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We’re seeing a growing trend. More and more groups are reaching out to start new associations.
In most cases, the reason is the same: "Our current association isn’t delivering"; that may well be true.
Starting a new association is a serious commitment, not just a reaction. Let me be clear:
Too many start-ups begin with energy and good intent, but without the structure, resources or discipline required to succeed. That’s when things start to unravel.
With these initial considerations in mind, let’s explore the foundational steps to successfully start a new association.
Strong governance is not optional—it’s essential. You need:
• A constitution that is compliant, practical and flexible
• Clear governance structures
• Directors who understand their legal responsibilities
Without this, issues will emerge quickly—especially as you grow or face challenges.
Before you launch into activity, step back and define your purpose. A 3–5 year strategic plan should outline:
• What you are trying to achieve
• Who are you serving
• What success looks like
Without this, associations drift—and members notice quickly.
Spreadsheets and manual processes might work for a short time—but not for long. You will need an integrated platform that supports:
• Membership
• Communications
• Events
• Financial integration
As a guide, expect to invest around $20,000 for a suitable system and implementation. Cutting corners here leads to higher costs later.
If you can’t clearly answer “why would someone join?”—you have a problem. You need:
• Clear membership categories
• A compelling value proposition
• Structured engagement and renewal processes
Membership growth requires intentional design.
Most new associations start with a volunteer board. That’s fine—but it’s not a long-term operating model. Volunteer capacity is limited, and without support:
• Administration slips
• Communication becomes inconsistent
• Momentum is lost
Professional management or secretariat support can make a significant difference early.
This is where many new associations fall down. You need a clear plan to fund:
• Technology
• Operations
• Member services
• Growth
Good intentions don’t fund an association—cash flow does.
If your current association isn’t delivering, it’s worth asking:
• Can it be improved or influenced from within?
• Is there genuine demand for a new organisation?
• Do you have the commitment—time, people and funding—to do it properly?
Because starting a new association is not the easy option. But done well, it can be incredibly impactful.
The associations that succeed aren’t the ones that start the fastest. They’re the ones that:
• Build strong governance
• Invest early
• Stay focused on member value.
• And take a disciplined, long-term approach.
Need help getting started with your new association or NFP? Give us a call at Association Executive Services on 03 8393 9382 to discuss this further
One of the main revenue streams for many associations is their annual or biannual conference. Anyone who has planned one knows that securing sponsorship is often the most time-consuming and frustrating task.
Hiring a consultant for a specific task is fundamentally different from engaging one to drive organisational transformation.
Boards often recognise the need for change when membership stagnates, governance weakens, strategy stalls, or momentum declines. Engaging a
consultant at this point is a sound decision.
One of the most common — and often unexpected — challenges faced by association boards and leaders arises when a member develops a grievance against the organisation. In the association sector, this is not unusual. Most grievances begin with a concern or disagreement, but if not handled appropriately, they can escalate into a prolonged and disruptive issue.
How we help membership based, not-for-profit associations now and into the future.
