Congratulations to AuSAE member TUANZ, which is celebrating its 40th anniversary and recently recognised the people and initiatives helping build a more digitally connected New Zealand through its 2026 Member Awards.

Among this year's winners were Auckland University of Technology for its innovative AI platform, AUTGPT, and Te Hapori Matahiko for its work advancing digital inclusion.

Marking four decades of advocacy, connection and industry leadership, TUANZ continues to demonstrate the important role associations play in driving innovation, recognising achievement and strengthening their communities.

Meet the 2026 TUANZ Member Award winners

By Damian Mitsch, CAE

An NRMA member died on an NRMA cruise. Seven months later, NRMA wrote to her asking her to renew. For every association, the case raises hard questions about who an organisation serves, what it knows about its members, and what happens when a commercial venture outgrows the purpose it was built on.

NRMA is one of Australia's best-known member-owned organisations. Suzanne Rees, an 80-year-old retired accountant, was one of its members. In October 2025 she died of heat stroke on Lizard Island after the company's expedition ship sailed without her.

Queensland's work health and safety regulator has now referred the matter to the Office of the Work Health and Safety Prosecutor, which will decide whether NRMA or its employees should be charged. The legal process will take its course. The questions it raises for member organisations do not need to wait.

What happened

Ms Rees had booked an $81,000, 60-day voyage around Australia on the Coral Adventurer, run by NRMA's cruise division. On 25 October 2025, at the first stop, she joined a guided hike on Lizard Island. When she felt unwell, she was allegedly told to walk back to the beach alone.

The ship left without her, and crew did not notice she was missing for about five hours. A search helicopter found her body the next day, about 50m off the trail.

At the time, NRMA double-checked that passengers had returned only after snorkelling or diving, as Queensland law requires. Hikers were not covered. The company has since extended the check to every guest.

Three investigations are under way or complete:

• Workplace Health and Safety Queensland has referred the matter to the WHS Prosecutor.
• The Australian Maritime Safety Authority is still investigating. Several crew members declined voluntary interviews, on legal advice.
• The Queensland coroner has not yet decided whether to hold the public inquest the family asked for in January. The court has apologised to the family after their letter of 11 June took months to reach the investigating coroner.

Members are the owners

In a member-based organisation, the people who use its services are also the people it exists for. Ms Rees was not just a passenger. She was a member, and in a mutual, members are the owners.

That changes the standard. A listed company answers to shareholders who are usually not its customers. A member organisation answers to the same people who walk its trails, attend its events and read its mail. When one of them is harmed, the organisation has failed someone it was set up to serve.

Katherine Rees has made this point directly. In her letter to the coroner, she named the crew, the captain, management, NRMA chief executive Carolyn Darke and, finally, the NRMA directors, "who are ultimately responsible for the conduct and safety of expeditions aboard this vessel".

Whatever the investigations find, she has identified where accountability ultimately sits. In a member organisation, the board holds the organisation in trust for its members. The safety of member programs is a governance matter, not just an operational one.

When commercial imperatives override member purpose

Many associations run commercial arms. Travel, insurance, events, training and publishing can fund advocacy, keep fees down and deliver real value. NRMA's cruise business is a large example of a familiar model.

The risk is drift. A commercial venture develops its own targets, its own culture and its own idea of what "good enough" means. Over time it can start to treat members as customers, and customers as revenue.

The Coral Adventurer's old headcount rule shows how a compliance mindset can fall short. It met the legal minimum for water activities and went no further. The question for any member organisation is what a member-first standard would have looked like for everything else.

For association leaders, the test is simple. Would the board be comfortable explaining each commercial activity, and the way it is run, to the members who own it? If the honest answer is "only if they don't look closely", the purpose has slipped.

Data management: the renewal letter

In May 2026, seven months after Ms Rees died on an NRMA voyage, NRMA sent her a personal letter inviting her to renew her membership.

NRMA says it only learned of the letter when The Australian asked about it. A spokesman called it "a terrible mistake", blamed a clerical error and apologised "unreservedly" for the distress it caused.

For the family, it was another blow. For associations, it is a warning about data. The organisation knew Ms Rees had died. Its membership system did not.

Most associations hold member data in several places: a CRM, an events platform, a finance system, an email tool, a mail house. A death, a resignation or a complaint recorded in one rarely flows to the others on its own. The result is the renewal notice, the conference invitation or the birthday email that reaches the wrong person at the worst time.

This is not a technology problem alone. It is a question of whether the organisation treats its member record as one person, or as a list of separate transactions.

Reputation: what silence costs

Katherine Rees says she still does not know how her mother was left behind, or which safety measures failed.

"From the beginning we have requested to be told what happened, only to be told they couldn't give us any information because they were cooperating with authorities," she said. "Then they admonished us for unhelpful media coverage."

There are real legal reasons for caution while regulators investigate. But legal caution and human care are not the same thing, and one does not rule out the other. NRMA has since said it is "deeply sorry" and has offered to meet the family at any time. But the family's account shows how a cautious response can read as indifference.

