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AES provides support services to not-for-profit organisations.
The latest research undertaken by Association Executive Services
tells us that the Treasurer's role on an NFP board is the hardest to recruit.
No matter the size of your association, risk management is one of the significant challenges facing volunteer boards. Often, Boards are expected to meet and decide there and then to enter into contracts with suppliers, sometimes worth thousands of dollars, without a proper risk assessment.
According to a recent Association Executive Services webinar with from the Australian Taxation Office, most associations or not-for-profit organisations in Australia must soon review their governing documents as part of their self-assessment process for claiming not-for-profit status.
Leading a not-for-profit association comes with its unique set of challenges, and one of the most crucial aspects is having a strong administration team to keep everything running smoothly. Recently, I had the chance to sit down with our admin staff from Association Executive Services, who shared what they believe are the core competencies required for their roles.
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Delve into expert tips and insights on how to implement the right strategy and tips to enrich your association's advocacy campaigns.
AES is excited to introduce our two new team members, Jan Davis and John Kilgour, who will both bring a range of skills and knowledge to the team.
We're experiencing change at an unprecedented pace, as seen with technologies like ChatGPT gaining 100 million users in just 2 months, far quicker than platforms like YouTube, Facebook, or Netflix in their early days. With shifts in commerce, climate, and public discourse, how do association leaders and futurists respond effectively? Maxime Lagace says wisdom is key. Paul Tero introduces the “DIKW Wisdom Hierarchy,” emphasising the transformation of raw data into wisdom through description and understanding processes. Harness this model to guide your organisation and adapt to our ever-evolving world.
For leaders and executives within industry associations and not-for-profit organisations, the shift to remote working arrangements has presented both opportunities and challenges. Ensuring a seamless transition without compromising on the essential functions of the organisation is crucial. The recent case of Suzie Cheikho v Insurance Australia Group Services Limited presented at the Fair Work Commission provides invaluable insights into navigating this complex terrain.
Inbox overflowing? Email has become such a large part of everyday life that most of us receive dozens of emails a day, ranging from important work information through to spam from companies and brands. Unfortunately, with such a volume of messages, it can be easy for important emails to get lost, be forgotten about, or left in the “think about it later” basket for too long. A great way to avoid your important email message getting left behind is to avoid sending it as an email altogether. We take a look at when it’s a good idea to pick up the phone.
Membership is a central concern for every association. Growing
your membership base,
retaining members, and ensuring your members are engaged in your association’s functions and activities should all be key parts of your
strategic plan. Even associations with a large and diverse membership need to be consistently evolving and planning to offer value to their
members and to ensure they stand out from the crowd. We consider the main things to focus on when thinking about your membership.
A positive work culture achieves more than just happier and healthier employees; it increases productivity, improves outcomes, and leads to long-term growth and success. However, cultivating this kind of culture and a workplace where employees want to grow and succeed isn’t easy. With a new trend of resignations and disengagement, it is now harder than ever to keep the best talent at your association.
When running an association there are many different factors that make it successful. One of the most important keys to a thriving
not-for-profit organisation is effective marketing. Marketing is the way you get your association out there. It helps you to build a large
membership base, to promote your goals and drive traffic to your website. It is also a tool for developing a strong brand identity and to
connect with potential members, sponsors and more.
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Once you've established your association, created a constitution and elected your board members, there are several policies and procedures that should be put in place to ensure the effectiveness and wellbeing of your organisation. These policies must be carefully constructed – if you do not take the time to implement detailed procedures then your association can quickly crumble.
How can you promote a positive culture within your association while dealing with a member complaint? Here are 7 points to consider before responding.
The Board of an association exists to guide the vision and strategic direction of the organisation. All Board members, along with the management team, are working towards this shared goal, which can sometimes make it challenging to decide who is responsibility for individual tasks. However, allocating specific roles and tasks to Board members helps to delineate between the responsibilities of the Board and those of the executive.
Last month, Association Executive Services hosted a webinar focussed on advocacy to government, both during the COVID-19 pandemic and afterwards. The objective of the webinar was to explore traditional methods of influencing government policy, how those have changed in the last two years, and how associations can build strong working relationships as we move into a post-pandemic recovery.
After two years of cancellations, postponements, and numerous challenges when it comes to hosting and attending live events, many of us are keen to get back into “business as usual”. But although associations are planning to resume live member events in 2022, the general feeling amongst association leaders about planning events and conferences for next year is “steady as it goes.”
Working within a COVID-19 world has forced many association leaders to rethink how they will manage their organisation in the future. With changes to the way associations can run events, engage with members, and continue to offer value, it is important that all organisations are able to be flexible and adapt.
How we help membership based, not-for-profit associations now and into the future.
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