Sector and AuSAE News

  • 18 Mar 2022 12:57 PM | Sarah Gamble (Administrator)

    In June 2020, the Federal Government passed the Treasury Laws Amendment (Registries Modernisation and Other Measures) Act 2020 (Cth), requiring all new and existing directors to obtain a Director Identification Number (DIN).

    Resultingly, Part 9.1A was inserted into the Corporations Act 2001 (Cth) (‘Corporations Act’) and Part 6-7A into the Corporations (Aboriginal and Torres Strait Islander) Act 2006 (Cth) (‘CATSI Act’). These new parts set out the requirements to obtain a DIN and offences for failure to do so.

    1.         What is a DIN?

    A DIN is a unique identifier number comprised of 15 digits issued to directors to verify identity. Directors need only apply once for a DIN as it is permanently assigned to the director.

    2.         What is the purpose of a DIN?

    The Australian Business Registry Services (ABRS), which is overseen by the Australian Tax Office (ATO), is the body responsible for the implementation and administration of DINs. The ABRS notes the purpose of the regime is to help prevent the use of false or fraudulent director identities, ease the tracing of directors’ relationships over time for external administrators and regulators and to combat unlawful director activity such as illegal phoenix activity.

    3.         Who needs to apply and when?

    A DIN is required for directors and acting alternate directors of:

    • a company, registered Australian body or registered foreign company under the Corporations Act;1 and
    • an Aboriginal and Torres Strait Islander corporation under the CATSI Act.2

    When a director must apply for a DIN is dependent upon the date of appointment.

    The table below sets out the requirements for Corporations Act directors.3

    Date the individual becomes a director

    Date the individual must apply for a DIN

    On or prior to 31 October 2021

    By 30 November 2022

    Between 1 November 2021 and 4 April 2022

    Within 28 days of appointment

    5 April 2022 onwards

    Prior to appointment


    The table below sets out the requirements for CATSI Act directors.4

    Date the individual becomes a director

    Date the individual must apply for a DIN

    On or prior to 31 October 2022

    By 30 November 2023

    1 November 2022 onwards

    Prior to appointment


    4.         Implications for charities and not-for-profit organisations

    The DIN requirements apply to all ‘registered bodies’ which is inclusive of charities and not-for-profits even if the organisation is registered under the Australian Charities and Not-for-profits Commission Act 2012 (Cth). Obtaining a DIN is not necessary for incorporated associations which are not registered Australian bodies. Therefore, directors of charities and not-for-profit organisations are required to have a DIN.

    5.         How to apply

    Applications for a DIN must be made personally and are at no cost.

    Directors who are Australian residents can apply with a paper form or online through the ABRS website which requires a myGovID account. Foreign directors must fill out a paper application with the necessary identity documentation.

    6.         Non-compliance

    It is essential that directors comply and keep up to date with DIN requirements as both civil and criminal penalties apply for non-compliance. The Australian Securities & Investments Commission (ASIC) is responsible for the enforcement of associated offences set out in the Corporations Act. Relevant offences include failure to have a DIN when required, failure to apply for a DIN when directed by the Registrar, applying for multiple DINs and misrepresenting director ID. Non-compliance may result in an infringement notice leading to potential civil penalties of up to 5,000 penalty units (currently $1.1 million) and/or criminal penalties resulting in up to 12 months imprisonment.5

    Article written by Mills Oakley

    About Mills Oakley 
    Mills Oakley is a leading independent Australian law firm with 120 partners and more than 650 staff located in Melbourne, Sydney, Brisbane, Canberra and Perth.

    We are a Top 10 Australian law firm by size. Our mission is to provide a superior service experience while operating an efficient business model that delivers value for clients, without compromising quality.

    We assist leading corporates in transferring their legal work from higher cost firms in order to achieve significant fee savings whilst retaining an excellent standard of work and client services.

    We service a full range of clients, from ASX200 corporates through to government departments and agencies, private companies, and individuals. Our client base includes some of Australia’s leading companies such as Qantas, Citigroup, Suncorp, IBM, Investa, and many others.