For a member organisation, reputation is more than brand. Trust is what members pay for when they renew, volunteer and recommend the organisation to others. When members see the organisation protect itself first, they start to wonder whose interests it serves. The renewal letter turned a private failure into a public symbol of that doubt.

Questions for your board

Few associations run cruise ships. Many run tours, conferences, study trips, field days and member events. These questions apply to all of them.

1. Purpose. Can we explain how each commercial activity serves our members, not just our budget?
2. Standards. Do our safety and service standards for member activities go beyond the legal minimum? Who decides where the bar sits?
3. Oversight. Does the board see incident reports, near misses and safety reviews from every member-facing program, including commercial arms?
4. One member, one record. When a member dies, resigns or makes a serious complaint, does that reach every system and supplier? Have we tested it?
5. Response. If something goes wrong, who speaks to the member or their family, and how soon? Does our crisis plan balance legal advice with care for the people affected?
6. Accountability. Would we be comfortable if members, as owners, read every decision we made in the days after an incident?

The WHS referral, AMSA's investigation and the coronial process are still to run their course. Association leaders do not need to wait for their findings to ask these questions.

This article draws on reporting by The Australian.

We Are Associations Campaign
Ambassador Case Study

Matt’s story is about how associations turn shared purpose into collective action, helping people feel supported, strengthening communities and building a better future for the next generation.

NAME: Matt Kealley
ORGANISATION: CANEGROWERS
POSITION: Senior Manager - Membership Engagement & Innovation
INDUSTRY: Agriculture
STATE/COUNTRY: Australian
YEARS IN ASSOCIATIONS: 17 years

ROLES:

Present:

• CANEGROWERS Australia, Senior Manager - Membership Engagement & Innovation

WE ARE ASSOCIATIONS | ASSOCIATION PROFESSIONAL STORIES

The We Are Associations campaign celebrates the people behind associations. Through the stories of Association Professionals, AuSAE showcases the people, purpose and impact behind the organisations that strengthen industries, professions and communities across Australia and New Zealand.

Matt Kealley, Senior Manager – Membership Engagement & Innovation, CANEGROWERS

Turning Shared Purpose into Collective Action

For Matt Kealley, association work is about helping people turn shared purpose into collective action.

It is work that brings together empathy, strategy, communication and practical problem-solving. It requires an understanding of what members are experiencing, making sense of the systems around them and creating the advocacy, programs and connections that help people feel seen, supported and understood.

“What I love about being an Association Professional is helping people by turning their shared purpose into collective action.”

At CANEGROWERS, Matt applies that purpose within a complex, real-world industry that produces sugar and energy used by people every day.

His work spans policy, sustainability, membership, innovation and strategy, helping translate industry complexity into practical value for sugarcane growers, their businesses and their communities.

The strongest sense of purpose comes from supporting young growers and the next generation of industry leaders.

Matt initiated and implemented Next Ratoon, a mentoring program for sugarcane growers aged between 18 and 40. The program pairs growers with agribusiness leaders to support their personal and professional development.

Seeing participants build confidence, strengthen their self-belief, step into leadership roles and then support others has been one of the most rewarding parts of Matt’s career.

He also coordinates young grower tours, giving participants opportunities to visit other sugarcane districts and industries across Queensland to learn about new practices, business management and leadership.

The tours build more than technical knowledge. They create relationships, professional networks and a deeper sense of belonging.

“These programs allow me to build legacy through people. Some of the most powerful work we do is not always the loudest or most visible.”

Matt is also particularly proud of Project Cane Changer, an initiative that demonstrated how science, empathy and practical action can come together to create meaningful change.

The project began with a question: could behavioural science be used to better understand and support growers while recognising their environmental efforts within their communities and across government?

Rather than treating growers as problems to be fixed, the program recognised them as people operating within complex systems.

Developed in partnership with the behavioural science organisation that became Evidn, Project Cane Changer helped shift conversations about agriculture and the Great Barrier Reef away from blame and compliance towards trust, motivation and practical support.

It showed that lasting change happens when people are respected, communities are involved and growers are empowered to become part of the solution.

CREATING IMPACT

CANEGROWERS creates impact by giving sugarcane growers a strong, collective voice on the issues shaping their farms, businesses, industry and communities.

The association translates complex challenges - including regulation, water, energy, markets, sustainability and biosecurity - into practical advocacy, trusted information and coordinated action.

It supports growers through local connections, leadership opportunities, industry programs and advice designed to build confidence and capability.

CANEGROWERS also helps protect the industry’s reputation by demonstrating the contribution growers make as responsible land managers and as essential participants in Queensland’s economy and regional communities.

For Matt, some of the clearest examples of the association’s impact occur during natural disasters.

After cyclones and floods, growers may be dealing with damaged homes, flooded paddocks, lost crops, broken infrastructure and enormous uncertainty about what comes next.

