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

Insights from the AuSAE Association Knowledge Program webinar "In Practice: How we rebuilt our membership model" with Paul Ritchie, Chief Operating Officer, AUSactive

Membership is at the heart of what we do as associations. But what worked five or ten years ago doesn't always land the same way today. Member expectations have changed, information is everywhere, and it's easy to slip into a "this is how we've always done it" mindset. Sound familiar?

In this AuSAE Association Knowledge Program session, Paul Ritchie shared the real story behind AUSactive's membership journey. AUSactive is the peak national body for Australia's fitness and exercise sector (you may remember it as Fitness Australia), representing exercise professionals, gyms and studios, and students in every state and territory. Toni, who hosted the session, sums up the spirit of these webinars well: “it’s beyond theory, it’s beyond telling what to do, and it’s actually hearing a story from somebody who’s done it.” Paul delivered exactly that, with an honest look at what changed, what they learned and what didn’t work.

Here's are the key takeaways:

Paul started with a roadmap of how far the organisation has come. It began as a group of state-based associations, joined together as a national body, then widened from representing individual exercise professionals to also representing employers, operators and facilities. Today it's a multi-modality organisation under the AUSactive name.

As Paul was quick to say, it hasn't been a straight line. They inherited things from the past and had to gently challenge old assumptions along the way. In Paul’s words, “the organization that was Fitness Australia 10 years ago is not the organization that we are now,” and that’s the whole point.

There was a useful lesson in the amalgamation too: solving one problem can create another. Going national fixed fragmentation, but it made it harder to stay close to diverse communities and keep support personal.

2. Separate your standard from your membership

One of the biggest lessons was separating registration (the professional standard, such as qualifications, first aid, CPR, insurance and codes of conduct) from membership (the wider support wrapped around it).

Registration had become part of members' professional identity. Pulling the two apart let AUSactive move from "being listed on a register" to supporting people through a whole career or business life cycle.

Something to ask your team: Is what members think they're paying for the same as the value you actually want to deliver?

3. Tailor to each audience, with a shared foundation

Individual members needed recognition, career support and development. Businesses needed help with workforce standards, operating practices, commercial relationships and industry representation, and larger groups needed more strategic engagement.

Rather than a single generic membership message, AUSactive built separate propositions, each with its own journey and account management, all resting on a common standards platform.

4. Let your industry's changes shape your boundaries

After COVID, Pilates and yoga grew quickly, each with its own education pathways, professional identity and business models. To represent them properly, AUSactive's membership model, and eventually its name and brand, had to grow beyond a traditional "fitness only" identity.

The takeaway for any association: your members' professions keep moving, so your model needs to be ready to move with them.

5. "Membership that Moves with You"

Over the last 12 to 24 months, AUSactive has been reshaping membership around the stages of a professional's career, with more flexibility and choice. Three changes stood out:

• A CPD framework. Continuing Education Credits became Continuing Professional Development, recognising learning in many formats and separating ongoing development from education alone.
• Professional indemnity insurance built into membership. Bringing the two together into one product added clear, practical value.
• Registration tiers. A baseline registered pathway sits alongside an accredited pathway that recognises an ongoing commitment to professional development and unlocks enhanced benefits.

The goal behind all three was clearer choices and a more relevant pathway to professionalism.

6. Simple on the front end takes discipline at the back end

Members should find their options easy to understand. But as Paul put it, “simplicity on the front end doesn’t necessarily mean that it’s simple at the back end.”

AUSactive worked to bring previously disconnected systems together into one connected platform. That supports renewals, reminders and workflows, and it depends on strong governance and clean data.

When weighing up system decisions, the team keeps two questions in mind: what frees up time and capacity so staff can serve members, and what the experience feels like from the member's side (UX and UI).

7. Lessons learned along the way

Paul shared several hard-won lessons that apply to organisations of any size:

• Start with the problem, not the categories. Ask what members need and how you can help solve it.
• Consult widely, but don't expect consensus. Consulting widely, Paul explained, “doesn’t mean that there’s always going to be a consensus.” What matters is consulting early, explaining your decisions and being open about trade-offs, with members, staff, the board and other stakeholders.
• Don't let historic system logic become permanent policy. Paul’s reminder is that “just because something’s been inherited doesn’t mean it has to stay that way.” Old membership levels and renewal rules can simply be artefacts of a previous database, so a system change is a chance to question them, not just carry them across.
• Settle before you layer on more. Every membership change blends systems, service and communication, so build confidence in one change before adding the next.
• Carry the learnings through everything. Forms, workflows and communication channels all need to reflect each change to your offer.

8. How to know when a change has settled

AUSactive combines a regular feedback loop with data. Changes are made with an expected outcome in mind. For example, introducing Pilates recognition came with targets based on the size of the workforce and the number of instructors they hoped to see join. Results are checked against those targets, alongside member feedback.

