FIDIC MEMBERSHIP
MODULE 1
Establishing your member association
MODULE 1: ESTABLISHING YOUR MEMBER ASSOCIATION
Introduction
A FIDIC-affiliated industry association provides consulting engineers with a platform to advocate for best practices, uphold ethical governance, and strengthen industry collaboration. By aligning with FIDIC’s global standards, the association ensures credibility, enhances professional development, and contributes to the sustainable growth of the engineering consultancy sector.
Starting a member association can provide numerous benefits to the members you serve, including a collective voice for advocacy, shared resources, uplifting excellence and enhanced networking opportunities. A member association for engineering consulting companies (sole trader busines, small to medium or large companies / firms) can also provide a crucial buffer between business interests, serving your clients, and providing a collective voice to drive regulatory discussions, challenge poor client behaviour, and shape industry-related policies.
But starting a member association can also be a lot of work. Usually an association starts when a group of people identify a need and get together voluntarily to make it happen. These individuals share a passion and commitment to a functional, honest, well respected and sustainable industry but are also working with limited time and budgets, and often limited experience in what it takes to set up and maintain a successful and sustainable membership association.
This module of the FIDIC Member Association Toolkit provides a step-by-step guide to how you can go about setting up a member association so that your new association has the most successful start possible.
MODULE 1: ESTABLISHING YOUR MEMBER ASSOCIATION
The module focusses on:
Setting your association’s objectives and purpose
Determining your value proposition
Establishing your governance framework
Determining your membership and membership criteria
Setting your constitution or bylaws
Creating a strategic plan
Determining your operational requirements and organisational structure and staffing as a start up MA
Taking these steps to determine who you are, what you do, why you do it, how you’ll do it, and putting some of the initial operational structures in place will give you a strong start to your association.
If you have any questions about this module and how to implement it in your region, please get in touch with FIDIC at: memberservices@fidic.org
Setting your Association’s purpose / objective
The first steps to take after identifying a need for an association to be established to support and drive your industry or profession forward, is to get buy-in from your potential membership, understand your regulatory framework, and establish your purpose or objective.
Getting buy-in and momentum
First you need to understand why you need an association and to get buy-in from your potential membership.
A good place to start is to bring together a small group of committed company CEO’s to discuss the need for an association and to agree to establish one. These may be sole traders operating their own engineering companies or firms, small to medium sized compannies / firms, or more established larger engineering companies / firms.
You should make it clear that the establishment of an association is not for anti-competitive behaviour, but to establish the behavioural norms that, when upheld, ensure the local industry is viewed as a trusted advisor on matters related to consulting engineering and infrastructure development and as consultant’s of choice for their clients.
You may then like to conduct an industry-wide needs assessment so that it becomes clear to those interested in joining the association why such a collective makes sense. There are likely many common issues which companies face and the association can represent its members on these common issues when interfacing with client bodies, both in the public and private sectors as opposed to individual companies trying to address these same issues as individual companies.
Determining whether your association be voluntary or mandatory
Your decision to establish a member association may be driven by regulatory factors in your country or non-regulatory factors. You might need an association that supports individual professionals or that regulate them, or you might need an association that supports companies rather than individuals, or it may be both.
Most of FIDIC’s member associations operate as voluntary organisations formed by companies to represent collective interests, establish industry standards, and facilitate networking. Membership is typically optional, and these associations do not possess regulatory authority.
Some of FIDIC’s member associations are statutory bodies that may have a role in regulating the engineering profession or industry. In these countries, consulting engineering associations are established or recognized by legislation, granting them regulatory authority over the profession. Membership may be mandatory for practising firms, and these bodies may be responsible for licensing, setting standards, and enforcing codes of conduct.
Define your purpose / objective
Once you have buy-in from a group of companys to start an association, and you understand whether you will be a voluntary association or a statutory/regulatory one, you should define what the purpose or objective of your association will be.
Your purpose or objective is about why you exist. Your purpose or objective is unlikely to change often and will usually be embedded in your constitution (rules or bylaws) once you get to the stage of developing that.
If you are a statutory body, your purpose may be set out in legislation. If not, a good place to start is to survey your potential members to understand the common issues across your proposed members, what the gap in the market is that your proposed association would address, and how your association could support members with those issues. Taking this step will help you get clarity on your purpose or objective as an association.
MODULE 1: ESTABLISHING YOUR MEMBER ASSOCIATION
Examples of voluntary organisations and statutory bodies
VOLUNTARY ORGANISATION
United Kingdom: The Association for Consultancy and Engineering (ACE) represents the interests of consultancy and engineering companies, functioning as a voluntary body without statutory authority.
STATUTORY BODY
Malaysia: The Board of Engineers Malaysia (BEM) is a statutory body that regulates the engineering profession, including consulting engineers.
VOLUNTARY ORGANISATION
United States: The American Council of Engineering Companies (ACEC) is a national organization representing engineering companies, operating as a voluntary association without regulatory powers.
VOLUNTARY ORGANISATION
South Africa: Consulting Engineers
South Africa (CESA) is a national organisation representing engineering companies, operating as a voluntary association without regulatory powers.
STATUTORY BODY
Zambia: Membership for Consulting firms and Consulting individuals is a statutory requirement in Zambia. There is an ACT no. 17 of 2010 for the Engineering Institution of Zambia where this is stated under clause 19. 2 (c).
VOLUNTARY ORGANISATION
Australia: Consult Australia serves as the national association for consulting firms in the built environment sector, representing company members without statutory regulatory powers.
MODULE 1: ESTABLISHING YOUR MEMBER ASSOCIATION
Common purposes of objectives for member associations in FIDIC’s membership include:
Industry Advocacy & Representation
• Representing member interests in regulatory discussions with national and international authorities.
• Engaging with governments and policymakers to shape industry-related policies
• Promoting fair and competitive industry practices without encouraging anti-competitive behaviours and/or collusion
Knowledge Sharing & Best Practices
• Facilitating the exchange of industry information, trends, research, and innovations, for example through conferences, events (online or in person), networking events, and other communication channels
• Providing training on various areas of interest related to continued technical, contractual, personal or business development
• Connecting members with other stakeholders, such as industry suppliers, related service providers to employer bodies and their employees and representatives of client bodies from the public and private sectors
Standardisation & Ethical Practices
• Promoting the adoption of standardised contracts and other documents (for example, FIDIC contract documents and guidelines or other regionally or locally specific contracts and guidelines) to encourage uniformity and fair and reasonable terms in engineering consultancy agreements
• Advocating for ethical business practices with members (for example, through a Code of Ethics or Code of Conduct for members) and the clients they serve, sustainability and other practices that support a healthy and thriving engineering consulting sector and a healthy market
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Market Development & Promotion
• Strengthening the reputation of engineering consultancy by ensuring that the local Member Association’s brand becomes the recognised brand in the country (this can be enhanced by reflecting alignment with FIDIC’s global brand)
• Providing members and their clients with insights into global infrastructure development trends and opportunities
Collaboration & Innovation
• Fostering co-operation between local consulting engineers and other related built and natural environment professions, contractors and clients
• Supporting local capacity building and knowledge transfer between established member companies and startup-enterprises
• Developing Committees to bring members together to collaborate and share ideas on technology and other developments that affect the future of the industry.