    In 2017, we were awarded the Law Firm of the Year title at the Australasian Law Awards and have consistently been ranked by independent media surveys including those conducted by The Australian and The Australian Financial Review as Australia’s fastest growing law firm as benchmarked against other leading corporate law firms Our continued growth across Australia demonstrates not only our commitment to clients, but also the trust that our clients place in Mills Oakley as a preferred legal service provider.

    Our comprehensive expertise, in conjunction with our entrepreneurial spirit and national reach, means that we are ideally placed to provide the highest level of service.

    For more information, visit www.millsoakley.com.au

    -----------------------------------------

    1Corporations Act 2001 (Cth) s 1272C (‘Corporations Act’).
    2Corporations (Aboriginal and Torres Strait Islander) Act 2006 (Cth) part 6-7A (‘CATSI Act’).
    3Corporations Act (n 1) s 1272D.
    4CATSI Act (n 2) s 308.25.
    5Corporations Act (n 1) sch 3.

  • 18 Mar 2022 4:31 AM | Brett Jeffery, CAE (Administrator)

    It turns out there is an optimal email plan for successfully engaging new members at the outset. And two simple and specific questions in the emails help kickstart the relationship in several beneficial ways.

    Want to get excellent renewal and retention rates with new member onboarding emails? According to the New Member Engagement Survey [PDF] by Kaiser Insights, LLC, and Dynamic Benchmarking, associations that include new member-specific emails in onboarding programs had higher retention rates.

    And the associations that had the best renewal rates used an email plan that roughly follows this 3-3-6 schedule: three emails the first week, once weekly for the next three weeks, and then monthly for six more months.

    “We finally have an evidence-based model for bringing people on board,” said Elizabeth Engel, CAE, chief strategist at Spark Consulting. She recommends asking two specific questions in the latter part of the schedule.

    How Does It Work?

    The initial messages in the first part of the 3-3-6 model tend to be very process oriented,  such as getting members set up with website login information and so forth. Once you are in the monthly email phase, Engel suggests asking these two questions:

    1. How did you hear about us?
    2. What were you looking for when you joined?

    Include a variety of radio buttons or a checkbox in the emails, depending on whether you want one response or multiple responses, but it’s a good idea to have some preset options members can choose from. And in both instances, be sure to include a comment box in case a member comes up with an option you haven’t thought about yet. If enough people come up with the same idea, then you can update the preset options.

    Why Is It Effective?

    Asking people how they heard about your association helps you understand the return on investment of your marketing efforts so you can allocate future dollars appropriately. It also reveals which marketing campaigns are successful—indicating you should do more of them—and it shows which campaigns are less successful and should have dollars redirected from them.

    Asking members what they were looking for when they joined allows you to immediately connect them to what they are interested in to help build a relationship early on with the association’s programs, products, and services.

    “It shows that you are paying attention to her as an individual, that you want to know what she needs, and that you’re there as a solution provider for her,” Engel said.

    What’s the Benefit?

    “The overall benefit for both the member and the association is that everyone is happier and able to get the relationship started more quickly,” Engel said. But once you have that information from the member, it is imperative to do something with it. “It creates a virtuous cycle for everyone,” she said.

    Originally posted here


  • 18 Mar 2022 4:24 AM | Brett Jeffery, CAE (Administrator)

    While many factors contribute to employees leaving their jobs, burnout is a key one in the current environment. To help combat staff burnout, one expert suggests organisations acknowledge the problem, focus on wellness and vacations, and improve work-life balance.

    Over the past two years, many employees continued to work long hours to help keep their organization afloat through the ups and downs of the pandemic. This has inevitably led to burnout, with many workers quitting as part of the Great Resignation.

    To help your employees battle burnout, it’s important to focus on a few key areas, said James Bailey, professor of management at George Washington University. First, employers should acknowledge that burnout is happening.

    “Organizations need to say, ‘Everybody, we know that this is going on, that some of you are burnt out,’” Bailey said. “And then, show that at the top of the organization, you care and you understand.”

    By acknowledging the problem, organizations make space for solutions. Bailey said solutions for burnout typically include things like meditation and taking a break to recharge—such as a vacation. However, during 2020 and 2021, workers took fewer vacation days.

    However, if organizations give employees the opportunity to enact solutions, they are more likely to take self-care actions.