9. Consult through many channels, with a clear purpose

There's no single right way to consult. AUSactive uses surveys, webinars, one-to-one conversations through account management, town halls, and events and conferences. Whichever channel is used, the team stays clear on the problem they're trying to solve, so the questions are framed around it.

To keep a vocal minority from driving decisions, Paul suggests weighing feedback against wider market intelligence, such as government economic data, workforce trends and public data on qualification completions. If a few passionate voices point in a different direction to the broader picture, it's worth asking how representative they are. As Paul put it, you don’t want that feedback to “drown out everyone else” and leave you in an echo chamber.

10. Governance needs to evolve too

The constitution had been designed around individual exercise professionals. It was deliberately updated to allow wider representation, mirroring the evolution of the membership model. As with everything else, it came down to consultation, communication and bringing members along on the journey.

11. Advice for smaller organisations: keep it simple

Paul's advice was to identify one, two or three key priorities you're really trying to solve for, and to resist getting “swept up in a vortex of excitement or flashy ideas” or the newest product on the market. His short version: “keep it simple, right?” Focusing on just a few principles filters out the noise and gives you clarity, which matters most for smaller teams.

12. What didn't work: the paid student membership

AUSactive had long offered free student membership. They trialled a small price to create a sense of value, but “we worked out pretty quickly that’s not what the students wanted,” Paul said. Engagement dropped, so they went back to free. Paul noted that students are a handy testing ground, because they're early in their careers and not yet long-term members. The lesson: try things, learn, and move forward.

13. Where next? Directions, not commitments

Looking ahead, Paul stressed that “it’s directional, it’s not commitment,” and that any future change will be guided by evidence, consultation and piloting. Areas under consideration include:

• Lifecycle support through each stage of a member's career
• Future movement professions and qualifications, staying open-minded as the industry evolves
• More value-adds, like embedded insurance
• Recognition and credentials as modalities change
• Community and personalisation, including how AI might trigger support based on member behaviour rather than fixed categories

Did it work?

Yes. About ten years ago AUSactive was facing declining membership, as members' expectations and access to information changed. The good news: “we’ve had some really strong growth in the last couple of years,” Paul said, which he puts down largely to the evolution of the membership model.

How your association can apply this

You don't need AUSactive's size, budget or sector to put these lessons to work. The table below turns each one into an action, with a first step you can take this month. The first steps are our suggestions for applying Paul's lessons, not things he prescribed.

Starting from scratch? A simple sequence

1. Name your one to three problems. Be specific about what your members, and your organisation, most need solved.
2. Listen. Consult through several channels, framed around those problems.
3. Cross-check. Compare what you hear with external data before you decide.
4. Review your systems and rules. Let go of inherited logic that no longer serves members, and fix the biggest friction points.
5. Pilot and explain. Share your decision and the trade-offs, then test with a smaller group where you can.
6. Measure and settle. Review results against the targets you set before moving on to the next change.

Questions to take back to your team

1. What problem are our members actually trying to solve, and does our model help them solve it?
2. Which of our membership rules are genuine policy, and which are leftovers from old systems?
3. Are we consulting through enough channels, and checking feedback against wider data?
4. Have we settled our last change before starting the next?
5. If we could only solve three things, what would they be?

If you missed the session, or you'd like to revisit Paul's story in his own words, log in to the AuSAE on-demand webinar library and watch it again at your own pace.

Not an AuSAE member yet? Join AuSAE and keep learning alongside other association professionals.

The AuSAE Association Knowledge Program (AKP) brings practical, real-world stories from association leaders. Keep an eye out for upcoming sessions.

Associations invest significant time and resources in education. We organise webinars, deliver courses, host conferences and share resources to help members develop their skills and knowledge.

But how often do we stop to ask a more important question: is our education actually changing the way members work?

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 genuine professional capability.

Laura shared how SCAQ transformed a collection of standalone learning activities into a connected professional development program designed around members’ careers, the challenges they face at work and the future of their sector.

Her experience offers valuable lessons for any association looking to make its education more relevant, sustainable and impactful.

1. Start with the problem, not the program

It is easy for education planning to begin with a calendar. What webinars should we run next year? Which speakers could we invite? What topics are members asking about?

These are useful questions, but they are only part of the picture.

For SCAQ, the turning point came from looking at the broader challenges facing its sector. Despite strong attendance at education events, employers were still struggling to retain staff, and many professionals could not see a clear career path ahead of them.

As Laura explained, SCAQ had a calendar of events, masterclasses, webinars and conferences, but the activities were not connected to a clear professional development pathway.

The association needed to look beyond the events themselves and ask what its members needed to learn, when they needed to learn it and how that learning could help them progress.