CANEGROWERS listens to what is happening on the ground and ensures governments understand what practical and effective recovery support looks like.

That local insight is turned into coordinated advocacy for financial assistance, recovery grants and programs that recognise the real impact on growers’ livelihoods.

Just as importantly, the association reminds growers they are not facing the crisis alone.

“We are there supporting them through some of their hardest days.”

CANEGROWERS also brings people together by creating a strong sense of community across sugarcane districts and towns.

Through shed meetings, grower events, conferences, industry forums and shared advocacy, growers can connect with others facing similar pressures and opportunities.

The Sugar Cubed conference is one example, bringing together growers, districts, industry partners and leaders to learn, exchange ideas and celebrate the future of the industry.

The association’s connections extend beyond local farming communities.

With approximately 80 per cent of Australian sugar exported, CANEGROWERS maintains relationships with organisations including the Queensland Farmers’ Federation, National Farmers’ Federation and the World Association of Beet and Cane Growers.

This creates a line of connection from individual farms and regional communities to international markets and global industry conversations.

“It turns a commodity into a community.”

WHY ASSOCIATIONS MATTER

Matt believes associations are often misunderstood as organisations that simply distribute newsletters, provide discounts or run annual events.

In reality, the role of associations is far more substantial.

Associations connect people, gather insight, solve shared problems and amplify many individual voices into one collective voice.

Much of this work involves the steady and often unseen process of building relationships, educating members, influencing decisions and advocating over the long term.

Its value becomes most visible when a crisis, policy threat, regulation or major industry change emerges.

“That is when people realise a united voice carries more weight than a lone voice ever could.”

Matt believes association management is a profession in its own right because it requires a specialist combination of capabilities.

Association Professionals must balance purpose, politics, community expectations, service delivery, volunteers, Boards and the long-term interests of an industry.

They need to understand members, build trust, influence without authority and translate collective concerns into practical action.

The work draws on leadership, governance, strategy, facilitation, advocacy and representation - often within tight budgets and with high expectations.

For Matt, the strength of any association rests with its people and volunteers.

He has tremendous respect for the industry leaders who give their time to CANEGROWERS for the benefit of their fellow growers.

That contribution often comes at a personal cost, taking time away from families, farms, businesses and other responsibilities.

“The association is only as good as the people and volunteers who work in it and advocate for it.”

Matt describes associations as one of the quiet engines of a stronger society.

They unite people around shared purpose, help industries solve problems no individual or business can address alone, share knowledge, lift standards and create pathways for future generations.

Without CANEGROWERS, growers would lose a strong and coordinated voice when decisions are made about their farms, families and future.

There would be no trusted organisation consistently connecting policy, markets, mills, governments, communities and growers on the ground.

During cyclones, floods, regulatory change or market disruption, individual growers would be left to navigate complex systems alone, often against organisations with far greater resources and influence.

The industry would also lose the collective support needed to manage mill contracts, engage with global sugar marketing entities and advocate effectively on issues affecting the sector as a whole.

LOOKING AHEAD

Matt hopes associations help future generations understand that they are stronger together than they are alone.

He wants associations to create industries where people feel seen, supported and proud of the work they do.

Through mentoring, leadership development, advocacy and stronger communities, associations can ensure the next generation inherits more than an industry.

They can inherit the confidence, capability, relationships and collective strength needed to shape the future.

“I hope associations leave future generations with something better than what they inherited.”

For Matt, this is the enduring value of association work.

It is the ability to create practical change today while building a legacy through the people and communities who will lead tomorrow.

Matt’s story is one of many that show the power of Association Professionals. Together, they are strengthening industries, supporting communities and helping shape the future on both sides of the Tasman.

We Are Associations.

ABOUT MATT

Matt Kealley is Senior Manager - Membership Engagement & Innovation at CANEGROWERS Australia and an experienced Association Professional with 17 years working across agriculture, sustainability, industry engagement and member development. His work focuses on translating complex industry challenges into practical advocacy, programs and opportunities for sugarcane growers. Matt is particularly passionate about supporting young growers, strengthening regional leadership and using behavioural science, trust and collaboration to create lasting change. He believes some of the most important work associations do is building confidence, connection and legacy through people.

ABOUT THE ORGANISATION

CANEGROWERS is the peak body representing Australian sugarcane growers. Through its network of local and regional organisations, it provides advocacy, representation, information and practical support to growers and their communities. CANEGROWERS works across issues including policy, markets, water, energy, sustainability, biosecurity and disaster recovery, helping ensure growers have a strong collective voice. The organisation also supports the long-term strength of the sugarcane industry and the regional communities, businesses and families that depend on it.

www.canegrowers.com.au

At ACE 2026, The Capability Test: Is Your Education Changing Professional Practice?, Laura Bos, General Manager of Strata Community Association Queensland (SCAQ), joined Toni Brearley CAE, CEO of AuSAE, to explore how associations can move beyond delivering education to building professional capability.