    “Provide resources for employees,” Bailey said. “It could be something as simple as an app, but also it could be your employee assistance program building in elements for a stress-related or burnout-related hotline. Or buy everyone in the organization a yearlong subscription to Headspace.”

    Also, encourage staff to take real vacations, where they truly disconnect from the rigors of work.

    “We’re at the beach in Jamaica, and we should be relaxing, but what are we doing?” Bailey said. “We are checking our phones, answering emails. We’re returning calls. That is exactly what we should not be doing when we’re on vacation.”

    Instead, he said tell staff no email, no phone calls, and no work during their time off. If they have a work mobile phone, make them leave it at the office. Don’t require them to do makeup work when they return—assign staff to cover their duties, so it’s a true vacation.

    “I think vacations aren’t taken seriously in some organizations,” Bailey said. “When you are on vacation, you should be on vacation the whole time. That’s one of the ways you deal with burnout is to reset and move away.”

    Work-Life Balance Matters

    Finally, helping employees achieve proper work-life balance can reduce burnout and help retain staff. This lack of work-life balance is evident when one looks the reality of the Great Resignation versus the myth that’s sprung up around it, according to Bailey.

    “One myth associated with the Great Resignation is that people are using this as an opportunity to career shift,” he said. “For example, they are going from a career in accounting to one working in nonprofits in a non-accounting function, so they feel like they’re giving back more to the world. Or people are becoming carpenters or artists. That is not happening.”

    What is happening, he says, is people are looking for the same type of job, and finding it with more flexibility, better work-life balance, and, sometimes, more pay.

    “One place is saying, ‘We are all going back full-time starting May 31’ or whatever the date might be, and the other one has said, ‘Nope, we’ve already decided we’re going to stay on two days a week in the office and three days at home.’ It’s a really big lifestyle drop.”

    Ultimately, organizations must figure out how to create that work-life balance in a way that employees find desirable. “That’s going to include working from home,” Bailey said. “That’s going to include better bonuses, more vacation time, more discretion over their work, and if possible, more pay.”

    What has your organization done to reduce employee burnout? Share in the comments.

    By Rasheeda Childress Mar 16, 2022

    Originally posted here 

  • 18 Mar 2022 4:20 AM | Brett Jeffery, CAE (Administrator)

    Every organisation is unique in its own way, with its own challenges and opportunities. Your customer base may be comprised of members, subscribers, donors or “friends.” However, there are five important topics of exploration and discussion that will improve your relationship with your audience, no matter what you call them. Follow these guidelines and it will become a pleasure for your team to interact with your valuable constituency!

    1—DELIVER ON THE PROMISE YOU MADE WHEN THEY SIGNED UP

    Sounds so simple, but if your acquisition team isn’t in sync with your benefit delivery team, a chasm can open up.

    Acquisition is all about getting a “YES,” certainly. But if the promise doesn’t match the experience, your retention will suffer.

    How realistic is your acquisition pitch?

    • Do you position your organisation as the most authoritative source, and promise to answer all their questions? It’s a very good goal, but make sure people know how to ask the questions so you can answer them.
    • If your portfolio has a lot of discounts, are they truly good deals?
    • If you have a product testing program, are you prepared to manage expectations (because it’s unlikely you’ll have enough products for 100% of your audience members to test-and-keep)?
    • Are benefits exclusive, or can they pick up the magazine on the newsstand for less (or read it online at no cost)?
    • If you’re an advocacy organization, do you really represent the audience?

    Persuasion is necessary to get a prospect to say yes, but it’s also the first step on a journey you’re asking them to take with you. It’s the foundation of your solid, authentic, long-term relationship.

    If you never get that second “date,” maybe your elevator pitch is out of touch.

    2—LISTEN ACTIVELY TO YOUR AUDIENCE TO BUILD A STRONGER FOUNDATION

    Almost without exception, relationships come apart because one or both parties weren’t listening. It’s no different in a community-based organisation.

    You might be thinking about your organization all day, every day. It’s likely your audience members only think of you when you prompt them, or when they need you. So what else is consuming their day? Find plausible ways to ask, and you’ll discover new opportunities to make yourself more valued (and improved retention will reflect the effort).

    For example, when COVID-19 brought in-person networking events to an abrupt halt, organizations that listened and responded with live-stream options won the day.

