Sector and AuSAE News

  • 11 Feb 2022 4:08 AM | Brett Jeffery, CAE (Administrator)

    Increasing dues is never an easy decision, but after many organisations offered hardship accommodations to members during the pandemic, it’s an even thornier issue. Membership expert Joy Duling offers some guidance.

    When the pandemic hit, a lot of organizations immediately offered reduced dues or dues breaks to members who were experiencing financial hardship. Now, two years in, people are wondering: Is it the right time to raise membership dues?

    “When organizations made the decision to adjust prices, they didn’t necessarily give a lot of thought to what would be on the other side,” said Joy Duling, founder and CEO of the Joy of Membership. They did what was needed at the time, but there was no playbook for what should happen next.

    “They have to approach it the same way they would approach raising prices at any other time,” she said. The best place to start is to look at all the different benefits that you offer and, knowing that some have been offered in the past year others have not, break that into chunks.

    For example, if your live conference didn’t happen, did you offer a webinar series, industry report, or online networking event instead? Break those out into pieces so you can assess what’s been delivered, what’s been put on hiatus, and what you anticipate you will be able to deliver going forward.

    “I do believe that hybrid activities and doing more digitally driven activities are here to stay,” Duling said. That means organizations need to think about how to weave those into their value proposition, which will help make the shift in price feel like it’s in alignment with the value that’s being offered.

    Messaging Tips

    Any time an organization increases prices, they should talk about why the price increase is happening. For example, explain that to provide members relief during the pandemic, you reduced prices by a certain amount, but going forward you are going to step back to the normal pricing structure.

    Duling recommends pairing the announcement of the price increase with an enhanced benefit that will get people excited about what lies ahead. It will take the sting out of the price increase, so it won’t seem like you’re just increasing prices and members are getting the same-old, same-old.

    “It’s more like: Hey, it’s time to increase our prices, and we’re really excited about what we’re rolling out in the next few weeks and months—and we think you’ll be excited too,” she said.

    Messaging for any membership benefits must focus on the value proposition. What is the outcome members want, and how is this new suite of benefits going to help members achieve the outcome they are looking for?

    For example, if your members are looking to increase their awareness of industry issues, connect the benefits you’re offering with what they want. Talk about the value of your networking meetings, accreditation process, and how all those things have a financial and professional benefit.

    Incentives like locking in pricing for a certain period are also a good option. Or a fast-action bonus like an early bird or VIP admittance to an upcoming event. And the incentive could help with the technology headache of asking members to renew. You’re asking them to jump through a hoop, but you’re making it worth their while by making it fun. “The pleasure has to be greater than the pain,” Duling said.

    Despite all the difficulties of the past two years, Duling is philosophical about what’s next. “The collective experience that we’ve all been through has given us all a new perspective on how to create value for members,” she said. “We will all be doing business a little differently going forward.”

    Originally posted here 

  • 11 Feb 2022 4:03 AM | Brett Jeffery, CAE (Administrator)

    Association staff often assume board members know how to be effective right out of the gate. That’s not always the case, which is why an orientation is a good idea.

    Alot of times people join association boards because they are committed volunteers and passionate about the organization’s mission and goals. But, unless they specifically seek out governance education, “no one trains you how to be a board member in school,” said Stephanie Cory, principal at Stephanie Cory Consulting. “Sometimes they aren’t experts in board governance, and they aren’t familiar with the fiduciary responsibilities of tax-exempt organizations.”

    That’s where orientation that covers the board’s role and what it means to be a good board member comes in.

    How Does It Work?

    A good onboarding should include information on understanding the association’s bylaws, setting an organizational direction, ensuring the organization has necessary resources, and providing oversight on the three legal duties a board member has: duty of care, duty of loyalty, and duty of obedience. It should also cover financial management.

    Why Is It Effective?

    It makes sure the CEO is supported by a board that understands what its role is. And it also ensures the board is focused on the right areas and that the group is thriving and best serving the association’s mission.

    What’s the Benefit?

    For the association’s members at large, it allows them to feel secure that the board is doing its job and there is strong volunteer leadership in place for the organization. “Trust is a big factor,” Cory said. It helps members know they have a well-governed organization, resources are being spent appropriately, and their dues is being used in the best way possible.

    Board members will be aware of avoiding any conflicts of interest and when to recuse themselves to prevent any private inurement. Overall, it enhances the reputation of the association.