Laura shared how SCAQ transformed a collection of standalone learning activities into a connected professional development program aligned with members’ careers, workplace challenges and future needs. Here are seven lessons associations can take back to their teams.

1. Start with member challenges

Planning education often starts with questions about speakers, topics and upcoming events. But a busy calendar doesn't necessarily mean members are developing the capabilities they need.

SCAQ recognised that despite strong event attendance, employers were struggling to retain staff and professionals couldn't always see a clear career path.

What you can do: Talk to members, employers and managers about skills gaps and workplace challenges. Use these insights to prioritise learning that addresses real needs, rather than simply adding more events to your calendar.

2. Connect learning to career progression

SCAQ brought its education activities together under Professional Pathways, mapping learning opportunities across five career stages, from entering the profession to becoming an experienced leader or business owner.

This created a clearer development journey and highlighted gaps in existing offerings. Professionals taking on more complex roles, for example, needed more than technical knowledge. They also needed communication, dispute resolution and people-management skills.

What you can do: Map your current education against members’ career journeys. Consider what emerging professionals, experienced practitioners and future leaders each need. You may be able to create a clearer pathway simply by connecting existing activities.

3. Develop the whole professional

Technical expertise is essential, but professionals also need the confidence and interpersonal skills to apply that knowledge in challenging situations.

As Laura explained, “Capacity building is not just technical education. You know, I look at my members as a whole person and I think that’s something that gets forgotten.”

For association professionals, this is a reminder that learning should reflect the realities of work, not just the technical requirements of a role.

What you can do: Combine technical learning with practical scenarios, peer discussions and mentoring to help members apply their knowledge in real workplace situations.

4. Involve members in designing education

SCAQ involved members, business owners and sector leaders in co-creating its professional development framework. This helped ensure the program reflected real workplace challenges and encouraged industry leaders to support its success.

Members can contribute much more than topic suggestions. Their experience can help shape learning outcomes, case studies, discussions and delivery formats.

What you can do: Invite members at different career stages to help shape your education strategy. Member advisory groups, employer workshops and member-led case studies can uncover needs and bring practical experience into your programs.

5. Make partnerships work for members

Education partners can bring valuable expertise and help associations deliver sustainable programs. However, their contribution is less effective when sessions feel like sales presentations rather than genuine learning experiences.

SCAQ reconsidered how partners contributed to education, focusing on building professional capability rather than transactional arrangements.

As Laura put it, “If we have people and expertise in the room, they’re not there to deliver a brochure, they’re there to deliver a capability.”

SCAQ also introduced an affiliated trainer program to help partners deliver consistent, high-quality learning.

What you can do: Set clear expectations for partner-led sessions, including learning outcomes, practical examples and audience participation. Keep member learning at the centre of every partnership.

6. Protect the value of education

Delivering quality education takes investment, including staff time, content development, platforms, speakers and accreditation.

SCAQ reviewed its unlimited webinar package and introduced Professional Pathways, a subscription model offering a defined number of webinars alongside discounts on masterclasses, conferences and other ticketed events.

The association also strengthened its continuing professional development (CPD) review requirements, recognising that its endorsement carries value.

For associations, sustainability is not just about revenue. It is also about maintaining professional standards and ensuring education remains relevant and high quality.

What you can do: Review whether your education pricing, subscriptions and CPD criteria support quality and long-term sustainability. Make sure your endorsement reflects clear, consistently applied standards.

7. Start small and measure impact

Redesigning an education program doesn't have to happen all at once. As Laura advised, “Progress over perfection. Keep moving, give it a go.”

Attendance and satisfaction scores are useful, but they don't necessarily show whether members are applying what they've learned.

What you can do: Choose one program to review and follow up with participants a few weeks later. Ask:

• Did the learning address a real workplace challenge?
• Do you feel more confident handling it?
• Have you applied a new skill or idea?
• What difference has it made to your work?
• What would help you develop further?

Use the responses to improve future programs and guide investment.

From delivering education to building capability

SCAQ's experience shows the value of treating education as a connected part of an association's professional purpose, rather than a series of individual events.

By aligning learning with career stages, involving members in program design and focusing on practical application, associations can make education more relevant, sustainable and impactful.

Your next step: Review one education activity and identify how you could measure its impact beyond attendance and satisfaction.

The independent Accreditation Committee has published new principles to help accreditation authorities apply outcome-based approaches across the National Scheme.

The Principles for the use of outcome-based approaches to accreditation provide practical guidance and examples of how these approaches are being used across health practitioner education. The principles reflect contemporary practices in accreditation and education, supporting continuous improvement in the accreditation of health practitioner education programs.

For association professionals involved in professional education, accreditation or standards development, the guidance offers a useful reference for understanding how outcome-based approaches can support quality and continuous improvement.

The document is available in the Publications section of the committee’s webpage.

For questions about the guidance, contact AC_consultation@ahpra.gov.au.