The takeaway for associations: Before planning your next education calendar, identify the professional challenges your members need help solving.

Consider speaking with employers, managers, emerging professionals and experienced members. What skills are missing? Where are people struggling? What causes them to leave the profession? What will they need to know to succeed in the future?

These conversations can help you prioritise education that addresses real needs, rather than simply adding more activities to an already busy calendar.

2. Build a pathway, not a collection of events

One of SCAQ’s biggest changes was bringing its education activities together under Professional Pathways.

Rather than treating webinars, masterclasses and conferences as separate offerings, the association mapped learning opportunities to five career stages, from people entering the profession through to experienced leaders and business owners.

This created a clearer picture of how members could develop their knowledge and progress throughout their careers.

It also helped SCAQ identify where additional support was needed. For example, professionals moving into more complex roles needed more than technical knowledge. They also needed skills in communication, dispute resolution and managing difficult situations.

The approach recognised that members at different stages of their careers have different needs, challenges and ambitions.

For associations, this is an important distinction. A new professional may need foundational knowledge and confidence, while an experienced practitioner may be looking for leadership development, strategic thinking or business skills.

A one-size-fits-all education calendar can struggle to meet both needs.

The takeaway for associations: Map your existing education offerings against your members’ career journeys.

Ask yourself:

• What does someone new to the profession need to know?
• What challenges emerge as they gain experience and responsibility?
• Where do members need support to move into leadership?
• What skills will experienced professionals and business owners need next?
• Are there gaps between your current offerings and these needs?

You may not need to create an entirely new program. As Laura highlighted, sometimes existing activities simply need to be connected, repositioned or delivered at the right stage of a member’s career.

3. Develop the whole professional, not just technical skills

Technical expertise matters, but it is rarely the only thing people need to succeed at work.

Laura highlighted the importance of building interpersonal skills and resilience, particularly for professionals dealing with difficult conversations, complex problems and challenging workplace relationships.

In SCAQ’s sector, early-career professionals can find themselves managing complicated issues and navigating difficult interactions with committee members. Without the right support, these experiences can contribute to people leaving the profession.

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.”

That idea has relevance across the association sector.

A professional may understand the technical requirements of their role but still struggle to influence a board, manage conflict, lead a team or communicate a difficult decision. These capabilities can be just as important to their long-term success.

Associations are well placed to help members develop both.

The takeaway for associations: Review your education portfolio for opportunities to build the skills that help members put their technical knowledge into practice.

Depending on your profession, this might include communication, negotiation, leadership, problem-solving, resilience, stakeholder management or navigating difficult conversations.

Consider combining technical education with practical scenarios, peer discussions, mentoring and opportunities to learn from colleagues who have faced similar challenges.

The aim is to help members feel better equipped to handle the realities of their work, not simply more knowledgeable about their profession.

4. Bring members into the design process

One of the most valuable elements of SCAQ’s approach was involving members in shaping the program.

Laura brought together members, including business owners and sector leaders, to help co-create the framework. This helped ensure the program reflected the challenges professionals were experiencing and gave those involved a stake in its success.

The result was a shift towards peer-to-peer learning: education designed by people who understand the profession, for people working in it.

Member involvement can also strengthen support for a program beyond the learning experience itself. When employers and industry leaders help shape education, they are better positioned to champion it and encourage their teams to participate.

This is particularly useful for associations working in specialised sectors where professional knowledge is built through experience and practical application.

The takeaway for associations: Invite members to help shape your education strategy, rather than relying solely on surveys or topic suggestions.

You could establish a small member advisory group, run workshops with professionals at different career stages or ask employers to identify the capabilities their teams will need over the next few years.

You could also involve members in developing case studies, facilitating discussions or sharing lessons from their own practice.

The key is to give members a meaningful role in shaping education that reflects the realities of their work.

5. Turn partners into capability-building contributors

For many associations, education partnerships help make programs financially viable and bring valuable expertise to members.

But the relationship can become less effective when partner-led education feels more like a sales presentation than a learning experience.

SCAQ reconsidered how its partners contributed to education, moving away from transactional arrangements towards a shared focus on strengthening professional capability.

Laura explained that member research revealed a clear preference: members wanted genuine expertise, not another sales pitch.

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

This distinction matters. Partners often have deep technical knowledge and practical experience that can benefit members. The opportunity is to channel that expertise into education that meets the association’s standards and serves a genuine learning need.

SCAQ also developed an affiliated trainer program, through which partners would receive presentation and speaker training before delivering education on the association’s behalf. This helped extend the association’s reach while maintaining greater consistency in the quality and delivery of learning.

The takeaway for associations: Review how partners contribute to your education program.