    Originally posted here  

  • 11 Feb 2022 3:53 AM | Brett Jeffery, CAE (Administrator)

    As many associations are looking to shore up nondues revenue, a new survey reveals sponsors want to be back at in-person meetings. Experts say mixing in-person events with year-round content options will lead to more productive relationships between sponsors and associations.

    Prior to the pandemic, association events—and the sponsors they brought—were a mainstay of nondues revenue. While sponsors gave virtual a try, many had lackluster results—making them wary of such offerings.

    And now “State of Sponsorship Engagement [PDF],” a new survey by the Partnership Professionals Network and Dynamic Benchmarking, reveals just how eager sponsors are to return to live events: 81 percent of respondents want to sponsor in-person meetings.

    Part of the appetite for face-to-face meetings is related to nostalgic memories of past conferences, along with the realities of what virtual conferences were like, said Dan Kowitz, CEO of JSB Partnership Consultants and co-convener of PPN.

    “What companies will say is, ‘If we were live, and I had a product theater, people would stand around and talk, and you might get some leads and conversation right afterward,’” Kowitz said. “People aren’t hanging around virtually to do that.”

    While sponsors want in-person meetings, the reality is that they are coming back slowly, with attendance often lower than pre-pandemic levels. “If they used to sponsor a meeting at $50,000, and they decide to test the waters and come back at $50,000,” said Kowitz. “And if you have half the attendance [as pre-pandemic], I guarantee you they’re not going to be happy and asking for money back.”

    Use a Year-Round Strategy

    Kowitz said the best strategy is giving sponsors a good return on investment. Only 21 percent of sponsors surveyed said they are achieving their objective most of the time. That means associations need to do a better job understanding what sponsors want to achieve and tailoring packages to those needs. Offer more than conference sponsorship, even if that seems to be high on the sponsor’s wish list.

    “When you start your conversation, say, ‘Look, we market 365 days a year in our association to our members,’” Kowitz said. “’You market 365 days a year. If we can have a conversation around your goals and objectives, I think there are many points in the year where we can make your relationship to and with the members come to life.’”

    That way, if event numbers don’t reach pre-pandemic levels, sponsors aren’t left feeling dissatisfied. “If you package other ways to reach members during the course of the year for your top spenders, that’s where they’re not going to be quite as concerned if the meeting is down,” Kowitz said.

    Though, he added that giving sponsors some of what they want will be helpful. “Since companies are itching to get back to in person, the more that we can have in person this year, the more we’ll see spends come back and go up in those areas.”

    Mix in Content Targeted Marketing

    One area where sponsors are clamoring for more is content. Seventy percent want to be considered thought leaders and educate members. “Sponsors want to be in the conversation, not sponsor the conversation,” Kowitz said.

    However, associations should have standards for content to assure it is valuable to members, not a sales pitch. Many sponsors have been creating content themselves and are looking outside of associations to share it, said Bruce Rosenthal, principal of Bruce Rosenthal Associates, LLC, and co-convener of the PPN. He noted, they might not come back to associations if they find other avenues to share content.

    “It is a competitive environment,” he said. “Companies have choices, and as part of that, companies are looking for value.”

    When offering value, Rosenthal suggested targeted marketing. He gave the example of a webinar an association hosts that 300 people attend. Rather than marketing to all 300 people, find out which attendees sponsors are most interested in—such as a specific title who live in a certain region of the country—and send only to those people.

    “The association can say, ‘There are 25 attendees that meet that profile,’” Rosenthal said. “Then the company can say, ‘Can we send those 25 a white paper on this topic?’ Those 25 people could be more valuable than the 300 people in an in-person session.”

    Rosenthal noted that organizations who have policies not to give out registrant info could send emails on behalf of the sponsor. Targeting also makes it more likely that the information is valuable to the recipients.

    “This avoids the problem many associations have of people complaining to the CEO, ‘Why am I getting all these emails? I don’t have anything to do with this product,’” Rosenthal said. “By doing that targeting, it’s much more member beneficial.”

    What are your sponsors telling you they want more of in 2022? Share in the comments.

    By Rasheeda Childress Feb 09, 2022

    Orginally posted here 

  • 09 Feb 2022 5:37 AM | Brett Jeffery, CAE (Administrator)

    Niche Conferences: Is it the future of assocation conferences

    We’ve noticed a topic cropping up in event planner communities: a growing interest in smaller, niche conferences. Is the lack of enthusiasm for mass gatherings a result of pandemic anxiety? Or are planners realising that many people in their virtual audience aren’t all that thrilled with large one-size-fits-all conferences and are seeking different options?