We Are Associations Campaign
Ambassador Case Study

Graham’s story is about how associations create trusted platforms where people can come together, look beyond individual interests and work collectively for the future of an entire sector.

NAME: Graham Catt
ORGANISATION: Independent Schools Australia
POSITION: CEO
INDUSTRY: Education
STATE/COUNTRY: Australia
YEARS IN ASSOCIATIONS: 20 years

ROLES:
Present:

• Independent Schools Australia, Chief Executive Officer
• Education Services Australia (ESA), Non-Executive Director
• St John Ambulance ACT, Non-Executive Director

WE ARE ASSOCIATIONS | ASSOCIATION PROFESSIONAL STORIES

Graham Catt, Chief Executive Officer, Independent Schools Australia
Creating Trusted Platforms for Collective Progress

Across more than 20 years in association leadership, Graham Catt has worked with sectors as varied as health, veterinary science, agriculture, racing, small business and education.

Each role has given him the opportunity to understand a profession or industry in a way few people outside it ever can.

“You get to learn about a sector in a depth that not many other people do.”

Today, as Chief Executive Officer of Independent Schools Australia, Graham leads the national body representing the interests of Australia’s independent school sector.

For Graham, the purpose of association leadership is fundamentally about helping.

It means helping people, organisations and sectors navigate complexity, to access opportunities and achieve outcomes that would be difficult to secure alone.

“When it all comes together well, it can make a huge difference.”

That sense of purpose is strongest when the support provided is genuinely needed and its value is recognised by the people and organisations it was designed to serve.

Yet when Graham reflects on what makes him most proud, he returns to people rather than policies or projects.

Recently, he provided a reference for someone who had worked with him 15 years earlier. It reminded him that one of the most enduring impacts of leadership is the contribution made to the careers of others.

“Ultimately, it’s about the people you’ve been able to mentor and see grow along the way.”

For Graham, that is what being an Association Professional is all about: supporting people and sectors progress while creating opportunities for others to lead in the future.

CREATING IMPACT

Graham sees associations as platforms.

Their value lies in creating the space, structure and trust required for people and organisations to come together around the common interests of a sector.

Independent Schools Australia provides a national platform where member organisations can move beyond their individual priorities and focus collectively on the broader needs of independent schools across the country.

“We provide the platform for everyone to come together and focus on a common objective, not just their own interests.”

This collective approach gives the sector access, influence and expertise that no individual member could generate alone.

One example is the relationship Independent Schools Australia facilitates between its members, schools and the Australian Government.

Each year, the Federal Minister for Education meets with the organisation’s Board. Independent Schools Australia has also brought school representatives and member organisations to Canberra to meet directly with the Minister.

Neither the individual schools nor the member organisations would be able to create those opportunities independently.

By bringing them together through a trusted national body, the association enables the sector to communicate its experiences, priorities and concerns directly to decision-makers.

It creates a space where diverse perspectives can be heard while maintaining a focus on the shared interests of the sector.

WHY ASSOCIATIONS MATTER

Graham believes associations are frequently misunderstood because they are often viewed as voluntary groups made up of members of a profession or industry.

While associations represent members, the role is distinct from the sectors served.

Associations are professional organisations that require unique leadership, expertise and capabilities.

Association Professionals must understand whose interests are being represented, bring diverse views together and translate those views into collective priorities, services and advocacy.

Graham believes association management is a profession with a distinct and transferable skill set.

His aspiration is for it to become a career people can enter, develop within and move beyond, with pathways flowing both into and out of association roles.

Association Professionals can build expertise across leadership, governance, strategy, advocacy, stakeholder engagement and organisational management. Those capabilities are valuable both within associations and well beyond the association sector."

Moving between sectors enables Association Professionals to apply their expertise in new environments while continuing to learn from different industries, professions and communities.

Graham also believes associations play an increasingly important role as trusted institutions.

At a time when trust in many institutions and organisations is declining, associations can provide safe and credible places where people come together, share expertise and address common challenges.

“They create faith, trust and safe places where people can come together.”

Without Independent Schools Australia, the sector would lose the organisation with national perspective spanning every state and territory.

Australia’s education system involves complex relationships between governments, jurisdictions, school systems and individual schools. Understanding how those relationships connect is beyond the capacity of any one member organisation.

Independent Schools Australia brings together expertise from all its members and schools to interpret those complexities, engage with national issues and represent the sector with a coordinated voice.

LOOKING AHEAD

Graham believes associations will need to evolve as the volume of available information continues to grow.

Rather than simply creating and distributing content, associations will increasingly become trusted curators – helping members identify what is relevant, understand what it means and apply it effectively.

The ability to navigate information, think critically and make informed decisions will become increasingly valuable.

Associations can help members retain those essential skills while supporting more personalised approaches to learning and professional development.

Graham also sees an opportunity for associations to become navigators of people’s careers, helping them identify pathways, build capability and access the knowledge and connections they need at different stages of their working lives.

By continuing to provide trusted platforms, credible information and opportunities for collective action, associations can help future generations navigate increasingly complex professions and industries.