EXAMPLES
• Consulting Engineers South Africa Constitution clause 3.1
• Consult Australia’s constitution, where the purpose is captured as the “objects” of the company in clause 1.3
• ACE New Zealand’s Rules, Rule 3
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Consider your alignment with FIDIC
As you work through your purpose or objective, think about your relationship with FIDIC as the global voice for consulting and engineering and federation supporting engineering consulting membership associations around the world.
You might like to align your purpose or objective with FIDIC’s mission of promoting quality, integrity and sustainability in the global infrastructure and consulting engineering industry. This will give your association weight and recognition as part of a global collective. FIDIC-affiliated industry association also offers value through alignment with FIDIC’s global standards and advocacy efforts.
Also think about how, in enacting your purpose or objective you can leverage all the services that FIDIC has to offer. For example, you can:
• Collaborate with the FIDIC Academy to build capacity within your environment, including for trainers accredited by FIDIC to present FIDIC training in local languages
• Facilitate training on FIDIC Contracts for members through liaison with the FIDIC Academy, where no locally available and affordable, competent training provider may be present
• Leverage and adhere to FIDIC’s integrity management framework and any other available relevant guidelines and thought leadership published by FIDIC from time to time
Next steps
Once you’ve set your purpose or objectives, you should consider determining your value proposition.
See our separate guidance documents on this next step.
Determining your Member Value Proposition
When you’re establishing a member association, having a clear purpose or objective is an important first step. The next step is to translate that into a member value proposition (MVP) s you can start attracting members.
A strong MVP is crucial for member associations to attract and retain members. It clearly communicates the unique benefits and value that members will receive by joining the association.
This guide provides a step-by-step approach to developing an effective MVP.
What is a member value proposition
A MVP encompasses all the benefits and value provided to members of the association. It encompasses the entire membership experience, addressing both the tangible advantages and the perceived value of membership.
The purpose of a MVP is to encourage individuals to join the membership because they understand what the advantages and benefits will be and those advantages and benefits align with their needs. It should clearly articulate the unique benefits and value that your association provides to its members that they can’t get anywhere else and thereby differentiate your association from competitors.
Step 1: Understand Your Members’ Needs
Understanding what your members value and need is the foundation of a strong MVP. This step involves identifying the key issues and challenges that your members face.
By understanding your members’ needs, you can tailor your MVP to address their specific challenges and provide solutions that are relevant and valuable to them, aligned to your purpose or objective.
ACTIONS
• Conduct surveys and interviews with current and potential members to gather insights into their needs and challenges. Ask them what they know about your association and what they value and need from you.
• Analyze industry trends and market research to identify common issues and opportunities.
• Lay out exactly what you’ve learned about the members’ needs.
• Prioritize the most pressing pains they’re experiencing.
• Segment your members based on their needs and preferences to create targeted value propositions.
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Step 2: Analyse your member needs against your purpose or objective
Your members will have a range of needs but not all of them will align with the purpose or objective you have set for your association, so you need to look more closely at that. You don’t want to fall into the trap of trying to be all things to all people. You need to be very clear about your boundaries as an association otherwise you will confuse members about why you exist.
ACTIONS
• Cross reference your member needs against your purpose or objective - what are the specific needs that are consistent with your purpose? These are the ones you should focus on.
• Identify the unique strengths and capabilities of your association in addressing those needs – what can you do that no one else can? You might like to as your members what they think these are.
• Determine the key benefits that your association provides to its members to help address their needs that they can’t get from anywhere else. Again, asking your members this can give you useful information to assist with this exercise.
Step 3: Align Your Value Proposition with Your Members’ Needs
Once you know what needs your members have that you are best served to address because of your unique strengths and capabilities, you can craft a clear and concise MVP that communicates the unique benefits effectively and the value your association provides.
Examples include «Become a part of a thriving global community of like-minded individuals» or «Gain access to exclusive resources and opportunities not available to the general public» or “Helping raise the voices, readiness and professionalism of consultants in the built and natural environment” (ACE New Zealand).
Other areas of service that your MVP might include are:
• Regulatory Support – Helping members navigate engineering contract law and procurement regulations
• Networking Opportunities – Connecting members with other local companies as well as global FIDIC affiliates, contractors, and infrastructure financiers
• Business Intelligence – Providing access to local and global business intelligence reports, case studies, and market research
• Capacity Building – Offering access to local and global training and professional development resources
• Global Representation – Strengthening members’ influence globally including through FIDIC’s advocacy at international forums.
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Step 4: Test your proposed MVP with members
Once you’ve set your MVP you’ll then want to test it with your members to check that it resonates with them. Make any necessary adjustments taking into account your member feedback.
ACTIONS
• Test your MVP with a sample of your members through focus groups or surveys.
• Gather feedback and make any necessary adjustments to your MVP.
• Ensure that your MVP is relevant and valuable to all segments of your membership.
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Step 5: Communicate your MVP effectively
Once you have defined and validated your MVP, it is important to communicate it effectively to your members and potential members. This step involves creating a communication plan and using various channels to reach your audience. You need to highlight how your association understands the specific challenges and needs of your members, and why you are best placed to address those.
Effective communication ensures that your members and potential members understand the value that your association provides and are motivated to join or renew their membership.
ACTIONS
• Develop a communication plan that outlines the key messages and channels for promoting your MVP.
• Use a variety of communication channels, such as email, social media, face-to-face member catch ups and events, to reach your audience.
• Create compelling marketing materials that highlight the key benefits of your MVP, such as a membership prospectus, simple and engaging website.
• Be consistent in how you communicate your value proposition
For example, ACEC US uses podcasts and market reports to provide their members with an opportunity to be featured to expand their thought leadership. Their market reports provide expert analysis and commentary of economic conditions and business trends with respect to investments, policy, clients, and technology in various markets.
