Outsourcing is often talked about as if it’s now standard practice in associations. The data tells a more measured story.

Based on recent NZSAE survey results, only around 35% of New Zealand associations currently outsource any part of their operations. The majority still operate fully in-house, typically with small teams managing a wide range of responsibilities.

That context matters.

Outsourcing is not the norm. It is a considered option used by a minority of associations — but one that offers useful insight into how organisations are managing workload, capability, and sustainability.

What is being outsourced

Among the associations that do outsource, the approach is targeted rather than extensive.

The most commonly outsourced areas relate to back-office and specialist support, particularly:

• Accounting, financial, and bookkeeping support

• Administrative and account management support

• Event and conference delivery

• Graphic design and communications assistance

Importantly, accounting and administrative functions are often delivered as a combined back-office service, rather than as distinct roles. In practice, many associations engage a single provider to manage invoicing, reconciliations, payroll processing, and basic reporting alongside general administrative support.

This reflects how smaller associations actually operate — outsourcing capability, not job titles.

Outsourcing is measured in hours, not headcount

Rather than outsourcing whole functions, most associations engage contractors for defined, limited time commitments:

• Short weekly engagements (2–10 hours)

• Part-time ongoing support (10–20 hours per week)

This suggests outsourcing is being used to supplement lean teams, providing specialist support where needed without adding permanent roles.

Why associations choose to outsource

For those associations that outsource, the drivers are pragmatic:

• Cost certainty

• Access to specialist expertise

• Flexibility to scale support up or down

Annual outsourcing costs vary, but generally remain well below the full cost of employing equivalent in-house roles once salary, leave, KiwiSaver, and overheads are considered. For boards managing financial risk, that flexibility is significant.

What remains in-house

It is equally telling what associations continue to keep in-house.

Leadership, member relationships, and strategic direction overwhelmingly remain internal functions. These are seen as central to the organisation’s identity, credibility, and long-term success — and are not readily outsourced.

The real insight for boards

The takeaway is not that associations should outsource.

It is that:

• Most associations still don’t

• Those that do are deliberate and targeted

• Outsourcing works best when it supports focus, not when it replaces core capability

For boards and CEOs, the more useful question isn’t “Why aren’t we outsourcing?”
It’s “Is our current structure still fit for purpose given the size, complexity, and expectations placed on the organisation?”

That’s where the real conversation begins.

NZSAE has been advised of an upcoming call for nominations to Industry Skills Boards, overseen by the Tertiary Education Commission (TEC). This is a significant opportunity for association executives and senior leaders with an interest in workforce development, vocational education, and training.

There are eight Industry Skills Boards, each playing a critical role in shaping training and workforce priorities across New Zealand:

• Transport
• Construction & Specialist Trades
• Food & Fibre
• Energy & Infrastructure
• Manufacturing & Engineering
• Services
• Education, Health & Community
• Electrotechnology & IT

Each Board currently has five members, with a further three appointments per Board to be made by 31 March 2026.

Why this matters

Industry Skills Boards:

• Set training and skills standards
• Endorse and moderate vocational training programmes
• Advise government on funding priorities
• Undertake workforce and skills analysis
• Act as the sector voice on education and training

For association leaders, this is a genuine opportunity to influence the future skills pipeline for your sector and represent industry needs at a national level.

Appointment details

• Board fees: approximately $30,000 per annum
• Term: 2–4 years
• Experience: strong governance, sector knowledge, and workforce or training insight are key

Key dates

• Nominations open: 21 January 2026
• Nominations close: 18 February 2026 (5.00pm)
• Appointments confirmed: by 31 March 2026

A wider opportunity for associations

In addition to Board appointments, the regulations require each Industry Skills Board to formally engage with industry associations and peak bodies.

This presents a potential opportunity for NZSAE — and for member associations — to:

• Act as a recognised conduit for sector consultation
• Support member input into skills and training discussions
• Strengthen the role of associations in workforce planning

NZSAE will continue to explore where this aligns best with our coverage and member capability.

Further information

• What Industry Skills Boards are:
  https://www.tec.govt.nz/strategic-initiatives/vocational-education-system/industry-skills-boards
• Details on the eight Industry Skills Boards (operational from 1 January 2026):
  https://www.tec.govt.nz/strategic-initiatives/vocational-education-and-training-vet-system/changes-to-the-vocational-education-and-training-vet-system/industry-skills-boards

Links to the nomination process will be shared once they go live on the TEC website.

