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Many associations rely on the profit and loss statement presented at board meetings to assess their financial health. But strong leadership means looking beyond the bottom line. Are your financial results aligned with your strategic plan? Are you actively reinvesting in your operations and your members?
It's an exciting time to explore how we can grow wiser and stronger, opening up new possibilities for our association.
For most membership-based associations, the primary revenue stream is membership subscriptions (also known as membership dues in the USA). However, high-performing associations take it a step further by offering services that members need and are willing to pay for.
Think:
Case in Point: One AES client launched a Benchmarking Program for small businesses. By forming peer groups of non-competing members, they created a space for sharing marketing strategies, tech tools, and industry insights. This not only generated revenue, but it also set new benchmarks for knowledge sharing in their sector.
Rising costs? Remember, collaboration could be your secret weapon, empowering you to overcome financial challenges.
AES recently worked with two associations in the same sector that were running separate annual conferences. By joining forces and co-hosting a single event, they:
Many sponsors found greater value in supporting one larger, high-impact event—and new exhibitors came on board whose budgets previously couldn't stretch to attend two.
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Risk management is one of those areas that every association and not-for-profit Board knows is important - but it can sometimes become
little more than a risk register reviewed once or twice a year.
Insurance can be treated in much the same way.
The organisation receives its annual insurance renewal, the premium is approved, the policy is renewed and everyone assumes the organisation
is covered.
A practical look at volunteer governance, operational decision-making and what the events industry needs to understand about associations.
Nick Koerbin has spent many years working with professional and industry associations, and he has developed a simple habit: whenever he
meets a professional, he often asks whether they belong to their association — and whether they believe the membership is worth it.
A recent conversation with a young allied health professional raised some important questions about membership value, relevance and the
expectations of the next generation.
In this article, Nick shares that conversation and challenges association leaders to consider a simple but confronting question:
Would the next generation of professionals in your sector believe your association is worth joining?
How we help membership based, not-for-profit associations now and into the future.
