Venues Association, shared another example of an association responding to a member pain point.

The association launched a discretionary mutual fund to provide an alternative approach to property and liability protection for members.

It was not a quick or low-risk decision.

The board identified three key risks before giving the initiative the green light:

• The significant financial and time commitment required.
• The potential impact on existing insurance relationships and revenue.
• The risk of not doing anything while members faced increasing insurance costs and uncertainty.

That third question proved particularly important.

“What is the risk if we don't do it?”

For associations, it's easy to focus heavily on the risk of taking action. But Graham's experience highlights the importance of considering the risk of standing still too.

The financial return from the mutual fund is expected to take time. The association didn't pursue it simply as a quick revenue opportunity.

“We didn't do it just for the cash. We did it to keep the membership going.”

That distinction is important.

Financial resilience isn't necessarily about finding the next revenue stream that immediately boosts the bottom line. Sometimes it's about investing in something that strengthens the member proposition, protects the sector and creates a more sustainable position over the longer term.

Don't underestimate the cost of change

Both Amelia and Graham were candid about the amount of work involved in developing new commercial models.

Legal structures, governance, risk management, board education, member consultation and relationships with external partners all took significant time.

Graham's advice was particularly clear: “You need a clear desk. If your desk is full and you have no capacity, it won't happen.”

For association leaders considering a significant diversification project, that's an important practical consideration.

A new revenue stream doesn't simply sit alongside business as usual. It can require substantial leadership attention and organisational capacity.

Before starting, consider: Do we actually have the capacity to do this properly?

If not, what needs to change first?

Sometimes financial resilience means rebuilding the whole model

Tim Boyle, CEO of Life Sciences Australia, shared perhaps the most fundamental transformation of the three.

When Tim joined the organisation, it had become heavily reliant on government grant funding. In FY23, grants accounted for around 35% of the organisation's budget.

When that funding ended, the association was left with a significant budget gap.

There were other warning signs too. The membership database didn't accurately reflect current members, and the organisation discovered that it had far fewer financial members than previously reported.

The situation created an opportunity to rethink the entire operating model.

“We've got an opportunity now to tip the bucket upside down, sift through the good parts, and rebuild the association.”

The organisation introduced new revenue lines including corporate partnerships, events, chartered membership and certification, while also undertaking a rebrand and changes to governance and operating processes.

It also significantly reduced its reliance on membership dues as its primary revenue source.

The result was a much more diversified model, alongside substantial membership growth.

Tim's experience highlights an important point: financial resilience isn't always about adding something new to an existing model.

Sometimes the existing model needs to be fundamentally reconsidered.

Know your members. Really know them.

Across all three case studies, one theme kept coming back: member understanding.

Amelia's advice was simple: “Understand your data and understand your members.”

But understanding members means more than knowing how many people are in your database.

It means understanding their businesses, pressures, priorities and pain points.

Amelia described travelling extensively and speaking directly with members throughout the development of PropSec.

Graham similarly emphasised getting out and talking to members rather than making decisions from behind a desk.

“You've got to be out there talking to them and seeing what their pain points are. You can't manage an association purely from an office.”

That member intelligence can reveal opportunities that aren't obvious from financial reports alone.

It can also help associations test whether a proposed product, service or commercial model is genuinely valuable.

Consultation builds confidence

For complex or potentially disruptive initiatives, consultation also plays an important role in bringing boards and members along the journey.

Amelia's experience included extensive education of the board, as well as establishing governance structures with independent expertise.

Tim described creating advisory groups and colleges representing different occupational areas, giving members a structured way to contribute to education, professional standards and other areas of the organisation.

These structures do more than collect feedback.

They can help boards understand the risks, give members a voice and create greater confidence around significant decisions.

As Deanna Varga, who facilitated the discussion, highlighted: “Consultation is critical.”

Don't overlook the risk of doing nothing

One of the strongest themes from the discussion was that inaction carries risk too.

For Graham, the board explicitly considered what would happen if the association didn't pursue a new approach to insurance.

For Tim, the organisation's existing model was already becoming unsustainable.

And for Amelia, changing market conditions meant members could potentially be left without affordable professional indemnity insurance.

The question isn't simply: What could go wrong if we change?

It's also: What could happen if we don't?

That shift in thinking can help boards have more productive conversations about risk and opportunity.