    At large conferences, many attendees felt lost amidst the crowd. They found it difficult to connect with people on more than a superficial level. Having attended a virtual conference, they discovered how much easier it is to watch presentations online from the comforts of home than take the time to travel and watch them in person.

    However, another issue is now getting lots of attention: digital exhaustion. People are becoming more selective about which virtual events they attend. The shine has gone off large virtual conferences that merely offer a webinar-like educational experience with no opportunities for breakout rooms and small group discussions—the chat box is no substitute for meaningful conversations.

    The appeal of virtual niche conferences

    Many people rather gather with a smaller group of attendees who belong to the same niche. They prefer to be in a crowd of hundreds, not thousands, or dozens, not hundreds. In a smaller crowd, they feel a sense of community as they encounter the same names and faces throughout the experience.

    You can still have your big in-person event—it serves a valuable purpose for many attendees, sponsors and exhibitors. But consider offering smaller, specialized virtual events for niche groups—attendees who have a similar job or specialty, or who are interested in the same topic. People are more likely to make the effort to attend a virtual conference when every session is geared to their specific interests, and every attendee does the same type of work or deals with the same issues.

    Because they don’t require additional time off and a travel budget, virtual niche conferences also attract people, including recent graduates, who want to explore a new specialty or position. They’re a more affordable option for employers. Employees who don’t have a large professional development budget are more likely to attend a virtual conference targeted to their position or specialty. They get a better bang for their buck when every session is relevant.

    Which niches hold potential?

    You may already know which niches have promise, but if you don’t, your ability to find out depends on the type of the data you capture in your AMS/CRM, LMS, event platform, email platform, and/or website analytics. If you have data related to a person’s job, specialty, and interests, you can segment your database to see which groups are large enough to merit a niche conference.

    Then you need to find out if there is an interest for a niche conference with any of these groups. You also have to assess whether you have the resources to plan and host a niche conference.

    •    For which niches can you offer strong, deep content?
    •    For which niches can you find content support from sponsors?
    •    Which niches would attract enough exhibitors?

    What can you do differently with a virtual niche conference?

    Because of their size, you have more flexibility when planning a niche conference.

    Rethink the schedule

    What kind of conference experience does the niche prefer? Don’t assume, ask them. We’ve seen a trend away from all-day virtual conferences. Instead, many associations schedule sessions on a series of afternoons, which is better for west coast attendees.

    Try a mix of session lengths—express, regular, and deep-dive. We’ve seen niche conferences that only offer one track of sessions for everyone, and some that schedule an occasional slot for a few concurrent mini sessions.

    You could spread out the afternoons over a few weeks, and host discussion groups and social meetups in between. If the conference is a success, consider starting a series of niche “summits” with time in between to promote related online educational programs.

    Build engagement into session content

    Because of their size, large conferences are generally passive experiences with the session chat box serving as the only source of “engagement.” I think you’ll agree, that’s hardly engagement. With a smaller audience, you can take advantage of breakout rooms and other tools to offer the interactive exercises and discussions that lead to effective learning.

    You can aim the conference at a specific level of career experience. With hyper-relevant content, a more advanced niche can go deeper into the nitty-gritty. Virtual allows you to bring in higher caliber speakers at a lower cost. For an early-career niche, you might provide introductory content, personal growth sessions, and coaching and mentoring services.

    Keep it interesting by playing around with session formats:

    •    Solution rooms
    •    Thought leader Q&As
    •    Research briefings
    •    Roundtable discussions
    •    Product case studies
    •    Ask the expert sessions
    •    Brainstorming or ideation sessions

    Focus on facilitating connections

    This is where niche events excel—conversations. At large virtual conferences, names scroll by quickly in the chat. Only the truly proficient networkers leave a large virtual conference with a handful of new connections. Most people close their laptop and rub the exhaustion out of their eyes.

    At a smaller niche conference, attendees keep bumping into the same people in chat boxes and breakout rooms. By the time the conference is over, they have truly connected with people and their faces, not just seen their names.

    You can facilitate these relationships by hosting a pre-event meetup. Share the attendee list before and after the conference. Open virtual lounges for coffee chats, lunch breaks and end-of-day meetups. Offer matchmaking services, both one-to-one and group. Schedule topical discussion groups for eight people max in each.

    You could also host a backchannel between sessions, either on Slack or your event app, in your online community, or wherever they already hang out. If non-member attendees can’t access your community, you won’t want to do it there.  