MODULE 1: ESTABLISHING YOUR MEMBER ASSOCIATION
Step 6: Deliver on Your Value Proposition
Consistently delivering on your MVP is crucial for building trust and loyalty among your members and leads to higher retention rates and positive word-of-mouth referrals. This step involves ensuring that your association consistently provides the benefits and value that you have promised – it’s all about walking the talk.
ACTIONS
• Develop a plan for delivering the benefits and value outlined in your MVP. You’ll want to capture this in your strategy (see our separate guidance note on setting your strategy).
• Monitor and evaluate your performance to ensure that you are meeting your members’ expectations.
• Gather feedback from your members regularly to identify areas for improvement and make any necessary adjustments.
Step 7: Measure the Success of Your MVP
Measuring the success of your MVP is essential to understand its impact and make data-driven decisions for future improvements. This step involves setting key performance indicators (KPIs) and regularly evaluating your MVP’s performance.
By measuring the success of your MVP, you can identify areas of strength and opportunities for improvement, ensuring that your association continues to provide value to its members.
ACTIONS
• Define KPIs that align with your MVP’s goals, such as member retention rates, member satisfaction scores, and engagement levels.
• Collect and analyze data regularly to track your MVP’s performance against these KPIs.
• Continue to engage with your members to gather ongoing feedback and ensure that your MVP remains relevant and valuable. Use surveys, focus groups, and one-on-one interviews to keep the lines of communication open.
• Use the insights gained from your analysis to make informed decisions and adjustments to your MVP.
• Establish a process for regularly reviewing and updating your MVP to ensure it evolves with the changing needs of your members and the industry.
• Set up a schedule for periodic evaluations and make it a part of your association’s strategic planning.
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Conclusion
Developing a strong member value proposition is essential for attracting and retaining members in a competitive environment. By following these steps, your association can create a compelling MVP that resonates with your members and provides them with the value they are looking for.
Next step
Once you’ve set your purpose or objectives and know your MVP, you should establish your governance framework. See our separate guidance documents on this next step.
CASE STUDY: COMMUNICATING AND DEFINING YOUR MVP
A key tool for communicating the value proposition of your association is having a robust annual report where our members can see the breath and depth of all of the work you have done on their behalf, and it is an opportunity to showcase members also. Annual reports are more than a reporting tool, they are an advertising tool that you can share with members, stakeholders, and decision-makers to bring to life the value that you add.
For examples, you can view the ACEC US annual reports, or the ACE New Zealand annual report which is offered in an interactive website format.
CASE STUDY: ACE NEW ZEALAND’S JOURNEY TO DEVELOP A MVP
In 2021, ACE New Zealand represented 220 consulting firms working in the built and natural environment. The construction and infrastructure association market in New Zealand is crowded, so ACE decided to refine their member value proposition to ensure it remained relevant to current members and to attract new members, and so everyone would understand ACE’s role and value compared to the other associations in the market.
ACE New Zealand started by taking steps to understand member needs and its unique value proposition – what it provides to its members that they can’t get anywhere else. This involved12 interviews with a mix of non-member organizations, large firms, small and medium member businesses. This helped ACE New Zealand identify the key issues facing the sector, such as skills shortages, legislative changes, and the need for better consultancy skills, and to identify the unique value ACE can provide to its members to address those needs – the things that ACE can do for its members that no other association currently provides: Advocacy for a healthy consulting sector, leadership to take member businesses into the future, and tools and resources to enable great consulting and strong consulting businesses.
ACE then validated their value proposition through focus groups and interviews, ensuring it resonated with both large and small member organizations. Through this process, ACE refined its value proposition to clearly articulate the unique benefits and value that ACE provides to its members. ACE is the consultants champion, elevating the voices, readiness, and professionalism of consultants in New Zealand’s built and natural environments. ACE’s three strategic objectives are directly aligned to this MVP.
ACE then aligned its brand and strategy to its MVP, utilising clear communications and marketing. Having a clear MVP has helped ACE to focus in on the things that matter to members, ensuring it is spending its limited resources in the right places. In the three years since, ACE New Zealand has grown its membership by more than 50 firms, increasing revenue, visibility in the market, and influence with decision-makers.
Establishing Your Governance Framework
A Member Association (MA) represents the collective interests of consulting engineering firms in its country or territory. MAs advocate for the profession, support their member firms, contribute to national development, and engage with government and industry stakeholders.
This guide helps new and developing FIDIC Member Associations (MAs) establish an effective governance framework. It also serves as a best-practice guide for mature MAs to strengthen succession planning, role clarity, and long-term sustainability.
It is intended primarily for volunteer Board members who may not be familiar with non-profit association governance, and for Chief Executives and staff who support the Board’s work.
Why you should establish a governing board
A governing board (Board of Directors, Council, or Executive Committee) is crucial for a member association as it ensures effective governance and accountability. It provides a structured approach to decision-making, which helps maintain transparency and trust among members. Additionally, a governing board fosters confidence, participation, and support, which are essential for the sustainability and success of the association.
Roles and responsibilities of the governing board
Board members are not expected to manage day-to-day activities (unless the MA is too small to have staff), but rather to provide strategic direction, oversight, representation of the collective interests of the members, and accountability. Key responsibilities include:
• Defining or reviewing the MA’s mission, vision, and values
• Approving a multi-year strategic plan that sets long-term goals and priorities
• Approving business plans and budgets
• Monitoring progress on the strategic plan and adapting to changes in context
• ensuring proper financial, risk management, and legal compliance,
• approving governance policies and by-laws,
• representing member views,
• engaging members and building the MA’s credibility and influence, and
• appointing and monitoring the performance of the Chief Executive Officer (if there is one).
The board is accountable to the members for how the organization runs, ensuring transparency and trust in decision-making.
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Board selection, size and composition
The Board are volunteers and should be elected by the membership. This makes the Board accountable and ensures the MA is governed by individuals who reflect the broader interests of its members.
Common good practices for Board selection include:
• A clear and fair nominations process (e.g., managed by a nominations committee)
• Published eligibility criteria and term lengths for Board roles
• Rules for re-election and rotation to promote continuity
• Board diversity across firm size, region, gender, and background
Staggered board terms are important because doing this ensures continuity and stability within the board by preventing all members from leaving at once, which helps maintain institutional knowledge and experience. Staggered terms also allow new board members to learn from more experienced members, fostering a smoother transition and onboarding process. It also promotes a balanced mix of fresh perspectives and seasoned insights, which can enhance decision-making and strategic planning.