    Listen at every possible interaction. For example, if you’re publishing information, do you know if your recipients are a) reading what you publish and b) understanding what it means for them? A simple, frequent reader satisfaction survey can give your content team great feedback.

    If a regular column isn’t being read, replace it with something that does engage the reader. You can’t influence your audience if they aren’t reading what you send.

    Are your benefits resonating and perceived as important? Active listening might uncover something that is changing in their world that could influence how you modify benefits, or seek new ones.

    We often find that the benefits new audience members say are very important (like getting good deals through the organization) fade over time and other, less quantifiable but more satisfying reasons for affiliating take over. Networking. Pride in affiliation. Having fun. Looking to your organization first as a reliable, trustworthy source of information that makes what they do more rewarding.

    Conversely, you need your audience members to listen to you as well. You can’t retain your position as an authoritative source and justify that fee for participation if your audience isn’t engaging with you. And that means relevant, authentic communication. Because here’s the thing: nothing you send is required reading.

    A good communicator can take the feedback from your member surveys and craft your messages in a style, format, cadence that your audience will read. “I hear what you’re saying” goes a long way toward engagement.

    3—RESPECTFUL ASSUMPTION INVITES ENGAGEMENT

    Once they say “yes” to your invitation, it’s time to stop selling (sidenote: use “invitation” not “application” unless you really could deny them access).

    This is especially true when it’s time to renew. Reselling benefits can backfire. They may not have used some (or even any) of the benefits, but still value affiliation. Reminding them of benefits they didn’t use gives them an opening to say, “Well, I got along just fine without all those things, I guess I won’t renew.”

    Inclusive, engaging communication that sends the message they belong, are valued, and welcomed as a part of the community makes for a stronger bond.

    But don’t assume without a foundation. For example, if you assume they know how to log in and find the good stuff without a guide to train them, both your staff and your constituency will be frustrated. Here’s where a well-crafted onboarding/re-boarding program is a wonderful surrogate for the neighborhood welcome wagon. It’s not that you want them to do everything by themselves, it’s that you want them to be comfortable with your benefits and programs enough that they COULD find an answer without calling your service team.

    If they reach the end of their term and say, “I didn’t know I had access to  <insert benefit here>,” you’ve failed them and sold yourself short. You’ve also failed your team by not making it clear what they do all day on behalf of the audience and your organizational goals.

    4—IT’S ABOUT “YOU” (THE AUDIENCE MEMBER) NOT “ME” (THE ORGANISATION)

    Don’t be the person at the party who only talks about themselves. A relationship with a self-centered person doesn’t last long, right? The same is true in a community. If everything that comes from your organization is “We/Our/I/Me,” you’re sending a pretty strong message that it’s not about the individual and how THEY value and engage with you.

    How many times have you read (or written) the phrase “we’re so proud” in your communications? This phrase is a big brick wall. Consider instead, “you will benefit from” which says the organization has something to share that will improve their experience.

    More than almost anything else you could do, this is a culture-creator. When staff starts to tear down the “we” wall, collaboration and community thrives.

    5—BE IN SERVICE NOT A SERVANT

    Your team is NOT there to wait on your audience members. Environments that allow constituents to bully, berate or make direct demands of your staff are toxic and painful for everyone.

    Mutual respect, engaging communications and a culture of service is the goal. Think of staff as hosts. They are experts on your product, and are best equipped to show your audience members how to maximize their experience. Your staff should be considered skilled guides, not pack mules!

    Instituting a practice of listening and sharing results can help you create a healthy culture of service. When staff knows that what they do to enhance someone’s experience results in a higher satisfaction score (like those who use the Net Promoter Score methodology), they better understand how their actions impact the score and the ultimate goal of retention.

    WHILE YOU’RE FOCUSED ON YOUR RELATIONSHIP WITH YOUR AUDIENCE MEMBERS, CONSIDER ONE LAST QUESTION

    Have you walked in your their shoes lately? Turn around and look at your organization through their eyes. Would you go on that second date, or would you be edging your way toward the door to get away from the person who really isn’t interested in anything but hearing him or herself talk?

    A healthy, mutually beneficial relationship between audience members and staff is possible if you follow these steps.