    Invite the most appropriate sponsors and exhibitors

    Find sponsors and exhibitors who will receive value from associating with the niche’s market segment. Some niches will be an easier sell than others, so price accordingly. Collaborate with sponsors on ideas for sharing their expertise with attendees, perhaps in sessions and discussion groups, or just sharing their budget via conference scholarships.

    If attendees aren’t purchasing decision-makers, it will be a tough sell for exhibitors. Participation will be about brand awareness and relationship-building for the future. Think beyond virtual booths to case studies, demos, and other ways to share expertise.

    Plan post-event activities

    What other programs and events would interest this niche audience? Provide a promo code for relevant courses or certificate programs. Schedule exclusive “alumni” webinars and social meetups. See if there’s an interest in learning cohorts or communities so they can continue growing together. Ask some of them to participate in an advisory group that helps you plan future conferences and programs for that niche. If you continue to host programs that keep attendees connected with the people they met at your niche conference, you will keep them coming back to your website and education catalog.

    With artificial intelligence driving so much of what we see on the web, the world around us is becoming more personalized. With niche conferences, your association can deliver a more relevant and personalized education and relationship-building experience to your attendees—a place where they can share and celebrate their collective intelligence

    Originally posted here

  • 21 Jan 2022 8:36 AM | Sarah Gamble (Administrator)

    Congratulations to the eighteen (18) AuSAE members who recently earned the Certified Association Executive (CAE) credential and joined our growing cohort of CAEs in Australia and New Zealand.

    The Certified Association Executive (CAE) credential is the marker of a committed association professional who has demonstrated the wide range of knowledge essential to manage an association in today’s challenging environment. There are more than 4,700 CAE’s worldwide. There are currently 27 CAE's in the AuSAE membership.

    The CAE Program serves to elevate professional standards, enhance individual performance, and designate those who have acquired and have demonstrated knowledge essential to the practice of association management.

    The CAE is the highest professional credential in the association industry.

    Among those who earned the CAE credential are several of our colleagues who have achieved this distinguished global credential. Please join AuSAE in congratulating:

    • Alana Nixon, CAE
      Business Manager, New Zealand Institute of Quantity Surveyors
    • Andrew Hiebl, CAE
      Chief Executive Officer, Association of Australian Convention Bureaux Inc
    • Andrew McCallum, CAE
      Member & Community Engagement Manager, .auDA
    • Craig Young, CAE
      Chief Executive Officer, TUANZ
    • Donna Vincent, CAE
      Secretariat, New Zealand Paint Manufacturers Association Inc
    • Gillian Morgan, CAE
      Director, Morgo Online
    • Jeremy Irvine, CAE 
      Executive Director, Victorian TAFE Association
    • Leigh Catley, CAE 
      General Manager Communications, Federated Farmers NZ
    • Lyn McMorran CAE
      Executive Director, Financial Services Federation
    • Lynda Booth, CAE
      Director, Total Management Solutions Ltd
    • Melissa Ekberg, CAE
      Associate Director Industry & Government Relations, Civil Contractors Federation – SA
    • Michelle Weston, CAE
      Chief Executive Officer, Caravan Parks Association of Queensland
    • Paul Cargill, CAE
      Manager Fellowship Services, Royal Australasian College of Surgeons
    • Peter Saffin, CAE
      Chief Executive Officer, The Mathematical Association of Victoria
    • Rebecca Mather, CAE
      Engagement Manager - Technical Groups, Engineering New Zealand
    • Robin Shepherd, CAE
      Head of Operations & Member Services, The Recruitment, Consulting & Staffing Association
    • Sally Bunce, CAE
      Director of Events, Infrastructure Sustainability Council 
    • Tania Cotter, CAE
      Chief Executive Officer, Physical Education New Zealand

    AuSAE, in partnership with ASAE, launched the first localised version of the CAE credential in New Zealand and Australia in February 2021 and are committed to championing this important credential for the sector and furthering the association management profession.

    AuSAE offers a study course twice a year to help professionals prepare for the exam. For more information about the credential or to register for the February 2022 study group, visit the AuSAE website

  • 19 Jan 2022 1:50 PM | Sarah Gamble (Administrator)

    For the 14th consecutive year, Marketing General Incorporated (MGI) is conducting its in-depth research to benchmark the practices used by associations in recruiting, engaging, and renewing members. 

    This year’s survey will explore the impact on membership as associations continue to emerge from the pandemic. This year, we have incorporated more questions on dues policies and practices to answer many of the questions we receive from clients and survey participants. 