Trust determines how ambitious you can be

Graham offered another important consideration for associations contemplating significant change: trust.

“There's an equation on how ambitious you can be with your dreams.”

The deeper the trust between an association and its members, the more ambitious the organisation may be able to be with new ideas and new approaches.

That trust isn't created when you launch a new product. It's built over time through relevance, transparency, communication and consistently delivering value.

For an association asking members to try something fundamentally different, that relationship becomes particularly important.

Five takeaways for association leaders

The discussion offered plenty of practical ideas, but five stand out.

1. Start with member problems

Don't begin with What can we sell? Start with What problem are our members experiencing?

2. Look beyond immediate financial returns

A successful diversification initiative may improve competition, reduce member costs, strengthen retention or create future opportunities before it delivers a significant financial return.

3. Understand your numbers

Know where your revenue comes from, how dependent you are on individual revenue streams and whether your reserves and operating cash position give you room to act.

4. Build consultation into the process

Bring members, boards, advisers and other stakeholders into the journey. Complex decisions are easier to navigate when people understand the problem, the evidence and the proposed solution.

5. Keep adapting

Tim's final advice was perhaps the simplest: “Never stop changing.”

For associations, financial resilience isn't a one-off project. Member expectations, technology, regulation, the economy and the competitive landscape will continue to change.

The organisations that remain relevant will need to keep asking whether their current model is still meeting the needs of the people and sectors they exist to serve.

As Tim put it: “Everything that goes external needs to create value for your members. Every dollar you spend needs to be investment for your members.”

That may be the most useful definition of financial resilience: not simply having more revenue, but building an organisation that continues to create value, adapt to change and remain relevant to its members for the long term.

If you’re an AuSAE member, you can rewatch the AKP: In Practice: Building Your Financial Resilience webinar by visiting the AuSAE on-demand library here: ausae.org.au/on-demand

To get access to the on-demand library, become a member or digital subscriber here.

AuSAE has launched We Are Associations, a new campaign celebrating the people, purpose and impact behind associations across Australia and New Zealand.

Unveiled at ACE26 in Brisbane, the campaign aims to build greater recognition and pride in Association Professionals while shining a light on the contribution associations make to industries, professions and communities every day.

Associations are deeply embedded across almost every part of society.

They bring people together around shared purpose. They develop workforces, uphold professional standards, advocate for industries and professions, create communities, support innovation and give their members a collective voice.

Yet much of this work, and the people behind it, remains largely unseen outside the association sector.

We Are Associations aims to change that.

Behind every association are professionals working across leadership, membership, policy, events, education, communications, partnerships, governance, finance, operations and many other disciplines.

They are Association Professionals.

Through We Are Associations, AuSAE wants to build greater recognition of association management as a profession in its own right and create a shared identity for the people whose work helps associations create impact.

A campaign built around real people and real impact

The messages in the video will be supported by a growing series of Association Professional Stories, sharing the experiences of people working within associations and exploring their careers, their contribution and the impact they and their organisations create.

AuSAE is inviting associations and the people who work within them across Australia and New Zealand to become part of We Are Associations and help tell a much bigger story about the sector.

Be part of We Are Associations

Associations can use the campaign to share the impact they create, from shaping industries and developing workforces to building communities, influencing change and creating connection, while recognising the Association Professionals who make that work possible.

Individuals are encouraged to share their own stories too: what they do, what they stand for and the difference they are making through their role.

AuSAE has created a suite of editable We Are Associations campaign assets for both associations and Association Professionals to create and share their own messages across their networks.

By bringing these individual and organisational stories together, We Are Associations aims to build a stronger picture of the breadth, expertise and collective impact of the association sector, and greater recognition of the profession behind it.

Share the impact of your association.
Share the work you do as an Association Professional.
Help us tell the story of associations.

We Are Associations.

Explore the Campaign

Access the Assets

Tell us your story

Choosing a conference destination is rarely just about finding a room big enough for your delegates. The best business event locations give people a reason to want to attend, and Christchurch has quietly built a case for being one of New Zealand's most compelling options. Between its ease of access, its growing reputation among the business events sector, and a setting that surprises first-time visitors in the best way possible, Christchurch offers something that's hard to find in a conference destination: a city that does the heavy lifting for you.

