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.