If you’re considering applying and would like to talk it through, feel free to get in touch.

Here for associations
Brett

Is Your Association Website Up to Standard for 2026?

Most association websites look fine on the surface. But many are still hard to use, hard to manage, and disconnected from how the association actually operates.

For 2026, the question isn’t “Do we need a redesign?”
It’s “Is our website actually helping our members, staff, and volunteers do their jobs?”

Below are five simple, testable checks you can use to answer that — no theory, no technology debate, just practical reality.

1. Can a New Member Find What They Need in Under Two Minutes?

If someone joined your association today, could they quickly:

• log in
• see upcoming events
• access member-only resources
• update their personal or organisational details

If the answer is no, that’s friction.

And friction loses members — not because they’re unhappy, but because things feel harder than they should be, especially in those first few weeks after joining.

Early member experience matters. If people struggle to find their way around straight away, confidence drops and engagement stalls.

A member portal doesn’t need to be clever or clever-looking. It needs to be clear, obvious, and reliable — so members can get on with why they joined in the first place.

2. Is Your Website Doing Work Your Staff Shouldn’t Be Doing?

Take an honest look at where staff time goes.

If your team is regularly:

• emailing PDFs
• manually updating member records
• resending event details or links

then your website isn’t pulling its weight. A well-set-up association website should reduce admin, not create more of it. If staff are acting as the bridge between members and information, something isn’t working.

3. Does Your Site Reflect How Your Association Actually Works?

Most associations evolve over time. Boards change. Committees form and dissolve. SIGs come and go. Events grow. Resources build up.

The problem? Websites often don’t keep up.

Ask yourself:

• Is the structure of your site clear and logical?
• Do boards, committees, interest groups, events, and resources make sense to someone new?

If only “the person who built it” understands how things fit together, that’s a risk — especially when staff or suppliers change. Your website should mirror how the association operates today, not how it operated years ago.

4. Is Your Content Written for Members — Not About the Organisation?

This is a common one.

Many association websites talk about the organisation:

• history
• structure
• internal language

But members are asking a different question: “How does this help me do my role better?”

When reviewing a page, ask:

• Does this help a member take action?
• Does it answer a real question they have?
• Is it written in plain language they’d actually use?

If not, it’s probably serving the organisation — not the membership.

5. Can You Improve One Thing Without Rebuilding Everything?

This is the most important check.

If every improvement requires a full rebuild, the issue isn’t design — it’s setup.

Strong association websites are modular:

• you can fix navigation without redesigning the homepage
• improve member access without changing branding
• tidy structure without touching content

If change feels risky, expensive, or impossible, that’s a signal worth paying attention to.

The Bottom Line

For 2026, associations don’t need prettier websites. They need websites that:

• reduce workload
• support members properly
• reflect how the organisation actually functions
• get used — not worked around

Start small. Fix what’s slowing you down. Build from there.

If you’d like help thinking through where to start, that’s exactly the conversation NZSAE is here for.

The AML/CFT settings have been under review for some time, and many organisations across New Zealand have been calling for more workable, real-world requirements. Last week, the Statutes Amendment Bill passed its final reading, bringing several practical updates into force immediately.

For associations and membership bodies that interact with AML-regulated environments — whether through financial services, professional services, or sector partnerships — these changes will matter.

Address Verification No Longer Required for Standard CDD

The headline change is simple but significant:

Address verification is no longer required as part of standard customer due diligence (CDD).

This step now only applies when there’s a higher-risk situation under enhanced due diligence.

For years, organisations have highlighted the difficulty of collecting physical address documents when the risk profile didn’t justify it. This amendment brings the law more in line with how organisations operate, supported by sector submissions including work from Lyn McMorran and the Financial Services Federation.

It’s a shift toward a more risk-based, proportionate approach — something long requested by many associations.

More Time for Reporting Obligations

Two further changes aim to improve reporting quality and practicality:

• Prescribed Transaction Reports (PTRs) now have a longer timeframe for submission.
• Suspicious Activity Reports (SARs) also have extended submission times.

For organisations working alongside AML-regulated providers — or operating within regulated settings themselves — this should ease reporting pressure and support more accurate, complete information.