Getting Here Is the Easy Part

Christchurch Airport has invested specifically in welcoming business events travellers, with a dedicated arrivals experience and branded digital signage available, designed to make delegates feel looked after from the moment they land. From there, it's a short and scenic drive along tree-lined avenues into the city centre, making it easy and hassle free for delegates to arrive and get situated. For a country where distance is often the biggest hurdle in event planning, convenience is important.

A City That's Investing in Business Events

Christchurch's business events sector has grown significantly in recent years, supported by continued investment in a diverse range of venues and event infrastructure. The opening of One New Zealand Stadium has added a major new capability to the city, complementing established venues such as Christchurch Town Hall and other flexible event spaces across the city.

The city's growth is also being recognised by the industry. Christchurch has been selected to host the Business Events Industry Aotearoa (BEIA) Conference 2026, with the programme opening at One New Zealand Stadium and the conference hosted at Christchurch Town Hall. The decision shows growing confidence in Christchurch as a destination for meetings, conferences and large-scale business events, and reflects the strength and maturity of the city's evolving business events ecosystem.

A Compact City That Delegates

Enjoy Unlike destinations where a conference means sitting inside one building for days, Christchurch's city centre is compact enough to explore between sessions without eating into the schedule. The Botanic Gardens and Hagley Park sit right on the doorstep of many event venues, offering an easy reset between meetings, while the Southern Alps provide a backdrop that consistently delights out of town visitors. Add in a food and hospitality scene that's earned a reputation well beyond the South Island, and delegates end up with a program that feels considered rather than purely functional, which tends to matter just as much as the content on the agenda when people are deciding whether to attend.

For organisers considering destinations for their next conference or business event, Christchurch presents a rare combination of convenience, capability and character. Whether the brief calls for a major exhibition, a multi-day conference, or a unique delegate experience, the city's venue offering provides the flexibility to bring a wide range of event visions to life.

For more information, visit Venues Ōtautahi at www.venuesotautahi.co.nz

If you've been putting off your association's AI conversation, this is your sign to stop waiting.

In AuSAE's most recent Open Access Webinar, Brenda Mainland from Survey Matters unpacked what the latest Australian research really tells us about AI's impact on the workforce, and made a compelling case for why associations, not training providers, are best placed to guide members through this transition.

Here's what every association professional needs to know.

Toni Brearley, CEO at AuSAE said " AI, Professional Change and the Role of Associations isn't just the title of a webinar, it's the conversation every association needs to be having right now. Our members are already using AI at work, often without any guidance from the organisations they trust most. The associations that step up now, with real evidence, profession-specific guidance and updated standards, are the ones that will still matter to their members in five years' time.”

AI Is a Workforce Issue Before It's a Technology Issue

The headline message of the session was simple but important: AI is not a technology issue. It's a workforce issue. It's becoming a professional standards issue, and ultimately an association issue.

That reframe matters. Too many associations are still treating AI as an IT project or a one-off webinar topic, when the real disruption is happening in how members do their jobs, how competence is defined, and how professional standards need to evolve.

What the National Research Actually Shows

Brenda walked through several major Australian studies, and the findings challenge some common assumptions:

AI augments more than it replaces. Drawing on Jobs and Skills Australia research, only around 4% of Australian workers sit in occupations with high automation exposure. About half the workforce sits in low-automation, medium-augmentation roles, meaning the story for most professions is changing tasks, not disappearing jobs.

A two-track labour market is emerging. PwC's 2026 Global AI Jobs Barometer, which analysed more than a billion job ads across six continents, found "professionalised" roles combining AI with human judgement are growing twice as fast, with 42% faster wage growth, than roles simplified by AI. AI-skilled workers now command an average wage premium of 62%, up from 57% the year before, and importantly, this premium isn't going to "tech experts”, it’s going to professionals who use AI to do their existing job better

Firms that adopt AI hire more, not less. CSIRO research found Australian organisations that adopted AI posted 36% more non-AI job advertisements than comparable firms that didn't. Demand for AI-exposed roles held steady in AI-adopting organisations but declined in organisation that weren't adopting AI, meaning members at non-adopting organisations and small businesses may be quietly falling behind.

There's a critical judgment gap. Perhaps the most striking finding: workers are twice as likely to have advanced technical AI skills than advanced judgment and evaluation skills. In other words, people can prompt AI, but many can't reliably assess whether the output is any good. For professions built on judgment, ethics and quality assurance, this is precisely where associations should be focused.

