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What critical actions are required by all new potential members wishing to join your association, not for profit organisation or charity? We all know it is fantastic when we recruit new members, but there are some key governance actions each association must undertake during the joining process. They are:
Before joining, prospective members must have access to and read the association's constitution. This document should be prominently available on the "Join Now" webpage.
Associations exist for the benefit of their members, and new applicants must understand the organisation's rules before proceeding with their application. All members, not just the Board, must comply with the rules. In addition to the constitution, new members should review and agree to any associated codes of conduct.
As part of the application process, new members must formally acknowledge their understanding and acceptance of the association's rules and code of conduct. This ensures they are fully informed of their obligations and enables the Board to address any breaches effectively.
If membership applications are submitted online, ensure all applicants know the rules and code of conduct. Include a mandatory checkbox in
the application form where applicants confirm they have read and agree to abide by these documents. By taking these steps, you will ensure
proper governance, promote compliance, and safeguard the integrity of your association.
How does your association manage the onboarding of new members?
What steps must you take to ensure those organisations applying agree to the rules and member code of ethics?
Our membership consulting team at Association Executive
Services includes
very experienced senior executives with years of experience managing membership induction, growth and retention and can provide their
expertise to assist with all your membership needs.
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.