Clarification on “Occasional Transactions”

Another helpful change clarifies the definition of “occasional transaction.”
Cheque deposits made at a registered bank or non-bank deposit taker are now excluded from this definition.

This removes ambiguity and helps prevent organisations being captured by rules not intended for low-risk, routine actions.

Why These Changes Matter for Associations

Many associations may not be directly captured by the AML/CFT Act, but often work alongside sectors that are. Others have members affected by changing compliance expectations.

These amendments demonstrate a move toward:

• More practical compliance requirements
• A better fit with how organisations actually operate
• Clearer proportionality and risk focus

They also show that sector feedback is being taken seriously — especially where compliance obligations have become unnecessarily burdensome.

What Happens Next

The Ministry of Justice will update formal guidance shortly. Until then, the amendments apply immediately.

If you or your members need further detail, the AML/CFT Programme Team can be contacted at aml@justice.govt.nz.

View the ministerial press release.

The amendments included in the Statutes Amendment Bill:

• clarify that address verification is not required for standard customer due diligence and only required under enhanced due diligence
• extend submission timeframes for Prescribed Transaction Reports
• extend submission timeframes for Suspicious Activity Reports
• clarify that cheque deposits at registered banks or non-bank deposit takers are excluded from the definition of “occasional transaction”

When Strength Becomes Fragile: The Hidden Financial Risk Facing New Zealand Associations

The 2025 State of the Association Sector Report revealed something that should give every board pause for thought: nearly half of New Zealand’s associations could operate for only 3–12 months on their current reserves.

For a community built on continuity and trust, that’s an uncomfortable truth. Our sector has weathered economic cycles, pandemics, and political shifts — yet for many associations, one cancelled event, one lost sponsor, or one year of slow renewals could put real pressure on stability.

And this isn’t about poor management or lack of intent. Most associations run lean. They stretch every dollar to serve members, fund advocacy, and deliver events. But lean can quickly tip into fragile — especially when fixed costs rise faster than revenue.

The challenge behind the numbers

The report shows that events and sponsorship remain the dominant non-dues income sources for more than 85% of associations. When those two pillars wobble, financial resilience does too.

At the same time, member affordability pressures are rising. Many organisations froze or delayed fee increases, while venue, catering, and AV costs have jumped sharply. It’s a perfect storm that leaves little margin for error.

So what can association leaders do?

Financial fragility isn’t inevitable. It’s a signal — one that calls for sharper strategy, stronger collaboration, and better use of the collective intelligence in our sector. Here are five actions every board and executive team can take now:

1. Re-set the reserve policy
   Move beyond “a year of cover” as an arbitrary benchmark. Align reserves to your actual risk profile — consider what a major disruption to your main event or membership income would cost and build policy from there.

2. Diversify your non-dues revenue
   Don’t rely solely on the annual conference. Associations that build small but steady income from online learning, supplier partnerships, or credentialling programmes are better protected when sponsorship fluctuates.

3. Model financial scenarios annually
   Use simple sensitivity testing: What if membership dropped 10%? What if event income fell by a quarter? Present those to the board each year so strategic choices are made with eyes wide open.

4. Invest in value before price
   Fee increases are easier to justify when members see tangible benefit. Strengthen perceived value through professional development, sector-specific resources, and peer connection — then communicate those wins clearly.

5. Collaborate, don’t compete
   Shared services, co-hosted events, or joint purchasing between associations can reduce cost and increase reach. The sector’s collective strength is one of its greatest untapped financial assets.

Turning resilience into confidence

None of this is about panic — it’s about preparation. Associations are, by nature, built for the long haul. But long-term impact depends on short-term security.

If your board hasn’t reviewed its reserves or revenue diversity recently, now is the time. Start the conversation, run the scenarios, and treat financial sustainability as the strategic priority it truly is.

Together, we can ensure our associations remain not just resilient — but confident, adaptive, and ready for whatever comes next.

By Brett Jeffery, CAE — Executive Director, NZSAE
3 November 2025

The Top Three Challenges Facing Associations in 2025

When we released the State of the Association Sector in New Zealand 2025, the results didn’t catch anyone off guard. The same three challenges came up time and time again from over 230 executives:

• Growing and recruiting members.
• Coping with the economic pressures your members are under.
• Demonstrating real, tangible value for the membership fee.

