Once you have 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.
The Board Governance policies will be developed by the board, and they ensure that the association acts in accordance with all legal requirements and members’ code of conduct. There are many elements that should be included in these policies. Here we have outlined just a few of the significant ones.
The Code of Conduct outlines the ethical and proper practices that board members, staff and association members are expected to follow. These may include, but are not limited to:
Your media policy is highly important because as a non-profit organisation there may be times in which you will be interacting with the media in order to achieve your goals. To prevent misrepresentation in the media and to protect the association’s reputation, the following should be included:
A finance policy is a big task to put together, but arguably one of the most important aspects to any organisation. Strong financial procedures will keep your association afloat and help you to achieve your goals with great success. Things to consider when building a finance policy include:
Procedures that are put in place to mitigate risk are absolutely essential and should be agreed to by all members and staff. It is the responsibility of the board to ensure that there is an effective risk management strategy in place so that any legal or strategic risks can be confidently dealt with. Things to consider when building a risk management plan are:
Of course, this list is not comprehensive and there are many more policies and procedures that should be implemented within your organisation. Building an association that is risk free and operates to its highest capacity is a difficult task, but beginning with the above policies is a great place to start.
If you know your association needs help with its policies and procedures, but you're not sure where to start, try the AES Not-for-Profit Association Best Practice Self-Assessment.
A diagnostic tool, our Self-Assessment allows you to measure your association against proven best practice criteria. You can pinpoint areas for improvement across 10 Areas of Best Practice, and then use our associated Member Resources to help you improve your performance
With over 30 years of management expertise, Executive Director and Founder of AES, Nick Koerbin is one of the most experienced NFP leaders in Australia. He has held positions as the CEO of Materials Australia, the National Parts Code, as well as senior positions in the Institute of Insurance, Australian Quality Council, the Financial Planning Association, the Australian Human Resources Institute, and the Furniture Industry Association of Australia. Nick created AES with a vision of creating a set of management practices that could be consistently followed to ensure success. Over his 30 years in the industry, he noticed that inconsistent management practices often impeded delivery of services to members, which in turn created issues with membership renewal. By establishing AES and creating the NFP Association Best Practice Self-Assessment, Nick has been able to assist leaders in becoming more confident and informed decision makers so that they can create more effective strategies and implementation plans.
Disclaimer: The articles on our website are intended to stimulate interest in the subject matters. All comments and articles are for information purposes only. Professional advice should be sought on specific matters, and with lawyers under Costs Agreement and to which Legal Professional Privilege (LPP) applies.
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.