Shadow AI is everywhere. The same Deloitte/RMIT research found nearly half of Australian workers (49%) are self-teaching AI through trial and error, with no guidance, standards or risk awareness. Only 48% receive any AI training from their employer, and 54% remain at beginner skill level despite 84% of workers using AI daily.

Why Associations Are Uniquely Positioned to Respond

This is where the session shifted from "here's the problem" to "here's the opportunity." Brenda was clear that no one else occupies the position associations do:

• A mandate to protect the interests of the profession and its members
• An industry-wide view across all career stages
• Existing relationships with government, regulators and education bodies
• Established trust as a source of industry-specific education
• Members who already look to the association to interpret change on their behalf

No government body is producing profession-specific AI guidance. No generic training provider understands the nuance of your profession's ethical obligations or quality standards. That gap is exactly where associations can, and should, step in.

From Generic Webinars to Structured Strategy

One of the more practical parts of the session contrasted how most associations are currently approaching AI with where the real opportunity lies:

Typical approaches today tend to involve ad-hoc webinars on trending topics, generic AI training that isn't profession-specific, little or no measurement of member capability, and professional development built on assumptions rather than evidence.

The opportunity is to develop profession-specific AI capability, update competency frameworks and professional standards, use member data to target learning and support, strengthen advocacy with real workforce evidence, and position the association as the trusted guide through the AI transition.

The through-line: generic "intro to AI" content is now commoditised and easy to find elsewhere. The value associations can uniquely offer is profession-specific application, guidance and standards.

What Our Webinar Audience Told Us

The live polls gave a useful snapshot of where the sector sits right now:

Has your association undertaken a risk assessment on the impact of AI on your members' work? Only 4% had already completed one, and 22% had one underway. A combined 36% said no, and a further 26% said it's an active conversation with the Executive or Board but nothing formal yet. Notably, 12% simply didn't know.

What's your association's biggest challenge in building or assessing AI capability across your membership? "Understanding how AI is affecting the profession" topped the list at 27%, followed by "finding the time, budget and resources" (23%), "knowing where to start" (20%), "identifying capability and skills gaps" (19%), and "developing profession-specific education" (12%). Tellingly, 0% said AI wasn't relevant to their organisation.

The takeaway from the polls is clear: most associations know this matters, but very few have moved from conversation to structured action, and the biggest barrier isn't motivation, it's not knowing where to start.

Introducing a Practical Starting Point: The AI Skills Readiness Index

To help associations move from "we should probably look at this" to a concrete plan, Survey Matters introduced its AI Skills Readiness Index (ASRI), an assessment tool built specifically for professional and industry associations, measured across four dimensions:

1. Current AI Exposure - engagement, usage, barriers, and profession-specific task effectiveness
2. Skills Competency - profession-specific skills readiness, gaps and needs
3. Employer Support - leadership support, learning infrastructure, and regulatory/ethical frameworks
4. Future Requirements - the future role of associations, emerging needs, and learning preferences
   

The output isn't just a score, it includes member skills data, strategic intelligence for board reporting and government advocacy, strategic planning reports for professional development, and custom analytics tailored to the association's own questions.

In a real-world case study shared during the session, the Australian Compliance Institute ran the ASRI in 2026 and recorded an overall score of 35.6 out of 100, with 69% of members sitting below "Proficient" and just 6% rated advanced. The results delivered as both a board briefing and a member report, gave the association a concrete evidence base to prioritise its professional development and AI guidance, rather than guessing at what members needed.

The Bottom Line for Associations

AI is reshaping how competence is defined, how career pathways develop, and what members need from their professional body. The associations that treat this as a passing CPD topic risk falling behind; those that use it as an opportunity to demonstrate leadership, protect professional standards, and guide members through disruption will strengthen retention, relevance and trust.

As Brenda put it during the session: associations don't need to become AI experts. They need to become experts in what AI means for the profession they represent.

The question every association board should be asking right now isn't whether AI will affect their profession, it's whether their members will be ready when it does.

If you'd like to revisit the session or share it with a colleague, you can now watch the full recording here. We hope you find it valuable and that it provides practical insights to support your association.

Want to explore an AI Skills Readiness Assessment for your association? Contact Rebecca Sullivan at Survey Matters: rsullivan@surveymatters.com.au or 03 9452 0101.