Graham’s story is one of many that demonstrate the power of Association Professionals. Together, they are strengthening industries, supporting communities and helping shape the future across Australia and New Zealand.

We Are Associations.

ABOUT GRAHAM

Graham Catt is Chief Executive Officer of Independent Schools Australia and an experienced association leader with more than 20 years working across education, health, pharmacy, veterinary science, small business and other sectors. He has held senior executive, governance and advisory positions with a range of national and state organisations, including serving as Board Chair and President of the Australasian Society of Association Executives. Graham is passionate about creating trusted platforms where people can come together around shared interests, strengthening organisations and sectors, and mentoring the next generation of leaders.

ABOUT THE ORGANISATION

Independent Schools Australia is the national peak body for the independent school sector. It represents the interests of independent schools through its member associations in each Australian state and territory. Working across complex national and intergovernmental education issues, the organisation provides research, policy analysis and advocacy on behalf of the sector. Independent Schools Australia brings together the expertise and perspectives of its members and schools to promote informed policy development and support a strong, diverse and sustainable independent education sector.  www.isa.edu.au

Every association professional knows the feeling. The new year is approaching, the board wants a plan and budget, and you're staring at an empty document while also running events, answering member queries and chasing renewals.

Annual planning is too important to improvise, yet few small and mid-sized associations have the time to design a planning process from scratch. That's why we've created the Annual Association Planning Template: a practical, editable Word document you can adapt to your own organisation.

What's inside

The template takes you through the full planning cycle in ten sections.

1. Where we are now. Start with an honest review of last year: targets versus actuals, a start/stop/continue exercise, a member snapshot (retention, satisfaction, non-dues revenue), a SWOT analysis and a scan of external trends.
2. Strategic direction. Capture your mission and vision, then choose three to five priorities. A built-in "priority test" asks whether you have the people and money to deliver each one, and a "not doing" list helps you say no.
3. Goals and KPIs. Turn priorities into SMART objectives, each with a baseline, a target, an owner and a due date.
4. Programs and services. Plan membership recruitment and renewal touchpoints, events and education, advocacy, communications and sponsorship, with space for your own programs too.
5. Governance and people. Track committees, a compliance checklist (AGM, audits, filings, policies, insurance), staff capacity and volunteers.
6. Financial plan. Record your budget assumptions, a revenue and expense summary, and health indicators such as operating reserves.
7. Risk register. Identify what could derail the plan, rate it and assign an owner.
8. Calendar, action plan and monitoring. Put every date on one page, list actions with owners, and set a reporting rhythm with quarterly review questions and a sign-off block.

Two appendices finish the job: a backwards-from-year-end planning timeline and a readiness checklist to run before the board vote.

Built to be adapted

Grey italic "e.g." rows show the level of detail to aim for. Overwrite them, delete what doesn't apply, and add rows freely. The categories are deliberately generic, so a trade body, professional institute and charity can all make it their own. Change the calendar's month order to match your financial year and adjust the compliance checklist to your legal structure and jurisdiction.

Tips for getting the most from it

• Start early. Appendix A suggests beginning four to six months before the year starts.
• Involve others. Use sections 1 and 2 as the agenda for a board and staff strategy session.
• Keep it small. A plan with a few resourced priorities beats a long wish list.
• Review quarterly. Section 10 makes it easy to adjust as conditions change.

Get your copy

Ask Simon for the template. Make it yours and bring your board a plan you can deliver. 

Welcoming a new member to your organisation is an exciting milestone, but securing their dues is only the beginning of a larger journey. All too often, associations celebrate member acquisition but neglect the immediate follow-up. If individuals feel disconnected, unsupported, or overwhelmed early on, they’re at a significantly higher risk of churning before their first renewal cycle.

Addressing early-stage attrition requires a thoughtful, structured approach. This post explores how immediate, purposeful engagement impacts your long-term success and offers practical strategies to improve the onboarding experience. This way, you can ensure that new members immediately see the value of your resources, community, and industry collaborations.

Why Early Engagement Drives New Association Member Retention

When someone joins your association, they’re riding a wave of enthusiasm. They’re eager to network, grow their skills, and advance their careers. But the clock starts ticking immediately.

Their first 90 days represent a critical window of opportunity to integrate them into your community. If too much time passes without them experiencing a tangible return on their investment (ROI), that initial excitement quickly fades into the question: “Was joining really worth the cost?”

The hard truth is that associations typically lose the most professionals during their very first year of membership. The stakes are incredibly high, and the data backs this up. According to the latest Membership Performance Benchmark Report from iMIS, two leading reasons members fail to renew are a lack of meaningful engagement and poor perceived value. When individuals struggle to find their place or use their benefits, they quietly slip away.

Ultimately, first impressions establish foundational trust. A new member's early experiences determine whether they feel validated in their decision to join or regretful about the expense. To protect that first-year renewal, your association must move beyond a simple, automated welcome email to prove its value from day one.

