Join
AES
Join
AES
Contact
Us
Contact
Us
AES provides support services to not-for-profit organisations.
Most boards don't have a minutes problem until they need them. Then they find twelve pages of who said what, or three lines that record nothing at all.
.jpg)
Risk management is one of those areas that every association and not-for-profit Board knows is important - but it can sometimes become
little more than a risk register reviewed once or twice a year.
Insurance can be treated in much the same way.
The organisation receives its annual insurance renewal, the premium is approved, the policy is renewed and everyone assumes the organisation
is covered.
A practical look at volunteer governance, operational decision-making and what the events industry needs to understand about associations.
Nick Koerbin has spent many years working with professional and industry associations, and he has developed a simple habit: whenever he
meets a professional, he often asks whether they belong to their association — and whether they believe the membership is worth it.
A recent conversation with a young allied health professional raised some important questions about membership value, relevance and the
expectations of the next generation.
In this article, Nick shares that conversation and challenges association leaders to consider a simple but confronting question:
Would the next generation of professionals in your sector believe your association is worth joining?
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.
A Returning Officer is an independent individual appointed to oversee the election of Board Directors and ensure the process is conducted fairly, transparently and in accordance with the association's Constitution, By-Laws and any Board-approved election procedures.
This report aims to help associations better understand the technology landscape and make informed decisions about their digital future.
Insights from the AES Technology Survey and Special Interest Group Discussion
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.
-(1).png)
The Queensland Government's Made in Queensland program expansion represents a significant opportunity for associations whose members operate within or contribute to the manufacturing sector. This initiative aligns with the state's broader objectives to bolster local manufacturing capabilities, foster innovation, and attract new businesses, ensuring Queensland remains a competitive and thriving industrial hub.
The latest research undertaken by Association Executive Services
tells us that the Treasurer's role on an NFP board is the hardest to recruit.
No matter the size of your association, risk management is one of the significant challenges facing volunteer boards. Often, Boards are expected to meet and decide there and then to enter into contracts with suppliers, sometimes worth thousands of dollars, without a proper risk assessment.
According to a recent Association Executive Services webinar with from the Australian Taxation Office, most associations or not-for-profit organisations in Australia must soon review their governing documents as part of their self-assessment process for claiming not-for-profit status.
Leading a not-for-profit association comes with its unique set of challenges, and one of the most crucial aspects is having a strong administration team to keep everything running smoothly. Recently, I had the chance to sit down with our admin staff from Association Executive Services, who shared what they believe are the core competencies required for their roles.
.png)
Delve into expert tips and insights on how to implement the right strategy and tips to enrich your association's advocacy campaigns.
AES is excited to introduce our two new team members, Jan Davis and John Kilgour, who will both bring a range of skills and knowledge to the team.
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.
Inbox overflowing? Email has become such a large part of everyday life that most of us receive dozens of emails a day, ranging from important work information through to spam from companies and brands. Unfortunately, with such a volume of messages, it can be easy for important emails to get lost, be forgotten about, or left in the “think about it later” basket for too long. A great way to avoid your important email message getting left behind is to avoid sending it as an email altogether. We take a look at when it’s a good idea to pick up the phone.
Membership is a central concern for every association. Growing
your membership base,
retaining members, and ensuring your members are engaged in your association’s functions and activities should all be key parts of your
strategic plan. Even associations with a large and diverse membership need to be consistently evolving and planning to offer value to their
members and to ensure they stand out from the crowd. We consider the main things to focus on when thinking about your membership.
A positive work culture achieves more than just happier and healthier employees; it increases productivity, improves outcomes, and leads to long-term growth and success. However, cultivating this kind of culture and a workplace where employees want to grow and succeed isn’t easy. With a new trend of resignations and disengagement, it is now harder than ever to keep the best talent at your association.