There's a reason CANEGROWERS has lasted a century: it was built on an idea that just makes sense. One farmer negotiating alone with a mill doesn't have a lot of leverage. Over 3,000 farming families speaking with one voice? That's a different story entirely.

That's the principle the organisation was founded on back in 1926 — growers needed to stand together if they were going to get a fair voice in an industry that shaped their livelihoods and their communities. A hundred years on, the mission hasn't really changed: lead a strong, profitable and innovative sugarcane industry, and back growers and their communities with passion, professionalism, and a unifying voice.

A Grassroots Model That Actually Works

What makes CANEGROWERS different isn't just that it advocates for growers, it's how it does it. The structure starts on the ground, in local districts, where growers are dealing with the day-to-day realities of running a farm. Whatever's affecting them there gets carried up through a grower-led representative system to state, national, and where it's needed, international forums. It's a model that connects real farming experience with commercial negotiation, public policy and market advocacy, all in one chain.

Over the past 100 years, that chain has carried growers through enormous change. From the shift away from hand-cut cane to mechanised farming, to the rollout of major infrastructure like bulk sugar terminals, to cycles of regulation and deregulation, to shifting milling and marketing arrangements, and now to a world where sustainability, traceability and market access matter more than ever, CANEGROWERS has been in the room for all of it, making sure growers weren't just along for the ride but actually shaping where the industry went next.

The wins span every level, from local cane supply negotiations with individual mills right up to state and national reform. Grower choice in sugar marketing. The Sugar Industry Code of Conduct. Contributions to free trade and market access advocacy. The Smartcane BMP program, which has helped build the industry's sustainability credentials from the ground up. And the organisation isn't done, it's already pushing for what comes next, with an eye on biofuels, renewable energy, sustainable products and trusted supply chains.

It isn't one campaign or one headline moment that defines CANEGROWERS. It's 100 years of practical, grower-led representation that's helped Queensland cane growers adapt, compete, and keep a meaningful voice in the decisions that shape their future.

Why This Actually Matters for Growers and Their Communities

Here's the thing about sugarcane that makes representation so important: it's not a flexible commodity. Cane has to be processed fast after harvest, which means growers are tied to their local mill, there's no driving the crop somewhere else if the deal isn't fair. That structural imbalance is exactly what CANEGROWERS was built to address, giving growers a genuine collective voice in mill negotiations, marketing arrangements, and the policy decisions that shape the whole supply chain.

That work has translated into fairer cane supply agreements, stronger recognition of grower rights, and real protections like marketing choice. It's also meant that when governments are weighing up laws, regulations, trade settings, disaster recovery measures, environmental policy or regional development priorities, the people who grow the cane have had a seat at the table.

On the ground, the impact shows up just as clearly. Through services, advocacy and programs like Smartcane BMP, growers have had support adapting to changing production systems, improving their practices, meeting shifting customer expectations, and demonstrating the sustainability credentials of Queensland sugarcane.

And it doesn't stop at the farm gate. A profitable cane industry supports harvesting groups, transport operators, contractors, local businesses, port and terminal infrastructure, regional jobs and community life right across Queensland's cane-growing districts. Strengthen the growers, and you strengthen everything built around them.

After a hundred years, you can see that impact in something simple but significant: the continued presence of family farming businesses, the resilience of cane-growing regions, and an industry that remains a major contributor to Queensland agriculture and Australia's export economy.

In Their Own Words

CANEGROWERS Chairman Owen Menkens put it simply:

"CANEGROWERS was built on a simple but powerful idea – that growers are stronger when they stand together. A century later, that principle continues to guide everything we do, from negotiating fair outcomes at the local mill level to advocating for the future of our industry in national and international markets."

What's Next

A hundred years is worth celebrating, and CANEGROWERS is using its centenary year to do exactly that, sharing grower stories, recognising the leaders and emerging contributors who've shaped the industry, holding regional celebrations, and using the milestone to strengthen connections between members, districts, industry partners, government and the wider community.

But the focus isn't just on looking back. Beyond the centenary program, the priority is building the conditions growers need to succeed for the next hundred years. That means protecting fair market arrangements, advocating through the current Sugar Industry Code of Conduct review, supporting trade and market access opportunities, strengthening Smartcane BMP and sustainability recognition, improving disaster and biosecurity resilience, and pursuing new ground in biofuels, renewable energy, sustainable products and traceable supply chains.