The size of a governing board for a member association typically ranges between five and fifteen members – fifteen members would be large and not usually recommended. This range allows for a balance between diverse perspectives and efficient decision-making. A smaller board, with five to eight members, can be more agile and reach consensus quickly, while a larger board, with up to fifteen members, can provide a broader range of expertise and resources. The ideal size depends on factors such as the size of the membership, the complexity of the association’s mission, and logistical considerations.
Officer roles such as President, Vice-President, Treasurer are recommended and may be elected directly by members or selected internally by the Board depending on the MA’s constitution. Boards should also consider creating an emerging director role to support the growth of future directors across the membership.
The Board should include individuals who bring diverse perspectives, represent a cross-section of the membership, and are committed to the success of the MA. By having a diverse and committed board, the association can build credibility, engage members, and maintain transparency in decision-making. This structure fosters confidence, participation, and support, which are essential for the sustainability and success of the association.
Board size, election rules, term limits, and officer roles (e.g. President, Treasurer) should be defined in the constitution or by-laws.
Succession and Continuity
Leadership transitions are a normal part of governance. To ensure smooth handovers:
• Define Board term lengths and limits
• Stagger terms so not all Board members leave at once
• Consider having a Vice President or President-Elect to prepare for succession
• Document key Board decisions and policies for future reference
Use an annual planning calendar to track recurring governance activities (e.g. AGMs, reporting deadlines, budget cycles, risk and policy reviews, CE performance reviews).
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Board Code of Conduct and Conflict of Interest
Board members must act in the best interest of the MA — not their own firm. This is especially important in associations that advocate for the business and commercial interests of its members. Each MA should adopt a role description for Board members and a clear code of conduct policy. Board members should:
• Act honestly, transparently, and in the best interests of the association as a whole
• Treat fellow Board members, staff, and stakeholders with professionalism and respect
• Support decisions made by the Board, even when they reflect a diversity of views
• Avoid using their position for personal or commercial advantage
• Uphold the reputation of the association through ethical and responsible behaviour
• Refrain from any actions that could undermine trust in the MA, including collusion or anti-competitive conduct
• Declare potential conflicts at the start of each meeting
• Recuse themselves from discussions and votes where a conflict exists
• Sign an annual acknowledgement of conduct
This protects the integrity of the Board and builds member trust. It is also important to the MAs credibility with government and stakeholders.
Consider integration with FIDIC’s Integrity Management System (FIMS) for ethical governance.
Board Orientation and Director Onboarding
New Board members need support to contribute effectively. Provide an orientation that covers:
• The MA’s mission, structure, and key documents (by-laws, policies)
• The roles and responsibilities of Board members and the Chief Executive (if there is one)
• The strategic and business plans
• The legal context in which the MA operates and any director duties or liabilities for Board members
• What to expect in a Board meeting and how to access agendas and papers
A simple handbook or welcome package helps new directors understand expectations and become active contributors more quickly. Alongside this, consider:
• Assigning a senior Board member buddy to new Board members or Board members with limited governance experience
• Offering general governance training – this doesn’t need to be expensive. Check in with your local Institute of Directors to see what’s available, or offer new Board members training through an affordable online module like Tick for Governance or your local equivalent
• An introduction call for new Board members with the Board Chair to discuss the Chair’s style and expectations
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Board Accountability to members
Annual report and Annual General Meeting
The Board should prepare and present an annual report (in accordance with any national legal requirements) that includes:
• A summary of key activities and progress against the strategic plan
• Financial highlights or full audited statements (if required)
• A message from the Chair or President
• Priorities or key issues for the coming year
This report may be presented at the AGM, sent to members in advance, and/or published on the MA’s website.
The Annual General Meeting (AGM) is the formal mechanism through which the Board is held accountable to members and where key decisions are made. The rules and requirements surrounding the AGM should be clearly defined in the MA’s constitution or by-laws and must be followed carefully to maintain transparency and trust.
The AGM typically includes:
• Presentation of the annual report (activities, progress, and finances)
• Presentation and approval of audited financial statements (if applicable)
• Election or confirmation of Board members and officers
• Approval of any bylaw changes or major governance matters
• A forum for members to ask questions and provide feedback
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Often an AGM will also include a vote of thanks to the MA’s volunteers and a welcome to new members, and approval or presentation of the budget for the upcoming or current year.
MAs should ensure members receive adequate advance notice of the AGM — in accordance with any national laws — to allow time to prepare, attend, and participate meaningfully. The notice period should include a notice period for any member who would like to raise a formal motion (point of decision) at the AGM.
The procedure and notice period for an AGM should be recorded in the MA’s constitution or bylaws.
Ongoing accountability to members
The Board must be accountable to the membership throughout the year — not just at the AGM. This includes:
• Transparent communication about Board decisions and activities
• Opportunities for members to engage, comment, or raise issues
• A culture of responsiveness and openness to member feedback
• Sharing meeting summaries, key documents, and plans (as appropriate)
A strong link between the Board and membership increases confidence, participation, and support — and is the foundation of a sustainable association.
Legal Context and Risk Awareness
Each MA operates within a different national legal and regulatory framework. While this document provides general guidance, associations must ensure that their governance practices align with local laws regarding non-profit organizations, liability, anti-corruption, financial oversight, and reporting obligations. This may include, for example, EU Competition Law, U.S. Sherman Act, UK Competition Act, China (Anti-Monopoly Law), Australia (Competition and Consumer Act), Brazil (CADE Regulations) and other applicable engineering procurement regulations.
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Board members should be aware of their legal duties and the potential risks associated with their role. These may include:
• Claims of negligence or failure to act in the association’s best interests
• Disputes related to contracts, employment, or financial and/or information privacy mismanagement
• Reputational damage resulting from poor governance or member dissatisfaction
To mitigate these risks, MAs should consider:
• Directors and Officers (D&O) liability insurance, where available
• Clear governance policies, including decision-making protocols, delegations and record-keeping
• A risk register that is regularly reviewed and updated
• A business continuity plan including in response to an IT or cyber security threat
• Regular Board training or orientation on legal responsibilities, including anti-trust, competition law and anti-corruption practices
• Consulting with legal professionals when updating constitutions or by-laws
A governance framework for a FIDIC-affiliated industry association must ensure compliance with global anti-trust laws.