Now, it’s one thing to nod along and agree these are familiar. It’s another to stop and ask the harder question: what are we actually doing about them?

Recruitment and Growth

Membership growth has always been the heartbeat of associations. It’s not just about numbers on a spreadsheet — it’s about energy, reach, and long-term sustainability. But competition for people’s time and attention has never been stronger. We’re all up against busy calendars, tighter professional development budgets, and countless alternative networks that exist outside of the traditional association model.

Some associations are starting to rethink their recruitment strategies. Referrals remain the strongest pathway in, but referrals don’t happen by chance — they happen when your members are so engaged that they want to bring a colleague or friend along. Others are focusing on younger or emerging professionals, creating “starter memberships” or entry-level pathways that are affordable, flexible, and welcoming. The key is to keep asking: how do we make it easy for someone new to say yes to joining?

 

Economic Pressures

It’s no secret that the current economic climate is biting hard. Members are looking at every dollar they spend, and association fees are not immune. This is where the pressure comes back to us as leaders — are we structuring our fees fairly, offering flexibility where we can, and being open about how we use the money entrusted to us?

Some associations are experimenting with payment plans or multi-year discounts to spread the load. Others are bundling services together so that membership doesn’t feel like “just a fee” but like access to a suite of resources. Even small gestures, like making travel subsidies available for events or highlighting free resources, can help members feel the organisation is sharing the burden rather than adding to it.

Demonstrating Value

Perhaps the most persistent challenge of all is proving that value exists beyond the invoice. It’s not enough to say “trust us, we’re doing good work.” Members are asking — rightly — “what do I get for being part of this association?”

The answer usually lies in the basics: advocacy, professional development, and networking. The report confirms these are the things members consistently value most. But here’s the trap — just doing them isn’t always enough. The real shift comes when we show members how their involvement is making a difference. Did your submission change a piece of policy? Tell them. Did your conference help create a new business partnership? Share the story. Did your training help someone take the next step in their career? Celebrate it loudly.

Value is not just about the service provided, it’s about the story told around that service. If members can see the impact — on themselves, on their sector, and on the community — the sense of value becomes undeniable.

Turning Challenges into Opportunities

These three challenges are not going away. They’ll keep resurfacing every year in one form or another. The real opportunity lies in how we respond. Around board tables and in leadership teams, the conversation can’t stop at “yes, recruitment is tough” or “yes, budgets are tight.” It has to shift toward “what are we trialling this year, what’s working, and what do we need to rethink?”

The answers aren’t the same for every association, but the process of testing ideas, sharing wins, and learning from the misses is universal.

So, here’s the question I’d encourage you to take back to your own team:
? How are we, right now, addressing these three challenges — and what will we do differently if our current approach isn’t working?

Because when we move from simply naming the challenges to actively experimenting with solutions, we don’t just survive another year — we strengthen the very case for why associations matter.

Brett Jeffery, CAE, Executive Director, NZSAE 

As someone who leads an association, I recently tried joining two other membership organisations here in New Zealand. One was 20 days ago, the other 9. I filled out the online forms, hit submit, and waited. And I’m still waiting.

No confirmation email. No welcome message. No follow-up. Just radio silence.

It made me stop and think — when was the last time you tried to experience your own member journey?

We talk a lot about member engagement, retention, onboarding, and value. But how often do we actually walk in the shoes of a new member? Not from behind the scenes, but genuinely — as a stranger filling in your form and hoping to feel welcomed.

It’s not about blame. Life is busy, systems can be clunky, and emails get missed. But in 2025, there’s no excuse for a new member to feel invisible.

• That first touchpoint matters.
• People want to feel seen.
• They want to belong.
• They want to know they’ve joined something worth their time and trust.

So here’s a challenge: test your own process. Try joining anonymously. Ask a friend to do it and report back. Look at your welcome emails. Is there warmth? Is there clarity? Does it feel like an open door or a locked gate?

Because in this sector, our greatest strength is our ability to build relationships. Let’s make sure the first impression reflects that.

If you discover that your joining process isn’t as welcoming or seamless as it should be, don’t panic — but do act. Here are some simple ways to improve it:

• Join your own association anonymously and see what happens.

