What does it take to build an association that remains relevant, resilient and valuable to its members?
For association leaders, building for the future means understanding what members value, developing a sustainable revenue model and being willing to evolve as expectations change.
These themes shaped The Association Specialists' latest Strategic Board Series, Built to Last: Brand, Revenue & Resilience, held at Hilton Sydney on 15 October.
Bringing together perspectives from association leadership and brand strategy, the discussion explored how organisations can strengthen their value proposition, build more connected communities and turn their expertise into opportunities for growth.
Four priorities for building an association that lasts
1. Build community, not just membership
Membership is about more than access to services and benefits. It is also about belonging.
As expectations evolve, associations have an opportunity to create stronger connections between members, facilitate meaningful peer relationships and support the next generation of their profession or industry.
In an increasingly digital world, the value of bringing people together remains significant. The challenge is to create opportunities for genuine connection, both online and in person, that give members a reason to stay engaged.
2. Make member value measurable
A compelling value proposition starts with understanding what members actually need, not simply what an association has always provided.
The Australian Veterinary Association's experience illustrated the importance of listening and adapting. Over 18 months, the AVA surveyed members, sought feedback from non-members, analysed its internal data and ran focus groups to better understand what people needed from their membership.
This research informed a simpler membership model, introduced in June alongside a freeze on membership fees. The changes reflected the biggest shift in the association's membership structure in more than a decade.
The lesson for association leaders is clear: meaningful change starts with evidence. Member feedback, participation trends and internal data can help boards challenge assumptions, refine their offering and make informed decisions about the future.
It is equally important to get out of the boardroom and involve end users directly, ensuring decisions reflect their real needs.
3. Turn knowledge into opportunity
Associations hold a valuable resource: the collective expertise of their members and the industries they represent.
That knowledge can extend well beyond membership services and events. Research, practical resources, articles and thought leadership can strengthen an association's profile, demonstrate its relevance and create more opportunities to engage with members, prospective members and external stakeholders.
Felicity Zadro of Zadro Agency highlighted the importance of trusted expertise and a strong industry voice in a landscape increasingly shaped by AI and readily available information. For associations, this presents an opportunity to draw on their collective knowledge to influence policy, shape best practice and drive positive change across their industries.
The opportunity is to capture and organise that knowledge so it can be easily accessed, shared and used to create value.
4. Keep adapting to stay relevant
A long history is an asset, but it does not guarantee future relevance. Associations need to continually reassess what members value and demonstrate how they are delivering on those needs.
Dr Matthew Fisher, CEO of the Australian Society of Anaesthetists (ASA), shared how the organisation has used member insights, technology and new experiences to strengthen its relevance, particularly among younger members.
The ASA engaged an independent research group to survey members about their intention to renew, what they valued most and where the association could better meet their needs. Advocacy emerged as a key priority, reinforcing the importance of understanding the issues affecting members and building a strong evidence base to support the profession.
Workforce supply and demand modelling also helps the association look ahead and prepare for future challenges.
Since implementing a new CRM system in 2024, the ASA has had greater flexibility to segment its data and personalise communications, enabling more targeted engagement with different member groups.
The association is also exploring new ways to deliver value. Its decision to take its national conference overseas in 2027 has generated significant excitement, demonstrating how a willingness to evolve and offer new experiences can reinvigorate member engagement.
These efforts are translating into measurable results, with retention reaching 95% in one of the ASA's key membership categories, an increase of four percentage points.
The lesson for association leaders is that staying relevant takes more than maintaining existing services. It means listening to members, using evidence to guide decisions and being willing to try new approaches that strengthen the member experience and demonstrate the association's ongoing value.
Turning insight into action
Building an association that lasts requires a clear sense of purpose, a willingness to challenge assumptions and a plan to turn ideas into action.
For association boards and leadership teams, that starts with a few practical steps:
- Listen and build community. Combine quantitative data, such as surveys and membership trends, with qualitative insights from focus groups and direct conversations. Engage a broad cross-section of members and non-members to understand different perspectives, while creating a strong sense of community and belonging that keeps members connected and engaged.
- Make your value clear. Ensure your brand, membership offering and communications reflect what makes your organisation distinctive.
- Look beyond membership. Consider how your collective knowledge and expertise can influence your industry, shape best practice and drive positive change.
- Plan for the long term. Regularly review your strategy, revenue model and approach to engagement to identify opportunities and prepare for what lies ahead.
The discussion was a reminder that purpose and a strong brand can create impact well beyond an organisation's immediate audience.
We were delighted to share a copy of Thirst with attendees. Its story offers a powerful reminder of what can be achieved when purpose is clear, the message is compelling and the ambition extends beyond the immediate challenge.
Is your association built to last?
Knowing where your organisation stands is the first step towards strengthening its future.
The Built to Last Association Resilience & Future Readiness Assessment helps association leaders reflect on their organisation's current position, identify opportunities for improvement and establish practical priorities for the next 90 days.
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