Governance Without a Chief Executive
In small or early-stage MAs, the Board may also act as the management team. This is common, but it brings risks of unclear roles, volunteer burnout, and inconsistency. In this case:
• Elect individuals to serve as officer bearers of the association, for example, Chairperson, Deputy Chairperson, Treasurer and Secretary being the main initial core team of volunteers that serve to establish the MA and carry out the functions of the Board until the MA is ready for a more formalised governance structure
• Assign operational roles (e.g., communications, finance) to individuals or small working groups
• Keep good records of who is responsible for what
• Schedule regular check-ins on operational tasks and governance matters
Even volunteer-run MAs should aspire to separate governance and management roles when resources allow. Hiring even part-time administrative support or appointing a volunteer Chief Executive improves clarity and sustainability.
The Role of the Chief Executive and Staff
Under circumstances where an association has grown in stature and member numbers, and where financial security becomes evident, the Board should appoint a full time Chief Executive/ Executive Director who would then become responsible for operational execution of the strategy and organisation. This helps take the load off volunteers and ensures the long-term sustainability and success of the association.
The Chief Executive (Executive Director, CEO, or equivalent) is the Board’s single point of accountability for operations. All staff, if any, report to the Chief Executive — not to the Board or its members.
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Core responsibilities of the Chief Executive will include:
• Developing an annual business plan and budget aligned with the strategic plan
• Managing the MA’s operations, services, and events
• Supervising and supporting staff
• Representing the MA to stakeholders
• Reporting regularly to the Board on progress and challenges
If the Chief Executive identifies that the business plan or budget is off track, they must notify the Board, explain the reasons, and propose adjustments. This transparency allows the Board to support timely decision-making.
Boards must clearly define what authority is delegated to the Chief Executive and where limits apply (e.g., financial approvals, contracts).
Board Meetings and Decision-Making
The Board should meet regularly — monthly or quarterly — to review performance, make decisions, discuss trends and plan for the future.
Good practices include:
• Preparing and circulating an agenda and any papers before each meeting (usually a week before)
• Using minutes to record decisions and assign follow-up actions
• Recording any conflicts of interest (real and potential conflicts) in an Interests Register
• Defining quorum (minimum number of Board members needed to proceed)
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• Using simple rules for making decisions (majority vote or consensus, and whether the Chair has a casting vote)
• Keeping meetings focused on key priorities and strategic oversight
Some associations use Board management software to hep them manage their Board ad meetings effectively, such as BoardPro, Stellar, or Diligent.
Financial Oversight
The Board is responsible for approving the annual budget, monitoring financial performance, and ensuring that the MA remains financially sustainable. Key actions include:
• Reviewing financial reports regularly (typically quarterly)
• Approving major expenditures and signing authority policies
• Maintaining reserve funds when possible
• Reviewing and approving audited financial statements (if required)
The Chief Executive (or treasurer, in small MAs) prepares and manages the budget but must work within board-approved limits and report on any significant variations.
For start-up MAs, as soon as subscription fees and other sources of revenue are accumulated, it is imperative that adequate record keeping on finances are put in place – this usually happens under the custodianship of the Treasurer. In a more developed association where an executive management team is in place, these functions are delegated to the CEO and the Finance Manager of the association, with the Boad exercising oversight on the adherence to good governance principles and the effective and efficient use of the resources of the association as noted above.
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Committees and Working Groups
It is usual for Boards to establish committees to help share the workload and focus attention on specific areas. These may include:
• An Executive Committee for urgent decisions between Board meetings
• A Finance or Audit Committee to support budgeting and financial and risk oversight
• A performance remuneration committee to oversee the Chief Executive’s remuneration and performance management (if there is a Chief Executive)
• Membership, Advocacy, Events, or Technical Committees as required
Avoid having too many standing committees unless you have the capacity to support them. Small MAs may prefer ad hoc task groups.
Each committee should have clear terms of reference and report to the Board on their activities at each meeting.
Next steps
Once you’ve set your governance structure, you should consider determining your membership and membership criteria.
See our separate guidance documents on this next step.
MODULE 2
Operationalising your member association
MODULE 2: OPERATIONALISING YOUR MEMBER ASSOCIATION
Introduction
Once you’ve done the hard work to establish your association you need to think about how you can most effectively operationalise it. This module covers some key areas that are relevant to the successful oeprations of most of FIDIC’s member associations, whether that is in relation to their business operations (like their fee models) or their service to members (like advocacy).
The module covers:
Establishing a member fee basis
Recruiting members
Financial planning and budgeting
Leveraging and managing volunteers/committees
Effective advocacy
Setting up and running an in-person event / seminar
Setting up and running an online event / webinar / seminar
Member engagement and communicating with members
Legal risk of claims and mitigations
If you have any questions about this module and how to implement it in your region, please get in touch with FIDIC at: memberservices@fidic.org
Leveraging and Managing Volunteers & Committees
This guidance note serves as a best-practice guide on leveraging and managing volunteers and committees. It should help new, developing and mature FIDIC Member Associations (MAs). It is focused on volunteers and committees from the MA’s membership (as distinct from volunteers for business operations of the MA) and is intended primarily for volunteer Board members, Chief Executives and staff who support the advocacy work of the MA.
Most of FIDIC’s MAs are small with limited resources. Leaning on members to support the work of the MA through their volunteer time is critical to the MA’s success. Volunteers bring diverse perspectives and expertise, which can help identify and address specific challenges your MA is facing, such as to develop advocacy positions or inform the development of different programmes that are aimed at helping support the wider membership. Volunteers also help foster collaboration among your members and member buy-in to your MA’s work, which can enhance the overall effectiveness of your MA, the value members get from your MA and create greater impact from your initiatives.
Have a strategy or reason for any volunteer groups or committees
Your members can make a significant contribution to your MA through volunteer committees (and similar groups). Your members’ time is precious, and it is best practice to have a strategy/reason for bringing a group of members together to ensure the best use of your and their time. For example:
• Business size – large businesses and small businesses can have differing needs. Therefore, you might find it useful to have different groups based on business size to discuss business challenges and strategic advocacy. For example, some MAs will have a large firm forum, a small business forum, a sole trader forum, allowing your members of similar sizes to come together to share issues relevant to them.
• Geography – where sub-national regions (including states and provinces) are governed differently or separately from the national government, geography-based committees could assist your MA in tackling geographically specific issues.
• Sectors – consulting engineers work across a wide range of sectors (e.g. defence, transport, buildings, energy, water etc) and where those sectors are not managed by one central agency, your MA could find sectoral committees useful in developing advocacy positions relevant to those sectors – these may be ad hoc committees to respond to specific issues or to develop specific programmes (such as an ad hoc working group to prepare a submission in response to a particular policy proposal) or they may be standing committees to continually input into the association’s work in a particular sector (for example, a standing transport committee or forum that addresses consulting issues relevant to transport and works to build strong relationships between members and transport client organisations).