  • 11 Mar 2022 4:24 AM | Brett Jeffery, CAE (Administrator)

    The natural desire to see people again, mixed with the need to lean on networking for hiring reasons, might be enough to get people to come back to in-person events in 2022.

    After two years of virtual and hybrid meetings, signs are showing that in-person events could make a big comeback in 2022, thanks in part to a decline in COVID-19 cases, improved protocols, and a recharged economy.

    But a big factor might actually be the networking element—something that Inc. contributor Ken Sterling, executive vice president at the speakers bureau BigSpeak, pointed to in a recent piece, in which he made the bold claim that “2022 will be the busiest year in event history.”

    And for associations looking to put on events, there might be a good reason to emphasize networking in the coming months.

    Great resource can be downloaded here

    What’s the Strategy?

    There’s a case to build some of the earliest return in-person events around networking opportunities, as noted by The Wall Street Journal, which said that both traditional conferences and smaller gala-style networking events have started to pick up interest this year.

    Even events that have found themselves sitting on the sidelines during the early parts of the pandemic, such as South by Southwest and the annual TED conference, are making their returns within the next month.

    And attendees of those events may need to shake off a bit of rust in the process.

    “We were joking about how we had to relearn our social skills,” said Lisa Lopez, a psychology professor, in comments to the Journal, about attending an event in San Diego recently. “We’re all developmental psychologists who study social and academic development, and we had to retrain ourselves on social development.”

    Why Is It Effective?

    To put it simply, people are starved for in-person interaction, so evidence is growing that people who typically attend events might finally be driven to do something in person again thanks to a growing need for networking.

    And there’s even an underlying factor making networking important, per Sterling—the Great Resignation. Companies are in need of new employees.

    “Many talented people are looking for better working conditions and wages,” he wrote. “One of the best ways to network for and to keep new talent is to send people to in-person events and meetings.”

    What’s the Potential?

    Beyond the obvious business benefits—the revival and return of the event industry, which could help associations bounce back in a big way in 2022—it also reflects an opportunity to strengthen the bonds that tie your association together.

    There are, of course, challenges to consider—including having effective COVID-19 protocols and factors such as social distancing—but networking might just be the factor that ensures a return to event success.

    By Ernie Smith Mar 07, 2022

    originally posted here

  • 11 Mar 2022 4:21 AM | Brett Jeffery, CAE (Administrator)

    Aiming to get more member referrals is a great way to grow your membership because there's no better way to prove that you're delivering value than to have happy members tell their friends. In fact, the time that you spend on setting up processes around member referrals will be well worth it for several reasons.

    Benefits to Using Member Referrals

    First of all, it's cost-effective.

    Word-of-mouth is the most trusted form of advertising there is and it can literally cost you nothing once you get your initial systems set up. However, referrals won't just automatically happen. We might think that they will because we're awesome enough...but most people are busy and your organization is not necessarily top-of-mind for them. You definitely have to make an intentional effort to ask.

    Secondly, it's scalable.

    Scalable means that you can get more results without putting in more effort. Once you have the systems in place to ask for referrals and to follow up on those referrals, most of the work can be automated. At that point, it doesn't really matter if you get one referral a week, ten referrals a week, or a thousand referrals a week. Automation takes care of everything, so it's not additional work for you to get more member referrals!

    Third, referrals build relationships.

    And we are definitely in the relationship business! The referred person comes in as a much warmer connection than someone who is brand new to your organization. Plus, when you take exceptionally good care of the referred person, the member who referred them feels good about making the introduction.

    Fourth, this is a sustainable strategy.

    With other types of marketing, you often have to gear up for a big push or make a big investment anytime you want to implement. When you have a referral system in place, it just chugs away behind-the-scenes day-after-day without sucking up more resources.

    Encouraging referrals is a really smart growth strategy. There's a big upside without much additional time and effort on the part of the membership leader.

    To get those referrals rolling requires a bit of planning, though.

    Things to incorporate into your member referral approach

    1. Some type of landing page for your referral program, or at least a dedicated page on your website.

    If you are offering any kind of incentive for referrals, you'll need someplace to talk about how that works. And even if you're not offering an incentive, you need someplace for members to submit their referrals.