Are they helping members develop new skills and solve problems, or is the emphasis primarily on promoting products and services?

Consider setting clear expectations for partner-led sessions, including agreed learning outcomes, relevant practical examples and opportunities for audience participation.

You could also provide speakers with guidance on presentation skills, storytelling and engaging adult learners.

A well-designed partnership should create value for everyone involved, particularly the members attending the session.

6. Protect the value of your education

Education requires investment. There are costs associated with staff time, learning platforms, content development, accreditation, speakers and delivery.

Yet associations can sometimes undermine the value of their offerings by providing extensive access for a price that makes it difficult to sustain quality or introduce more advanced learning opportunities.

SCAQ reviewed its previous unlimited webinar package and replaced it with Professional Pathways, a subscription model that included a defined number of webinars alongside discounts on masterclasses, conferences and other ticketed events.

The model gave subscribers ongoing value while helping the association cover the underlying costs of delivering education throughout the year.

SCAQ also took a firmer approach to its continuing professional development (CPD) program. External education seeking CPD recognition had to meet review requirements, reinforcing the value of the association’s endorsement.

Laura described the importance of recognising what that endorsement represents:

“If our brand is going on it and our endorsement is a part of it, it is worth something.”

For associations, this is about more than revenue. Accreditation and CPD recognition can represent trust, professional standards and confidence in the quality of learning.

Giving them away without clear expectations can make it harder to maintain those standards and demonstrate the value of your education.

The takeaway for associations: Review your education pricing, subscription benefits and accreditation arrangements.

Consider whether your current model supports the quality and consistency you want to deliver. Could a subscription provide a more sustainable foundation? Would tiered benefits create a clearer progression from introductory learning to advanced development?

If you offer CPD recognition, make sure your review process, learning requirements and endorsement criteria are clear and consistently applied.

The goal is not to charge for everything. It is to understand the value you provide, protect your professional standards and build a model that allows your education program to remain relevant and sustainable.

7. Choose progress over perfection

Redesigning an education program can feel like a significant undertaking, particularly for small association teams balancing competing priorities.

Laura was candid about the importance of keeping things manageable. Associations do not always have the resources to build a perfect program from the outset, and trying to do everything at once can prevent good ideas from getting off the ground.

Her advice was straightforward:

“Progress over perfection. Keep moving, give it a go.”

For SCAQ, the starting point was not creating a completely new suite of courses. It was understanding the existing activities, identifying the gaps and bringing everything together within a clearer framework.

That is an encouraging lesson for associations of every size.

You do not need to overhaul your entire education portfolio in one year. You can start with a single program, a particular career stage or one learning activity that could deliver greater impact.

The takeaway for associations: Choose one part of your education portfolio to review and improve.

Start small, test your approach, seek feedback and refine it. You might trial a new learning format, introduce a practical follow-up activity or redesign one webinar around a specific capability members need to develop.

The important thing is to keep learning about what works, rather than waiting until you have the time and resources to make everything perfect.

The real test: what changes after the learning?

Attendance, completion rates and satisfaction scores still have a place in evaluating education. They help associations understand whether members are participating and enjoying the experience.

But they do not necessarily tell you whether members are applying what they have learned.

If the purpose of education is to strengthen professional capability, associations need to look beyond participation and consider what changes afterwards.

That does not mean every program needs an elaborate evaluation framework. A few well-chosen questions can provide a useful starting point:

• Relevance: Did the learning address a real challenge in the member’s work?
• Confidence: Does the member feel better equipped to handle that challenge?
• Application: Have they used a new skill, approach or idea in practice?
• Impact: What difference has that made to their work, team or organisation?
• Next steps: What capability do they need to develop next?

Where practical, follow up with participants a few weeks or months after a program. Ask what they have applied, what has changed and what additional support would help them put their learning into practice.

You can also speak with employers or managers, where appropriate, to understand whether the learning is making a difference in the workplace.

These insights can help you decide which programs to retain, which to improve and where further investment will have the greatest value.

From delivering education to building capability

Laura’s experience at SCAQ demonstrates what can happen when associations approach education as a connected part of their professional purpose, rather than a series of individual events.

By aligning learning with career stages, addressing technical and interpersonal skills, involving members in program design and building stronger partnerships, SCAQ is working towards a more intentional approach to professional development.

The underlying principle is simple: education should help members move forward.

For association professionals, the opportunity is to look at your own education portfolio with fresh eyes. Are your activities connected to the challenges members face? Do they support people at different stages of their careers? Are you creating opportunities to apply new knowledge? And can you demonstrate the difference your programs make?

You do not need to have all the answers straight away. Start with one program, one member need and one opportunity to make learning more meaningful.

Because the real measure of an education program is not simply how many people attend. It is what they can do differently when they return to work.

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

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.