• Business operations – within the larger consulting engineering businesses, several business operational areas are relevant to the advocacy work of MAs. For example, legal, human resources and information security. These committees can look at issues from a whole-of-nation perspective, in addition to informing your MA’s advocacy, these committees can provide valuable knowledge-sharing between businesses (where appropriate). For example, some MAs have a legal roundtable that brings together the inhouse lawyers from their member firms to escalate emerging legal and commercial issues and look at whole of sector responses to them, other such forums might include business continuity forums, diversity, equity and inclusion forums etc.
Have a clear Terms of Reference for committees
MAs that bring members together in committees should ensure there is a Terms of Reference for those committees, to provide transparency and certainty on the role of the committee as well as the role and behaviours expected of individual representatives participating.
Terms of Reference can include the following elements:
• The committee’s purpose and objective – the MA should be clear whether the committee has an executive function in the MA, or if the committee is a mechanism for member engagement.
• The committee structure – the MA should be clear on how nominations can be made to the committee, the term of participants and the expected commitment to meetings (e.g. 70% of meetings).
• Committee roles – the MA should be clear on the role of the Chair, any Vice Chair, the Secretariat etc.
• Timeframes – the MA should be clear on the frequency of meetings and timeframes for the development and sending of agendas and minutes.
The MAs Terms of Reference should be provided to all new volunteers on a committee, as well as regularly reminded.
Consider a Code of Conduct for all member volunteers
MA members are businesses that provide services in the same industry, and therefore, any member volunteer involved in any engagement of the MA must understand the role of the MA and the behaviour expected, including the need to avoid anti-competitive behaviour. A Code of Conduct is a useful document that helps individual representatives of member businesses understand their obligations concerning their behaviour and participation at MA engagements (including with stakeholders).
Behaviours that should be encouraged in a Code of Conduct:
• Promote a culture of fair and ethical behaviour.
• Promote an industry view over a self-interested view for the benefit of the individual or company.
• Respect others and the professional culture of the MA by attending meetings prepared.
MODULE 2: OPERATIONALISING YOUR MEMBER ASSOCIATION
• Be transparent by declaring any relevant interests.
• Comply with applicable laws and standards (including relevant competition laws).
It is recommended that the Code of Conduct also require participants to not only adhere to the behaviours in the Code of Conduct but also support other participants by actively encouraging compliance with the Code of Conduct and by taking rapid action to address poor, unacceptable, or inappropriate behaviours and breaches of the Code of Conduct.
The MAs Code of Conduct should be made publicly available, provided to volunteers before participation in an engagement as well as be regularly reaffirmed.
Have good meeting procedures
Having clear agendas and minutes for volunteer committees also assists in ensuring members understand the reason for the meetings. Agendas and any relevant papers should be circulates ahead of meetings – usually a week before. Decisions should be recorded and high-level minutes of discussions should be kept.
Attracting volunteers
Your members are busy and sometimes it is hard for them to find the time to volunteer. But volunteering through your association is a great way that your members can extend themselves professionally – through working to solve complex industry issues, connecting with and working with peers, and getting exposure through their work with your association.
Volunteers participate for many reasons – for example, some are drawn to networking, others to building leadership skills or gaining industry visibility. By understanding these motivations, you can assign roles more effectively and keep volunteers engaged over time and match them to committee roles and with tasks that suit their skills and desired growth areas to advance their careers. Create space for growth, learning and recognition, making sure your volunteers are receiving professional learning experiences through their volunteering with you.
Also, promote the benefits that members can experience by volunteering with you, and make sure their employers know too so that they can support their staff to volunteer with your MA. Promoting your volunteers through blogs or other exposure opportunities can also help build respect for the role of volunteering and inspire others to participate.
Succession planning for committees
Succession planning protects continuity and avoids burnout while creating space for emerging leaders. Strong leadership is sustained through thoughtful transitions—develop clear succession plans for key roles like Chair and Vice-Chair. Plan ahead, mentor early.
Thank your volunteers
Make sure you thank your volunteers. Keeping track of hours worked and a heartfelt note of thanks goes a long way to inspiring your members to support you more. You could send them a small thank you card, acknowledge their efforts at your annual general meeting, showcase their volunteering through your newsletter, LinkedIn, annual report or other communication channel, or give them a small gift where appropriate, such as a free ticket to one of your conferences or events, a donation on their behalf to an aligned foundation (for example, Engineers Without Borders), or another appropriate small gift. opposed to individual companies trying to address these same issues as individual companies.
Effective Advocacy
This guidance note serves as a best-practice guide on effective advocacy and should help new, developing and mature FIDIC Member Associations (MAs). It is intended primarily for volunteer Board members, Chief Executives and staff who support the advocacy work of the MA.
Effective advocacy needs to be focused, strategic and aligned to your purpose or objectives. Without an advocacy focus and clear priorities, MAs can find themselves chasing every minor member issue that is raised which dilutes overall impact of an MAs advocacy. Developing an advocacy strategy will help you refine your key issues and get traction with the right stakeholders, at the right time.
Having a strong advocacy strategy will also help you achieve the right balance between reactive advocacy (for example, responding to policy proposals already in motion) and proactive advocacy (for example, using thought leadership to influence decision-makers before decisions are made by proactively bringing solutions to them).
Identify your advocacy focus and priorities
To shape your advocacy focus, you should consider the following questions:
• What are the top priority issues of importance to your members?
◦ Do these issues change if I think about size of business?
◦ Which ones of these issues are aligned to our purpose and objective? Are we best placed to advocate on these issues, or are there other bodies more relevant/ more appropriate to lead the advocacy response to any of these priority issues?
◦ Are these issues aligned to our current strategy?
• Of those priority issues, where can we have the most impact? Choose the few things you can do well and that are aligned to your purpose or objective and your strategy, rather than trying to spread your voice thin over a larger range of issues.
• Considering your priority issues, who are the stakeholders you need to influence for change? Is it your members, the public, decision-makers, other stakeholders? Are your key messages different for the different stakeholder groups? What are the best communication channels or relationships you need to leverage for reaching the stakeholders you need to influence?
• Considering your priority issues, who are the stakeholders that could help your influence for change, for example, other associations with a similar advocacy focus?