When running an association there are many different factors that make it successful. One of the most important keys to a thriving
not-for-profit organisation is effective marketing. Marketing is the way you get your association out there. It helps you to build a large
membership base, to promote your goals and drive traffic to your website. It is also a tool for developing a strong brand identity and to
connect with potential members, sponsors and more.
.jpg)
Once you've 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.
How can you promote a positive culture within your association while dealing with a member complaint? Here are 7 points to consider before responding.
The Board of an association exists to guide the vision and strategic direction of the organisation. All Board members, along with the management team, are working towards this shared goal, which can sometimes make it challenging to decide who is responsibility for individual tasks. However, allocating specific roles and tasks to Board members helps to delineate between the responsibilities of the Board and those of the executive.
Last month, Association Executive Services hosted a webinar focussed on advocacy to government, both during the COVID-19 pandemic and afterwards. The objective of the webinar was to explore traditional methods of influencing government policy, how those have changed in the last two years, and how associations can build strong working relationships as we move into a post-pandemic recovery.
After two years of cancellations, postponements, and numerous challenges when it comes to hosting and attending live events, many of us are keen to get back into “business as usual”. But although associations are planning to resume live member events in 2022, the general feeling amongst association leaders about planning events and conferences for next year is “steady as it goes.”
Working within a COVID-19 world has forced many association leaders to rethink how they will manage their organisation in the future. With changes to the way associations can run events, engage with members, and continue to offer value, it is important that all organisations are able to be flexible and adapt.
Associations rely on their Board members to ensure proper Governance and to develop and implement strategies and policy. Many associations in Australia are fortunate enough to have their members seeking positions as Board members, but at the same time other associations can struggle to attract members.
Have you had to deal with internal theft in your Association? Theft can be extremely damaging to an association of any size. To prevent it, safeguards must be put in place and managers need to be aware of potentially problematic behaviour.
An interim CEO can be a valuable tool in ensuring continuity of operations and effective change management when an association loses their CEO. This crucial role within the management team requires an experienced and skilful person, and the Board should not rush the recruitment of a new CEO. Instead, an interim CEO can be used to handle operations and maintain the association’s objectives.
Associations offer a multitude of benefits to members, but sometimes members can be forgotten. When this happens, it’s important that contact is reinstated and members are made to feel valued by the association. This way, they’ll be more likely to continue to renew their membership and be more involved in the association’s events and activities.
Every association needs to have a clear value proposition to encourage new members to join and existing members to continue being involved. As revealed in recent research, networking rates as one of the greatest benefits valued by professionals, who appreciate associations that facilitate this activity.
One of the major differences between not-for-profit organisations and other entities is the reliance on volunteers. Volunteers can play an important role to support some or all of the administration activities, approve membership applications or facilitate the combined learning of the members.
Associations offer advantages to members throughout their careers and regardless of external factors, but their value is best realised when society is in turmoil. The past eighteen months have posed unprecedented challenges for people all over the world. While Australians have been relatively lucky in respect of the devastating impacts of the COVID-19 pandemic, our economy has inevitably been shaken by these global events. Being a part of an association offers members a myriad of benefits, especially during times of great uncertainty.
Ongoing lockdowns have presented an unprecedented challenge for industry associations that typically rely on in-person events and conferences to engage members and grow their membership base. With the majority of the Australian workforce now working from home, the opportunities to connect are more limited.
One of the services that AES has offered to associations for a number of years is the provision of an interim CEO. Often, this service is utilised by association boards that are in a transition phase, defined by the recruitment of a new CEO.
As we move into an increasingly digitised world, the threat of cyber-attack is growing. Regardless of the size of an organisation, cyber-criminals can infiltrate your systems and target you for payment. Payments made to cyber criminals typically cannot be recovered, so it is vital that associations understand the risks and take action to strengthen their cyber security.
Many associations rely on events as a major source of revenue. With business events cancelled and postponed over the last 18 months due to COVID-19, this has significantly impacted association revenue.
How we help membership based, not-for-profit associations now and into the future.
.jpg)
.jpg)
.jpg)
.png)
.jpg)