Actionable tips for a successful onboarding experience

Technology and consistent communication determine how easily a new member integrates into your ecosystem. By optimising both, you can design a welcoming environment that encourages consistent participation. Let’s explore how to achieve exactly that!

Map out the member journey.

A member journey is the complete lifecycle of an individual's relationship with your association. You can identify drop-off risks by mapping out this experience during a new member's first ninety days. This process allows you to visualize the exact steps someone takes from the automated welcome email to their first event registration. 

In turn, you can eliminate any silent periods and dead zones in your communication strategy. Your team will be able to address common friction points and deliver relevant resources exactly when a new member needs them. For example, your association might notice a steep drop in engagement at the 60-day mark, prompting your team to trigger a targeted, mid-cycle check-in survey.

In your member journey map, be sure to include the following elements:

• Touchpoints: Consider common interactions between your association and the member, whether they initiate it (such as registering for an event or taking an eLearning course) or your association does (such as sending resources or event invitations).

• Member sentiments: List the emotions members experience at each touchpoint, whether that’s excitement, satisfaction, or confusion. Tracking these reveals what drives loyalty and what causes friction. Solicit feedback to see what parts of the member journey flow well and which could be improved. 

• Pain points: Consider obstacles and challenges that members face. Proactively addressing these turns points of frustration into opportunities to prove your value.

• Member actions: Including the steps members take to achieve their goals reveals how easy (or hard) it is to engage with their benefits.

• Insights: These are the actionable takeaways from your map. This is where you connect the dots from all the elements above to figure out exactly what you need to fix, change, or improve for your members.

Anticipating what your members actually want at each stage of their lifecycle allows you to personalise their experience. Delivering relevant content aligned with this journey map reinforces the value of your association and keeps your organisation top of mind.

Encourage connections early on.

Human connections drive retention by transforming a transactional dues payment into a meaningful professional relationship. Your association should nudge new members to build their networks to accelerate their integration into your community.

Encourage early networking by doing the following:

• Invite new members to join your online community to access specialised forums and have insightful discussions.

• Instruct constituents on how to navigate your membership directory and update their profiles. Kanopi recommends improving the member experience by enabling advanced filtering, such as checkboxes for industry or location.

• Offer to pair new members with an experienced mentor in their specific field to show them the ropes of your association and give tailored career guidance.

By actively guiding newcomers toward these connection points, you remove the intimidation factor of networking in a new environment. When they can quickly make meaningful connections, they’ll establish a sense of belonging, feel comfortable participating, and be more likely to renew.

Leverage unified technology for frictionless access.

Even the best networking and educational resources will fall flat if new members have to battle a clunky digital experience to access them. When generic software requires users to navigate disconnected systems to visit forums, pay dues, or register for events, those slowdowns kill early engagement.

This is why 71% of surveyed associations are investing in specialised membership software. To create a seamless onboarding experience, consider transitioning from a fragmented tech stack to a purpose-built engagement management system (EMS). An EMS eliminates login fatigue by unifying three core tools into one platform:

• Content management system (CMS): Powers your public website and private member portal.

• Association management system (AMS): Handles the operational side, like dues, transactions, and renewals.

• Constituent relationship management (CRM): Tracks member interactions so you can personalise your outreach.

Think of it as one system that manages the entire member experience. Instead of wrestling with multiple passwords, members get a single, intuitive dashboard. A unified approach empowers them to easily interact with their benefits and allows your team to integrate other tools—like your learning management system (LMS) for custom course recommendations—to deliver a highly personalised journey from day one.

Wrapping up

Acquiring a new member is a victory worth celebrating, but you can’t rely on a single automated email to build a thriving community. Instead, retention requires a deliberate journey, genuine human connection, and helpful technology.

Before making any major changes, take a baseline measurement of your current orientation experience. Walk through your association's onboarding sequence from a brand-new member's perspective. Determine whether there are hurdles (like navigating multiple logins), confusion on what the first step after paying dues is, or difficulty finding a relevant community forum.

Documenting this experience will highlight the roadblocks in your current process. Backed with this knowledge, you can refine your association management strategies and start proving your organisation's undeniable value from day one.

We Are Associations Campaign
Ambassador Case Study

Vy's story is about how associations create belonging by bringing people together around a shared purpose, empowering members to contribute, connect and grow together.

NAME: Vy Le
ORGANISATION: Australasian College of Dermatologists
POSITION: Director, Professional Development and Member Engagement
INDUSTRY: Health
STATE/COUNTRY: Australasia
YEARS IN ASSOCIATIONS: 18 years

WE ARE ASSOCIATIONS | ASSOCIATION PROFESSIONAL STORIES

The We Are Associations campaign celebrates the people behind associations. Through the stories of Association Professionals, AuSAE showcases the people, purpose and impact behind the organisations that strengthen industries, professions and communities across Australia and New Zealand.