Communicate your advocacy focus and priorities to members
While an MA may not want to share its complete advocacy strategy with the membership, it is worth developing a summary document for members that explains your core advocacy focus and priorities, your key messages for these focus and priority areas, and how you are seeking to influence for change. This will help temper the risk of members bringing all manner of issues to the MA for advocacy. Explaining what you are not doing is often as important as explaining your advocacy priorities.
Communicating your key messages to your members also means that your members can get to know your key messages and become your champions reinforcing your strategy within their spheres of influence. The most powerful advocacy is where decision-makers or other relevant stakeholders are hearing the same messages – regularly and consistently – from many different people or groups.
Some of FIDIC’s MAs have pages on their websites dedicated to sharing their key advocacy messages and activities – this is a good way for your members to engage with your work.
EXAMPLES
• Consult Australia’s advocacy page on its website, summarising their member led, solutions focussed advocacy campaigns and wins.
• ACE New Zealand’s advocacy page on its website, summarising their priority advocacy areas, key messages and key activities.
• ACEC Canada’s dedicated website supporting their advocacy into the 2025 snap federal elections, outlining their campaign for elected officials to invest in growth.
• ACEC US’s advocacy page on its website and, as an example of a specific initiative, ACEC US’s Qualifications-Based Section (QBS) Resource Center for members and state organizations to use when talking with government leaders.
Develop an advocacy strategy
Once you have identified your advocacy focus, priorities, audience and key messages, you are ready to develop your strategy. Your strategy is about identifying your goal and key messages for your priority areas, setting out what action you will take and when, and identifying who you will work with to drive impact and change in those priority areas.
An effective advocacy strategy is a critical tool for a MA seeking to shape the policy environment in which its members operate. It should be built on an understanding of the political and policy landscape, reflect your broader strategic goals, and deploy the right mix of tactics to influence change.
The following considerations can support you in designing a strong advocacy strategy whether for a single issue, or across a raft of issues.
Understand the policy environment and stakeholders
An advocacy strategy should map the relevant policy landscape and identify the full range of stakeholders:
• Who are the key decision-makers (Ministers, advisors, agencies)?
• Who are potential partners or allies (industry associations, thought leaders)?
• What are the political, regulatory, and economic trends influencing policy?
This mapping helps position the association to proactively influence change, rather than simply react to it. Influencing government is much easier if you can align your key messages as solutions to their problems – understand what you want from the people you are trying to influence and find the common ground.
Articulate a clear and focused advocacy goal
A strong advocacy strategy starts with clarity of purpose:
• What policy change or outcome are we seeking?
• Is the goal achievable within the current political and budgetary context?
• Are we best placed to lead this advocacy, or should we collaborate?
This focus helps align activity with impact and avoids dissipating effort across too many fronts.
Try to be solutions-focussed. For example, for influencing your government, many politicians would say that the worst part of their day as a politician is when they must meet with people who want to complain. Politicians want solutions. So, your key messages to the government need to be solutions-focussed, and they need to focus on the outcomes the government is seeking.
MODULE 2: OPERATIONALISING YOUR MEMBER ASSOCIATION
Develop a compelling message
Once you know what your goal is, you should develop your key messages for each of your priority advocacy issues. Keep these concise and clear. Messaging must be:
• Evidence-based, but also emotionally resonant.
• Framed in terms of benefits to the broader public or government priorities (e.g. economic growth, productivity, or equity).
• Tailored to different audiences and able to counter competing arguments.
Associations should anticipate and plan for the political, economic and policy barriers that could impede adoption of their recommendations.
Emotionally resonant messaging can be particularly powerful for influencing the public. Evidence-based advocacy, on the other hand, can be the most effective for influencing decision-makers.. If you don’t have evidence, think about how you can get it:
• Will surveying your members help you get data to support your position?
• Should you partner with someone to get data, for example, an economist or a research institution to get either the quantitative or qualitative data you need?
• What stories can your members share?
Another thing to keep in mind when you are developing your key messages is that you want to have a voice that stands out from the crowd. You need a unique perspective. For example, many associations advocating or other commentators will take a negative approach to their messaging. If you do the same, you’ll get lost in the noise. Think about how you can tell a different story, using messaging that aligns with the professional acumen of your members. Can you use your key messages to make a clear statement about the issue your advocating on while also using it as an opportunity to shine a light on the valuable work our members do and the opportunities for government and the private sector to work together to tackle big challenges together ?
Select the right tactics
Effective advocacy often requires a combination of approaches:
• Proactive policy development: thought leadership that establishes the association’s expertise and generates new ideas. Use evidence to back up your position.
• Responsive submissions: participating in public consultations to maintain credibility and open dialogue.
• Direct engagement: meetings with government and opposition politicians, departmental officials, and regulators.
• Public campaigning: where appropriate, using media to build public pressure or reinforce the message. The strategy should match tactics to goals, recognising that not every issue needs all tools deployed.
Think about where you can have more impact by partnering with other associations. If we communicate as one with other associations in the construction and infrastructure sector, and provide consistent and clear messaging to government, we’ll be more memorable and impactful.
Also think about how the people you are trying to influence like to engage, linking back to the policy and political environment you are working in. For example, some decision-makers will prefer to engage directly with your members rather than through the association – so think about arranging opportunities for your members to meet with those decsiion-makers directly, for example, through events like boardroom lunches.
Build and maintain relationships
Influence is built over time. Associations should ensure their advocacy strategy includes tactics to:
• Develop long-term relationships with key government stakeholders.
• Engage consistently, not just when seeking change.
• Provide credible, evidence-based advice that reinforces the association’s role as a trusted partner.
MODULE 2: OPERATIONALISING YOUR MEMBER ASSOCIATION
Don’t just engage with the government of the day – also keep strong relationships with opposition parties – they might be in government soon and you want them to think of you when they have questions about what to do!
Transparency about the association’s objectives and regular touchpoints (e.g. quarterly updates or policy forums) can deepen trust and improve effectiveness.
Evaluate impact and adapt
Like all strategic work, advocacy should include mechanisms for evaluation:
• Have we achieved influence or impact?
• Do our methods need adjusting?
• Are we continuing to represent a collective member view?
Feedback from stakeholders and members, media coverage, and policy outcomes should all inform ongoing improvements to the advocacy approach.
Build an advocacy team based on communications skills, not technical skills
Advocacy requires a very different skillset from technical engineering skills; therefore, MAs should prioritise communication and engagement skills for advocacy positions.
Advocacy team members typically have the following attributes/skills:
• Be able to build, develop and maintain professional and influential relationships with diverse stakeholders, including elected leaders and government officials.