• Review your website and forms — are they clear, mobile-friendly, and easy to navigate?

• Set up an automatic email that instantly confirms receipt and outlines what happens next.

• Assign responsibility for new member follow-up — even a quick personal note goes a long way.

• Make it human — your first message should feel like a handshake, not a system alert.

It doesn’t need to be complex, but it does need to be intentional. Because every new member is forming an impression from the first click — and it’s up to us to make sure that impression says: Welcome, we’re glad you’re here.

Brett Jeffery, CAE – 27  June 2025

As a Premium Partner of NZSAE, Membes is proud to support the New Zealand association sector with a $2,000 credit toward any of our Association Management System (AMS) packages, available until 31 December 2025.

Membes AMS is a purpose-built platform designed specifically for associations, bringing together membership management, websites, events, communications, CPD, finance integrations and more into one easy-to-use system. With built-in automation and powerful reporting, Membes helps your team save time, improve member engagement, increase security, and operate more efficiently.

To claim this offer, simply provide proof of your NZSAE membership - no strings attached.

Whether you're exploring options, ready to upgrade or just want to hear what our customers say about us, we invite you to book a demo or visit our website to learn more about how Members AMS can support your association’s success.

Kia ora,

I wanted to pass along an outstanding opportunity that could make a genuine difference for your association’s internal team.

Many of you will know Bruce Ross — a long-time supporter of NZSAE and someone who has presented at our events on several occasions. Bruce has recently launched a generous initiative offering free, full access to his AI Black Belt Training for non-profit associations across Aotearoa.

You can view the LinkedIn announcement here

This is not a lightweight introduction or teaser. It’s the same training used by executive teams across multiple sectors — and Bruce is offering it to associations like ours, at no cost, with no catch.

What’s Included

• A full AI Black Belt Training Pathway covering eight progressive levels
• Practical, self-paced training across communication, operations, marketing, admin, reporting, and leadership functions
• Tools to help your team design and execute AI workflows that reduce admin, improve consistency, and save time
• Platform-agnostic learning — works with Microsoft Copilot, Google Gemini, ChatGPT, or other tools
• Designed specifically for lean teams who want real-world results, fast

Why It’s Relevant
As association professionals, we’re being asked to do more with less.
Whether it’s reporting, stakeholder communication, board packs, policy work, or internal ops — AI can dramatically reduce the time and cognitive load involved.

This training shows your team how to:

• Cut repetitive workload by 30–40%
• Build AI workflows tailored to your daily responsibilities
• Strengthen digital confidence across your operational team
• Drive measurable ROI without needing a technical background

Who Is Eligible
This offer is open to any non-profit association in New Zealand with a full-time staff member (or more) working in the day-to-day operations of the organisation.
It’s not for members or board volunteers — it’s for those running the internal engine room.

How to Access the Training
There is no application form or barrier to entry.

Simply contact Bruce directly via:

• Email: bruce@ignitebusiness.co.nz
• Mobile: +64 21 548 900

He’ll provide access details and a short onboarding guide.

I encourage you to seriously consider this — or forward it to the relevant person on your team. There’s a clear window here for our sector to get ahead with tools that are only becoming more central to how we operate.

If you have any questions, feel free to get in touch with Bruce or drop me a line directly.

Ngā mihi,

When you’re asking for help refining your emails, the way you frame your request makes a big difference. Clear prompts ensure your message is improved in the right way — whether that means making it more professional, persuasive, concise, or aligned with your organisation’s tone. Here are six useful prompts you can use:

"Can you review this email for clarity and professionalism while keeping it warm and friendly?"
(This ensures the email is polished but still approachable.)

"Please rewrite this email to sound more natural and engaging while keeping it concise."
(Great for when you want a balance between efficiency and impact.)

"Can you refine this email so it’s direct, clear, and to the point without losing its warmth?"
(Helpful when you need a sharper, more to-the-point email.)

"Please check this email for tone and phrasing to ensure it sounds professional but not too formal."
(Perfect for emails where you want a blend of professionalism and approachability.)

"Can you enhance this email to make it more persuasive and action-driven while keeping it natural?"
(Ideal for when you're trying to get someone to take action.)

"Please review and rewrite this email in a way that aligns with 'Your organisation's' tone and messaging style."
(Ensures consistency with your branding and organisational voice.)