    2. A form for submitting the referred person's information

    You'll want to capture the referred person's contact information so that you can reach out to them with follow-up. You should also capture the member's information so you can appropriately thank them and keep them in the loop if their referred person ultimately decides to join.

    3. A follow-up sequence for the referred person

    A well-constructed follow-up can make the difference between whether the potential new member is intrigued by what you offer, or if they just ignore you. When you use a software like JourneyCARE, you can build all sorts of things into a follow-up sequence to nurture this referral in a really special way. Incorporate emails, text messages, voicemail drops, personal reach-outs from one of your ambassadors, or a wide variety of other creative actions.

    4. A follow-up sequence for your member who made the referral

    At a minimum, you want to thank this person for thinking of your organization and going to the effort to refer their friend. Beyond that, be sure to add in a piece where you specifically let the member know when their friend joins. They may hear about it from the person that they referred, but it's also nice for them to hear it from you. It says that you noticed and appreciated their effort, which makes them more inclined to do it again in the future.

    5. A process for automatic asks built into your membership journey

    There are a lot of organizations that encourage referrals just at specific times during the year, like during a Member Appreciation Month or an annual membership drive. However, you can actually build the process of asking for referrals right on into your member care check-ins, perhaps timing them quarterly, or after major events, or when a member has submitted a testimonial, or if you've done a member profile story. As with most aspects of building an exceptional member journey, you are limited only by your imagination.

    Most of these ideas could be implemented in your organization quickly. In fact, you may be doing some of these things, but not others...but all of these pieces kind of work together to create a well-oiled referral engine, so I encourage you to look at what's in place and what's not.

    This last week, I did an over-the-shoulder training focused on how JourneyCARE can be used to encourage member referrals. If you missed that, you can connect with the live trainings here. You'll see all of the upcoming topics and be able to access past replays.

    And, of course, if you'd like to chat about how to build this out for your organization, let's get on a Zoom and chat. In just 30 minutes, I'm confident I can show you how to start getting more referrals from your members in just 30 days.

    You can hop directly into my calendar by going to joyofmembership.com/consult. There, you'll see days and times that are available and make an appointment instantly.

    I'll be back next week with another great article. In the meantime, take care!

    About Joy Duling

    Joy Duling headshot

    Joy Duling has been working with leaders of associations, trade groups, and nonprofits since 2005, through her consulting practice, which is aptly named, The Joy of Membership. In addition to her role as a trusted advisor, Joy served for more than a decade as Executive Director of a membership-based nonprofit herself and is a national speaker and podcaster on topics related to experience design and membership growth.

    Connect with Joy on LinkedIn

    Book a Consult on Joy's Calendar

    originally posted here

  • 10 Mar 2022 12:59 PM | Sarah Gamble (Administrator)

    On the Take 5 with Associations show presented in partnership with ASI, we chat with Charles Cameron, Chief Executive Officer of the Recruitment, Consulting and Staffing Association Australia & New Zealand (RCSA), to see how they are shape tomorrow's talent landscape.


    Our host Paul Ramsbottom, Managing Director of ASI, talks with Charles about their engagement score and how RCSA integrates digital technology solutions for their members and organisation.

    RCSA has been working closely with Causeis to develop their big engagement score within their engagement management system, IMIS, to understand the blood pressure of RCSA and its membership. By doing this, RSCA can see who are the most engaged and who are the least engaged members. This means every time they have a conversation, they deliver a solution, and every time they hold an event, information is captured in the database. By measuring the engagement score of each member, RSCA can quickly identify members who have low blood pressure and need engaging.

    Charles says, "We're a human entity. We are living, breathing organisms, and when the blood stops pumping, we've got a problem."

    "When it comes to digital technologies, it's about the tech stack. There are many solutions out there, and it's important to be able to integrate them and roll them out successfully across the team. The big engagement score is a really important part."

    RCSA also focuses on social media tracking and marketing automation using Higher Logic. As a result, RCSA has a stronger social media profile, more exposure online, better connection with members, and enhanced organisation reputation.

    Charles shares campaign insights and says, "We've run campaigns to target and connect with new startup companies on the back of COVID; there's heaps of new recruitment and staffing firms. We are also working with the Department of Health to place workers into aged care impacted by COVID. RCSA is developing technology on the back of that to try and connect our members with clients and workers to try and get people to save lives, which is awesome as well."