    The more data MGI can collect for this study, the richer the results for all associations. We ask you to please take some time now to complete this questionnaire. 

    Take the Survey

    To thank you for participating, MGI will provide you with a copy of our final printed report, and an opportunity to win one of 20 $50 Amazon Gift Cards. The 2022 Membership Marketing Benchmarking Report will provide valuable findings based on results from this year’s research. 

    To begin this survey, please click on the “Take the Survey” button below.

    Take the Survey

  • 17 Jan 2022 4:37 PM | Sarah Gamble (Administrator)

    AuSAE Premium Alliance Partner, Advanced Solutions International (ASI), the provider of iMIS — the world’s #1 SaaS solution for associations and non-profits — announced today that it has acquired Arlington, VA-based OpenWater.  Terms of the deal were not disclosed; there will be no change in OpenWater’s management, staffing, or day-to-day operations. 

    OpenWater’s platform is used by more than 500 associations to manage awards programs, fellowships, scholarships, and grants as well as accreditations, abstracts (call for papers), and hybrid/virtual events.

    OpenWater has been an Authorised iMIS Product Partner for several years and integrates with all versions of iMIS. Data collected through OpenWater is available in iMIS, saving clients time, boosting productivity, and providing a single, comprehensive view of member activity. 

    “OpenWater has been a long-term partner with ASI and together we’ve provided innovative solutions for the association and non-profit communities,” said Kunal Johar, Co-Founder of OpenWater.  “We’re looking forward to joining the ASI family to explore ways we can provide even greater value to our clients in the future.”

    “I’ve always wanted to find the perfect home for OpenWater and I’m excited to have found that with ASI.  I first met Bob Alves during 2019 and I’ve come to be impressed with how ASI has kept their foot on the accelerator after all these years.  They continue to invest in their products and make sure their customers have top-level experiences.  The culture fit between the two companies is obvious and I’m excited for what the future holds,” said Timothy Spell, CEO of OpenWater.

    “Over the years, we’ve been impressed with OpenWater’s platforms, management team, corporate values, and commitment to client satisfaction,” said Bob Alves, Chairman and CEO of Advanced Solutions International.  “In partnership with them, we’ve been able to offer our clients best-of-breed application and review solutions and we can’t wait to work even closer with them to find new ways to expand and enhance our offerings to clients.”

    Learn more at

    About OpenWater

    OpenWater is a software company based in Arlington, VA (Greater Washington, DC area) in the United States providing an application and review software that streamlines and simplifies award management.  It also offers a virtual event platform to manage online, in-person, and hybrid conferences. Visit for more information.

    About ASI

    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 SaaS solutions. Our portfolio of solutions includes iMIS — the only engagement management system (EMS) purpose-built for associations and non-profits — and TopClass LMS by WBT Systems — the #1 association and continuing education learning management system.

     ASI is proud to be an AuSAE Premium Alliance Partner.  Learn more at

  • 13 Jan 2022 12:01 PM | Sarah Gamble (Administrator)

    Professional education is changing.  With advances in technology, the delivery of online training has really come into its own. Once the poor cousin of face-to-face workshops, online delivery is now offering a much better experience with immersive learning environments and the ability to progressively assess understanding of key outcomes.   

    Professionals also increasingly expect to be learning via the internet. They expect on demand access to information including learning, to be able to take part in professional development wherever and whenever they need to learn - and on any device they choose, from traditional computers through to tablets and smart phones.  

    Research conducted by Professional Associations Research Network (PARN) of 1299 professionals about online learning found that the reason for choosing e-learning was clearly led by convenience. 

    Reason for Choosing E-learning  

    • I can do it at a time to suit me 76%  
    • It is cost effective 59%  
    • I don’t have to travel 57%   
    • The learning I wanted was only available via e-learning 28%  
    • I prefer this mode of learning 17%  
    • It is fun 10%  
    • I don’t have to talk to other people 6%  
    • Other 11%  
    • No reply 1%  

    Base 1299  

    The march of technology in elearning 

    The advances in online learning design tools as well as a raft of new technologies including Alexa, Amazon Comprehend, Google Natural Language, Augmented and Virtual Reality are driving a revolutionary change to the landscape of learning. And it is happening faster than we ever expected.   