The next century will bring different pressures and different opportunities. What won't change is CANEGROWERS' role, representing growers, supporting strong regional communities, and helping secure a profitable, resilient and innovative sugarcane industry.

The Bigger Lesson Here

You don't have to grow sugarcane to learn something from this story. Whatever sector your association serves, the playbook is the same one CANEGROWERS has run for 100 years: listen to what's happening on the ground, carry it through to the people who can act on it, and keep showing up for members long after the founding meeting is over. Longevity isn't an accident, it’s what happens when an association keeps proving, year after year, that members are better off together than they'd ever be alone. That's a milestone worth aiming for, no matter what industry you represent.

Read the full story www.canegrowers.com.au/cane-to-coast/100

Bringing real-time event intelligence to ACE 2026 and AuSAE's wider events program

[Brisbane, 25 June] — AuSAE, the peak professional body for association and not-for-profit leaders across Australia and New Zealand, today announced a new partnership with Snapsight, the event content intelligence platform trusted by global events to turn live sessions into instant, actionable insight. Snapsight will be deployed across AuSAE's ACE 2026 conference and broader events program.

The partnership builds on a successful collaboration at ACE 2025, where AuSAE engaged Snapsight to deliver real-time session takeaways to delegates throughout the conference, giving attendees instant summaries of key insights as sessions wrapped, without waiting on manual notes or post-event recaps. Following that success, AuSAE will again deploy Snapsight at ACE 2026, and will extend the platform across its broader calendar of in-person and online events going forward. This will create greater member value by turning every event, large or small, in the room or online, into a lasting resource, giving members and association professionals across Australia and New Zealand more ways to learn, revisit key insights, and apply them long after an event ends.

Snapsight's platform combines real-time transcription, live translation, and cross-session event intelligence in a single system built for the pace and scale of global events. For AuSAE members and delegates, that means takeaways that land while a session is still fresh, searchable insights across an event's full program, and a clearer picture of how individual sessions connect to broader themes, whether they're in the room at ACE or joining an online event from anywhere in Australia or New Zealand.

"Our members come to ACE to learn from each other and walk away with ideas they can put into action straight away," said Toni Brearley CAE, CEO of AuSAE. "Snapsight has changed how quickly we can get that value into delegates' hands. At ACE 2025, the ability to deliver real-time takeaways meant people could fully immerse themselves in the sessions know they would be leaving with the key insights captured. We're excited to build on that for ACE 2026, and to bring this same capability across our in-person and online events more broadly. It means every event becomes a resource our members can come back to, giving association professionals throughout Australia and New Zealand more value and more ways to keep learning, well beyond the day itself."

"Associations run some of the sharpest, densest event programs in the world, and they care deeply about what members walk away with," said Vamshi Velmajala, CEO and Co-Founder of Snapsight. "AuSAE showed at ACE 2025 that real-time intelligence is how you make a packed agenda actually stick. We built Snapsight to turn every session into something people can use, and we are proud to be setting that standard for associations across Australia and New Zealand."

The partnership reflects a broader shift in the events industry toward real-time, AI-powered content delivery, helping AuSAE turn its full calendar of in-person and online events into a growing library of resources, and giving members and association professionals across Australia and New Zealand more ways to get value out of the time they invest in attending.

About AuSAE

AuSAE is the driving force of Australia and New Zealand’s dynamic and impactful association sector. As the one true association for associations – by members, for members – AuSAE represents over 500 for-purpose organisations across 5 major industry segments. It exists to strengthen the people, organisations, and collective voice that underpin industries, professions, and communities.

Through its flagship ACE Conference and Exhibition, along with year-round education, networking, and professional development programs, AuSAE equips association professionals with the tools, knowledge, and networks they need to drive their organisations forward.

About Snapsight

Snapsight is the event content intelligence platform that turns live sessions into instant, usable insight. Used at many of the world's largest conferences and trusted by global brands including Reuters Events, IBM, Siemens, and AICPA & CIMA, Snapsight captures, translates, and makes sense of what is said on stage in real time, across more than 75 languages. The platform gives organisers and attendees instant session takeaways, live translation, and searchable intelligence across an entire event, so the value of a session never ends when the session does. Snapsight works with leading associations, media companies, and event organisers worldwide, and is expanding across Australia and New Zealand through partnerships such as AuSAE. SOC 2 Type II and ISO 27001 certified. Learn more at snapsight.com.