Vy Le, Director, Professional Development and Member Engagement, Australasian College of Dermatologists

Creating Belonging Through Shared Purpose

For Vy Le, association management has always been about people.

Across nearly two decades working in professional associations spanning healthcare, education, research and international membership organisations, she has seen firsthand the power of bringing people together around a shared purpose.

"What I love most is that our industry is incredibly connected and resourceful. We're always willing to support each other and help our members succeed."

Today, as Director of Professional Development and Member Engagement at the Australasian College of Dermatologists, Vy works alongside medical specialists committed to improving patient care and advancing dermatology across Australasia.

For her, the greatest sense of purpose comes from working in organisations whose values align with her own.

Whether supporting members, developing professional education or strengthening engagement, she is motivated by knowing her work contributes to professions that ultimately improve the lives of others.

"My values align with the organisation I work for, the members I support and the industry that gives back to society."

One of Vy's proudest moments isn't a particular project or initiative.

It's when members understand the vision, embrace it and work alongside her to make it successful.

"That's when you know you're building something together."

For Vy, being an Association Professional is about creating an environment where members feel empowered to contribute, collaborate and take ownership of their profession.

CREATING IMPACT

The Australasian College of Dermatologists creates impact by strengthening the profession while improving access to specialist dermatology care across Australasia.

Through advocacy, professional development and member engagement, the College supports dermatologists to remain leaders in their field while helping ensure communities have access to the highest standards of care.

The organisation also provides opportunities for members to connect, collaborate and learn from one another throughout their careers.

For Vy, some of the most rewarding moments come when members share how an initiative, education program or professional development opportunity has positively influenced their careers.

"When members tell me something we've delivered has genuinely helped them, I know we're on the right path."

She believes creating belonging is one of the most important responsibilities of any association.

Drawing inspiration from Adam Grant's Give and Take, Vy believes belonging begins when members actively contribute.

Rather than simply receiving value from an association, members create value by volunteering, sharing knowledge and becoming involved.

In return, they gain connections, opportunities and a deeper sense of ownership.

"The act of giving and taking strengthens engagement and creates a genuine sense of belonging."

When members contribute to their association, they begin to see it as their own.

That shared ownership creates stronger communities, more engaged professionals and associations that continue to evolve alongside members.

WHY ASSOCIATIONS MATTER

Vy believes one of the biggest misconceptions about associations is that because they are not-for-profit organisations, people assume they do not need to operate like successful businesses.

"We're not-for-profit, but we have a responsibility to be financially sustainable."

To continue delivering services, investing in members and advancing professions, associations must remain financially sustainable while balancing purpose with good governance and sound business practice.

She also believes association management is a profession unlike any other.

Association Professionals navigate governance, strategy, operations, stakeholder engagement, education and member services while bringing together highly diverse groups of people around common goals.

Volunteer management adds another layer of complexity, requiring emotional intelligence, diplomacy and influence rather than formal authority.

"It takes experience and insight to bring diverse people together toward a common goal."

For Vy, one of the most important things people should understand is that there is an association for almost every profession.

Many people simply don't realise the support, networks and opportunities available to them.

"There is an association for every profession. What's your association?"

She believes associations strengthen industries by ensuring everyone has a seat at the table.

They listen, consult, build consensus and help professions move forward together toward a shared vision.

The process doesn't end with implementing change.

Associations continue listening, learning and improving alongside members.

Without organisations like the Australasian College of Dermatologists, professions would lose more than education and advocacy.

They would lose the communities that encourage participation, shared ownership and belonging.

For Vy, those relationships are what transform a professional organisation into a thriving professional community.

LOOKING AHEAD

Looking ahead, Vy hopes future generations experience associations as places of connection.

She wants professionals entering the workforce to know their association exists to support them throughout their careers - not as an organisation working separately from them, but as a community they actively belong to.

"Associations are here for you, not against you."

By encouraging participation, listening to members and creating opportunities for people to contribute, Vy believes associations will continue building professions that are more connected, collaborative and resilient.

Vy's story is one of many that demonstrate the power of Association Professionals. They are strengthening professions, supporting communities and helping shape the future across Australia and New Zealand.

We Are Associations.

ABOUT VY

Vy Le is Director of Professional Development and Member Engagement at the Australasian College of Dermatologists and an experienced association executive with almost two decades working across healthcare, professional membership organisations and the not-for-profit sector. Her career has spanned governance, membership, engagement, education and organisational leadership both in Australia and internationally. Vy is passionate about creating meaningful member experiences and believes associations are at their strongest when members actively contribute, creating a shared sense of ownership and belonging.

ABOUT THE ORGANISATION

The Australasian College of Dermatologists is the peak professional organisation for specialist dermatologists in Australia and New Zealand. The College is responsible for training, examining and supporting specialist dermatologists while promoting excellence in patient care, professional standards, education and research. Through advocacy, continuing professional development and collaboration, the College works to improve skin health outcomes and ensure communities have access to high-quality specialist dermatological care across Australasia.

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