    What were once abstract and futuristic ideas about education are delivering unexpected opportunities, with current and emerging technologies able to deliver deep, immersive learning experiences unlike anything that have come before.  In the near future, it will be commonplace to use a learning system that picks up that you have not understood a concept prior to moving onto the next idea. Instead of leaving you behind, the system may add in a series of questions to ascertain how much or little you have understood, and then design an individual pathway to the learning outcome that suits you.  It may even use that understanding to tailor the delivery method of the rest of the course to your personal cognitive proficiency. 

    Finding the capacity to harness elearning opportunities has never been more important. As larger global players, unconstrained by a borderless digital world, move into local markets, Australian professional bodies are challenged to assert their own ability to deliver professional training.  

    AuSAE has partnered with Pointsbuild, an Australian owned e-learning company to design, build and deliver the new Learning Hub and new staff induction course, ‘Association Essentials’ and have more courses in development. 

    Pointsbuild works with associations to develop to transform learning content into engaging online learning experiences, delivered on a robust, online platform that puts learning at the forefront of thinking.  To find out more about Pointsbuild, visit  

  • 10 Jan 2022 10:03 AM | Sarah Gamble (Administrator)

    AuSAE Premium Alliance Partner, Advanced Solutions International (ASI), a leading global provider of software and services for associations and non-profits, has released a new whitepaper “3 Critical Steps to Digitally Transform Your Association”.

    If you have been thinking about creating a Digital Transformation Strategy but aren’t sure how to get started, download this complimentary new whitepaper from ASI at:

    The whitepaper provides best-practice advice from association clients that have successfully transformed their organisations and will show you how a well-executed plan will impact every aspect of your organisation — streamlining how you operate and how you deliver value to your members.  

    • How to structure an effective strategy
    • Where to focus your initial efforts 
    • What you need to build an innovation group that will challenge the status quo
    • Which technology can best support your objectives  

    Download a complimentary copy

    About ASI
    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 SaaS solutions. Our portfolio of solutions includes iMIS — the only engagement management system (EMS) purpose-built for associations and non-profits — and TopClass LMS by WBT Systems, the #1 association and continuing education learning management system. 

     ASI is proud to be an AuSAE Premium Alliance Partner.  Learn more at

  • 10 Dec 2021 8:59 AM | Sarah Gamble (Administrator)

    Understanding the importance of continuing professional development, or CPD, and its role in furthering the progress of individuals, professions and professional associations encompasses a range of factors.  

    Among them are regulatory shifts, consumer/client expectations and wider changes to the techniques and practices of professions. However, there is also the drive to improve competencies, enhance competitiveness through the use of new technologies and grow an association’s reach and revenue base. 

    One of the key steps in developing an effective CPD program is gaining a clear picture of how it can benefit members and practitioners, and how these benefits will be tracked and measured over time.  

    There are two main pressures driving CPD: 

    1. Your members’ clients, employers and general public – who need to trust your members are up to date and competent in their professional skills and judgement.  
    2. Governing bodies – who will impose regulation if they feel a profession is not meeting required professional obligations and standards.  

    When thinking through your professional development and compliance programs, the outside view of your profession is an important starting point. There are also commercial pressures on your organisation, with a growing number of local and increasingly international companies eyeing off the CPD market with profits in mind. It is no longer safe to believe being the natural repository of standards and knowledge gives you an additional advantage in the new environment.  

    Your members will also create pressure to drive the development of your CPD Programs. They will rightfully look to your organisation as a leader in their field and want to see a clear pathway of learning which will help them develop their knowledge and skill base, so they can be at the cutting edge of their profession. They are also looking to support their own internalised ethic of professional integrity and reputation. 

    AUSAE has partnered with Pointsbuild, a leading online CPD provider, to help members to understand the opportunities that continuing professional development can benefit both your organisation and your members. Pointsbuild will work through the elements of and process for developing a CPD program for your organisation. 

    A great place to start is with AUSAE’s new an online learning platform and CPD course, “Association Essentials”, which was developed with Pointsbuild. This course provides associations with an effective new staff induction tool, providing staff with key background and foundational knowledge as they start their journey in association management. The course provides practical examples of the support and activities associations provide to their members and their collective contribution to society. 

    Pointsbuild empowers professional organisations to deliver flexible, tailored and engaging educational experiences to members, helping them advance careers, enhance credentials and meet their regulatory requirements all the while helping lead conversations that advance the wider industry as a whole. To find out more about Pointsbuild, visit 

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

New Zealand Office:
Address: 159 Otonga Rd, Rotorua 3015 New Zealand
Phone: +64 27 249 8677

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