    A well-defined tech stack and measuring engagement allow RCSA to respond quickly to member needs and shape tomorrow's talent landscape. Click the link to give it a watch.

    About Recruitment, Consulting and Staffing Association Australia & New Zealand

    The Recruitment, Consulting and Staffing Association Australia & New Zealand (RCSA) is the peak body for the recruitment and staffing industry in Australia and New Zealand.

    About Advanced Solutions International

    Advanced Solutions International (ASI) is a leading global provider of cloud software and services for associations and non-profits. We help clients digitally transform, streamline operations, and grow revenue through industry expertise, best-practice advice, and high-quality solutions. Our portfolio of solutions includes iMIS for association and non-profit management, TopClass LMS for learning management, and OpenWater for submission and review management. 

    ASI is an AuSAE Premium Alliance Partner - www.imis.com/ausae

  • 09 Mar 2022 7:01 AM | Brett Jeffery, CAE (Administrator)

    Last night the Incorporated society Bill was tabled in Parliament  'In Committee' stage. A Supplementary Order Paper (SOP) was submitted having three (3) necessary changes to the bill.  All of these changes were debated and then passed by the house unopposed – which is great news and in some cases will make many of our lives are less tedious.

    1/  Consent to become a member (Body Corp ) "clause 72 of the bill, currently, requires that the body corporate's consent to joining be confirmed by two of its directors." The proposed change was "consent can be given on a body corporate's behalf by a person acting under the body corporate's express or implied authority." And that provision will align with section 181B of the Companies Act and will make it simpler for a body corporate to join in an incorporated society.

    2/ New Incorporated societies this is in regard to reporting standards and now "that for newer societies that do not yet have two accounting periods under their belt, total operating payments and total current assets will be assessed based simply on the current financial year for which they are preparing their accounts"

    3/ Reregistering: The Supplementary Order Paper 130 proposes to provide the registrar with the power to waive minor or technical non-compliance issues with applications, and a power to allow re-registration subject to conditions such as an obligation to provide certain information within a month.

    I am yet to receive copies of the amended bill, once I have this I will publicise it to all members. And look forward to the next step in the Parliamentary process

    The videos can be watched here

    Incorporated Societies Bill — In Committee - New Zealand Parliament (www.parliament.nz)


  • 04 Mar 2022 4:49 AM | Brett Jeffery, CAE (Administrator)

    Here’s how to take your learning program to the next level and deliver greater member value. 

    Your association is a trusted source for professional education and training. In the 2021 Association Trends Study by Community Brands, two thirds of members in the study’s survey say they’re required to take professional education and training courses to comply with industry standards. Of those members, most turn to their employer or their professional organization for education and training.  

    But are you doing all you can to provide member value in this area?  

    Here are four things you can do to step up your professional education program and deliver more of what members want: 

    1. Offer a wider variety of learning options.

    Findings from the 2021 Association Trends Study show that members are interested in more learning modalities than their professional organization currently offers. This suggests an opportunity to provide more learning options for your members.

    For example, members say they are interested in a wide variety of professional education and training opportunities, including: 

    • On-demand learning   
    • Mobile learning  
    • Just-in-time learning  
    • Short videos  
    • Social learning  

    The takeaway: Your annual conference and in-person events should no longer be the only sources of continuing education and training. Deliver greater member value by offering a wide variety of year-round learning opportunities to address members’ budgets, schedules, educational and certification needs, and learning preferences. 

    2. Invest in a modern learning management system (LMS).

    Delivering on-demand content to learners can be a challenge – especially without the right technology to support a robust professional education program. Consider investing in online learning software that allows you to provide an engaging learning experience through a single platform. This type of investment can deliver multiple benefits to your organization, including:

    • Improving member value – You can provide more value by helping your members to achieve their career goals.      
    • Efficiently manage content – You can manage, track, organize, store, and deliver on-demand content more efficiently.
    • Driving non-dues revenue – You can increase revenue by turning your content into a year-round revenue generator.   

    TIP: You can integrate the association management software (AMS), Nimble AMS, with Crowd Wisdom LMS by Community Brands to help you deliver an elevated learning experience for your members.  

