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Artificial Intelligence is now part of daily work for many association professionals.
Association Executive Services (AES) are soon to release its annual report on technology in Australian Associations and recently facilitated a special interest group discussion on the use of AI in participants' organisations.
The AES survey, together with the special interest discussion, found that Australian associations are adopting AI quickly.
AI now supports governance, communications, strategic planning, and marketing.
However, governance and risk remain important for boards using AI.
The AES survey found that more than 70% of associations are already using AI tools, with over 90% expecting to expand their use in the coming years.
This growth is a big jump from previous surveys and shows that AI has become a key tool for association professionals.
Most associations reported using tools such as:
• ChatGPT • Microsoft Copilot • Google Gemini • AI-enabled features within existing platforms such as Canva, Mailchimp and SurveyMonkey
Because so many have adopted these tools, many organisations now use them every day.
The most common applications include:
• drafting newsletters and member communications • summarising meeting discussions • preparing marketing content • generating social media posts • assisting with research and strategic planning
For small association teams, these tools can make a big difference in productivity.
One participant in our discussion commented that after using ChatGPT consistently for nearly a year, the system had effectively “learned my job and the way I work.”
When it comes to governance, one of the main topics was how AI can help with board administration.
Many associations are now using AI-enabled meeting tools to support:
• recording meetings • producing draft minutes • identifying key actions • summarising discussions
Tools mentioned during the session included:
• Otter.ai • Zoom AI • Microsoft Teams AI • Read AI • Copilot
At AES, we have also been using Otter.ai to support the preparation of board minutes across the associations we manage.
These tools can significantly reduce the time required to produce draft minutes and capture key action items.
Despite these efficiencies, an important point was emphasised during the discussion.
Board papers and minutes are legal documents.
The role of AI is to assist with capturing key information—not to replace the judgment of the board secretary or executive.
Minutes should focus on recording:
• resolutions • key discussion points • actions and responsibilities
rather than attempting to capture every word spoken in a meeting.
Switching focus, another interesting theme was the use of AI in strategic planning.
Many organisations are still undertaking strategic planning in the traditional way through workshops and board discussions.
However, AI is increasingly being used as a thinking partner to help shape ideas and structure thinking.
For example, association leaders are using AI tools to:
• identify industry trends • frame strategic questions • analyse external environments • structure planning documents
One AES consultant noted that AI is particularly useful when working outside their usual industry.
It can provide a quick overview of an unfamiliar sector and help identify key issues before deeper research begins.
Still, participants also emphasised that data remains critical.
AI should complement, not replace, information gathered through:
• member surveys • CRM data • industry research
Strategic planning still depends on understanding what members need and expect from their association.
AI is also making a big difference in marketing and communications.
Association teams are using AI to help create:
• newsletters • event promotions • LinkedIn posts • marketing campaigns
Many people described AI as particularly useful in overcoming writer’s block.
By starting with a prompt or outline, AI can generate a draft that can then be edited and refined.
Nonetheless, several participants emphasised the importance of maintaining personal style and authenticity.
A common workflow described during the session was:
In other words, AI helps improve productivity, but human oversight remains essential.
Some associations are also exploring AI-powered tools for content creation.
One example discussed was Pictory, which can convert presentations or webinars into short videos with narration.
This type of tool can:
• turn a one-hour webinar into a three-minute highlight video • overlay slides and key extracts • add voice narration
Another tool mentioned was VideoRequest, which helps collect short promotional videos from conference speakers.
These videos can then be used in event marketing campaigns and shared through speakers’ own networks, significantly expanding reach.
This approach shifts marketing away from simply pushing information out to members and toward creating content that people want to share.
A recurring theme throughout the discussion was the importance of prompts.
AI tools are only as effective as the instructions provided.
Several participants noted that learning how to ask the right questions dramatically improves the quality of AI outputs.
Resources such as AI Valley were mentioned as useful platforms for discovering AI tools and prompt examples.
The key takeaway is to approach AI as a collaborative tool, not a fully automated solution: use it to support staff, enhance productivity, improve decision-making, and maintain human oversight at all times.
Another important issue raised during the discussion was cost.
Many smaller associations operate on limited budgets and therefore tend to use AI tools already included in their software subscriptions.
For example:
• organisations using Google Workspace often rely on Gemini • Those using Microsoft 365 may prefer Copilot
This approach allows associations to experiment with AI capabilities without introducing additional costs.
While the discussion was generally enthusiastic about AI, there was also strong recognition of the need for caution.
Participants highlighted several risks.
AI systems can generate incorrect or misleading information if not carefully reviewed.
There are also legal and compliance considerations when using AI-generated material.
One example discussed involved a legal organisation that encountered problems after relying on AI-generated case references that proved inaccurate.
This reinforces an important principle.
AI should assist human decision-making—not replace it.
The main message from both the survey and discussion: Associations should use AI thoughtfully to improve efficiency, enhance service to members, address risks, and maintain strong governance. Clear strategies and responsible implementation are essential.
Artificial Intelligence is already changing how associations operate.
However, successful adoption requires more than simply experimenting with new tools; it demands a considered strategy and oversight.
Boards and executive teams should consider several questions:
• Do we have a policy governing how AI can be used? • Are staff trained to use AI tools responsibly? • Are we protecting sensitive member data? • Are we using AI to improve efficiency rather than just experimenting with technology?
Associations that approach AI thoughtfully will gain significant advantages.
Those who ignore it risk falling behind.
My Final Thought
Artificial Intelligence will not replace the role of association leaders, boards or volunteers.
But it will change how we work.
Used well, AI can help associations operate more efficiently, communicate more effectively and deliver greater value to members.
The challenge for association leaders is not whether to adopt AI, but how to do so.
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