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Most Associations and NFP organisations rely on their members to govern their organisation. Many appointed to the Board have limited
knowledge or training, so high-performing associations ensure their new Board members are fully inducted before attending their first Board
meeting.
Here are some ideas to consider:
Why should an Induction Process Matter?
▪ New Board members must be able to contribute effectively from the start and must have the necessary resources and information about the
organisation.
▪ Helps ensure new members understand their responsibilities and the Association's operations.
▪ Ensures members are informed and empowered.
▪ Enables meaningful contributions to association goals.
▪ Helps integrate members, whether new to Boards or seasoned professionals.
What are the Components of a Thorough Induction?
▪ Make sure the new Director is not disqualified (ASIC)
▪ If the Association is a Company or is registered ABRN with ASIC, the new Director must have a Director Identification Number (DIN )
▪ Introduce the Director to key people within the Association.
▪ Tour the Association's premises.
▪ Provision of an induction pack with crucial information.
which ensures necessary documentation (e.g., declaration of conflict of interest forms).
Who Should Conduct the Induction?
▪ Ideally, this is managed by the Association President or senior management.
What Key Documents and Information should be provided?
▪ Association's constitution and rules.
▪ Overview of Board roles and responsibilities.
▪ Board meeting protocols, dates, and policies.
▪ Code of conduct and financial statements (balance sheet, profit and loss).
Insurance certificates and information on matters affecting association sustainability.
▪ Copies of previous minutes
Pre-Induction Due Diligence
▪ Ensure the suitability of candidates through transparent selection processes.
▪ Assess general and specialised skills relevant to the Board position.
▪ Perform background checks (e.g., criminal record, financial status).
▪ New Board members should be aware of their liability and legal obligations.
The association sector is in the middle of a leadership handover.
Across Australia and New Zealand, CEOs and Executive Directors are moving on. Some are retiring. Some have gone to larger organisations.
Some have left because the relationship with their Board ran out of puff. The reasons vary, but the movement is noticeable, and Boards are
appointing replacements.
The encouraging part is the calibre of the people coming in. Many are genuinely well suited to the job — capable executives with strong
records behind them. A good number are stepping into an association CEO role for the first time.
Most associations can provide a long list of membership benefits. They may include professional development, advocacy, networking, industry information, events, resources, accreditation, discounts and access to specialist advice. However, a list of benefits does not necessarily explain why someone makes the decision to join.
While every Board is different, the same governance issues appear time and again. One of the most common is allowing one person’s behaviour
to dominate the Board table.
Almost every Board has experienced it at some point. One director who seems to consume more time and energy than everyone else combined.
How we help membership based, not-for-profit associations now and into the future.