    3. Target your learning opportunities.

    You can increase participation (and revenue!) for your professional education program using artificial intelligence (AI) and predictive analytics technology. For example, use this functionality to predict which members are most likely to register for a specific course or certificate program based on their past engagement with your organization, and then send them targeted marketing messages for those learning activities.  

    TIP: Nimble AMS Predictions in Nimble AMS uses the AI technology Salesforce Einstein to make it easy for associations to get started with AI and predictive analytics

    4. Make it easy to enroll.  

    Your members are used to utilizing your member portal to complete member activities. Whether renewing their membership, registering for an event, or purchasing learning courses, these experiences should be consistent. Remove any barriers to enrollment in courses by integrating your LMS and AMS. 

    Take your organisation to the next level.

    Originally posted here


  • 04 Mar 2022 4:45 AM | Brett Jeffery, CAE (Administrator)

    Looking to the future, anticipating business needs, and a time-honored back pocket strategy helped lead the Association of Proposal Management Professionals to sustainable success—even during a pandemic.

    By Lisa Boylan Feb 22, 2022

    Rick Harris, CEO of the Association of Proposal Management Professionals, is always looking for ways to grow his association.

    “The best CEOs are going to look forward to find the niches and deliver,” Harris said. For example, a McKinsey & Co. report [PDF] revealed that a lot of organizations have a skills and professional development gap. In addition, a Korn Ferry study estimated that there will be a global human talent shortage of more than 85 million people by 2030, which could result in about $8.5 trillion in unrealized annual revenues.

    Those pieces of data were key to mapping out a strategy that showed what direction APMP should be headed. “Associations have this unbelievable treasure trove of power that corporations are looking for,” Harris said. “We can serve [corporations] in a way they can’t themselves.”

    Become the Go-To Association

    Corporations are worried about how to serve their customers, but they don’t always have the time to focus on how to close that skills gap and provide professional development for their staff. “That’s something associations are well-positioned to do,” Harris said.

    Those trends and data led Harris to think about how APMP could be more like a trade association and revamp its membership model to include an organizational category that would provide corporations with the services that they need but weren’t getting. APMP immediately started focusing on attracting corporate members.

    The group doubled down and hired additional membership staff to provide white-glove, concierge-like service to its corporate members and formed a Member Value Team five years ago. “It’s all about relationship building with our customer,” Harris said. “We wanted to give corporate members a confidence, a place to go, and service they’ve never had before.”

    The Member Value team built relationships with the corporate members and asked them what they were looking for, which revealed a need for more specialized certification programs. The team aggregated their responses and came up with a couple of certification programs to meet those needs, then conducted a member survey at the end to test it. APMP launched both programs during the pandemic and they have taken off. “It’s because we went to the customer and knew what they wanted to do,” Harris said.

    The idea was to become the association the corporations thought of first, so they would be more inclined to automatically renew based on the bespoke relationship fostered by not just the Member Value Team but also the entire organization. “Our plan worked, and it would work for any association in general to identify gaps and see where your association can fill those gaps,” Harris said.

    Eleven years ago, APMP had 18 corporate members, and now it has 186, which represents a 900 percent growth increase. Even the pandemic could not stop its momentum. APMP’s corporate membership portfolio grew by 44 percent, while its individual membership grew by 9 percent.

    Harris credits his ability to branch out and try new things on a piece of advice he got from a CEO 33 years ago: “Always do what the board wants you to do, but always have a wild card.”

    But it must be a well-researched wild card that you are confident is going to work. Because when you deliver on the wild card, the board will give you more and more space.

    “We look at things like the pandemic, not as a brick wall that we have to stop and start reducing and cutting,” Harris said. “We look at it like a speed bump—and how we can take advantage of that using the model we have built.”

    Originally posted here


The Australasian Society of Association Executives (AuSAE)

Australian Office:
Address: Unit 6, 26 Navigator Place, Hendra QLD 4011 Australia
Free Call: +61 1300 764 576
Phone: +61 7 3268 7955
Email: info@ausae.org.au

New Zealand Office:
Address: 159 Otonga Rd, Rotorua 3015 New Zealand
Phone: +64 27 249 8677
Email: nzteam@ausae.org.au

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