• Be a clear and accurate communicator, both verbally and in writing, and able to adapt their approach to different audiences. For example, be able to write engaging submissions to public consultations and then to summarise those submissions to members.
• Be able to manage competing priorities and have excellent time management and organisational skills.
• Have analytical and problem-solving skills.
Focus on relationships with stakeholders
Advocacy is all about influence; therefore, MAs should focus on relationships with stakeholders for effective advocacy. It is very hard to influence a stakeholder if the stakeholder is unaware of the MA, or the MAs reputation.
When thinking about building and maintaining relationships with stakeholders, you should remember:
• Building a new relationship can take time as the MA builds trust with a stakeholder.
• Not all stakeholders will act/react the same – some stakeholders will be harder to build relationships with, depending on their awareness of and current approach to industry bodies.
• Developing a mutually beneficial relationship is usually a more successful relationship that lasts. For example, the MA should work to provide valuable information to the stakeholder, as well as seek outcomes and information from the stakeholder. Effective advocacy is rarely achieved by an MA being known only as approaching a stakeholder ‘when they want something’.
• It is often helpful for MAs to stress to stakeholders that they are providing/representing industry views, not individual member business views.
• Building consistency on the timing of stakeholder engagement can assist in building relationships. For example, quarterly forums with stakeholders can provide consistency.
• Transparency can build trust. For example, MAs should be transparent with stakeholders about the purpose of engagement and the issues to be tackled. This transparency could be provided through an agreed-upon agenda for engagements.
Encourage member involvement in advocacy
For a MA’s advocacy to be effective, the advocacy should be of value to members. Therefore, encouraging member involvement in advocacy should be encouraged at various stages:
• when setting the advocacy focus, priorities and strategy
• when engaging with stakeholders – use your members as your champions reinforcing your key messages across their spheres of influence
• to inform/develop advocacy positions on specific issues.
See the ‘Leveraging and Managing Volunteers & Committees’ guidance in this module.
When encouraging member involvement in advocacy having a range of contacts within a member business (particularly larger businesses) is helpful, as different people will have different views on the advocacy needed from the MA. For example, important relationships within a member business could include:
• with the CEO/Managing Director – for strategic advocacy discussions
• with sector leads (e.g. transport, buildings, energy, water etc) – to provide insights from a discipline perspective
• business operational leads (e.g. legal, security, human resources) – to provide insights from different departments within the business.
Have processes to verify that member feedback is a collective industry view
To ensure effective advocacy, MAs should ensure they are presenting the collective industry view on issues – rather than individual member feedback. You should have a process to verify that individual member feedback represents the collective industry view. This can be managed in several ways, including conducting member surveys and having member committees – see the ‘Leveraging and Managing Volunteers & Committees’ guidance for more information.
Be patient and persistent
Effective advocacy certainly requires patience and persistence. A lot of the wins are small and not directly or immediately visible to your memebrs. Celebrate the wins and make sure you are letting your members know what you are doing and the results you are achieving.
MODULE 3
Enhancing your member association
MODULE 3: ENHANCING YOUR MEMBER ASSOCIATION
Introduction
Once you’ve got your association up and running and have all the basic operational and service areas organised, you’ll want to start thinking about how you can best future proof your association for a sustainable and impactful future.
This module covers a range of topic areas helping you to build a high performing team, strong member and stakeholder community, and build your business resilience through revenue diversification and technology.
The module covers:
Growing a strong team – employee engagement
Succession planning
Member recruitment and retention
Developing a sponsorship / partnership strategy
Revenue diversification (including developing a training offering)
Leveraging AI
Dealing with complaints about members
If you have any questions about this module and how to implement it in your region, please get in touch with FIDIC at: memberservices@fidic.org
Developing an effective sponsorship programme
Most of FIDIC’s MAs are small with limited resources. Sponsorship programmes can support financial sustainability, deepen strategic partnerships, and align with organisational goals. A sponsorship programme should be adaptable and scalable across different contexts and as organisational strategic goals and values change.
This guidance note serves as a guide for building an effective sponsorship programme for your MA. It should help new, developing and mature FIDIC Member Associations (MAs). Whether starting from scratch or evolving an existing programme, the principles and practices outlined here offer a foundation for sustainable, impactful sponsorship.
Core Elements to the Sponsorship Process
Strategic Objectives
When developing a Sponsorship Programme, you should begin by identifying clear goals that extend beyond financial gain. These objectives ensure that sponsorships contribute meaningfully to the organisation’s mission and strategic direction and that you are making good choices about who you are partnering with. The goals might include:
• Diversifying income streams to reduce reliance on core funding and enhance financial resilience.
• Building credibility through partnerships with aligned and trusted organisations that reflect your MA’s values and priorities.
• Supporting professional development and sector-wide initiatives by engaging sponsors who can contribute knowledge, tools, or services that benefit your members and stakeholders.
• Strengthening your MA’s role as a sector advocate and thought leader, ensuring it is recognised as a key voice in industry discussions and policy development.
MODULE 3: ENHANCING YOUR MEMBER ASSOCIATION
Process Enhancements
Once you know what your goals are for your sponsorship programme, you should put in place a structured process for how you will attract and retain sponsors.
Having a structured process for your sponsorship programme should ensure you’re building long term stability into your sponsorship programme and not relying on ad hoc and relationship-dependent sponsorship practices. Your process should improve clarity, accountability, and efficiency across the sponsorship lifecycle. Key processes to include are:
• A documented sponsorship process that outlines each stage from initial engagement to renewal and retention.
• The formation of a cross-functional internal group responsible for overseeing sponsorships, ensuring continuity and reducing reliance on individual staff members. This might include, for example, clarifying responsibilities for identifying potential sponsors, initial sponsor contact, sponsorship negotiation, contractual management, delivery and ongoing relationship management.
• Development of a customisable sponsorship proposal template and a streamlined event prospectus, enabling consistent and professional communication with potential sponsors.
Tailoring Deliverables to Sponsors
A central feature of a successful sponsorship programme is the ability to tailor sponsorship offerings to the specific needs and goals of each sponsor. This ensures that partnerships are mutually beneficial and aligned with both parties’ strategic interests. This is a fairly time intensive process at the outset of the programme development but is intended to result in greater and more valuable relationship investments. The process should include:
• Conducting a “deep dive” into each sponsor’s business, understanding their objectives, target audiences, and brand positioning.
• Using this insight to align sponsor offerings with the organisation’s goals, ensuring that the partnership delivers value to both sides.
MODULE 3: ENHANCING YOUR MEMBER ASSOCIATION
• Drawing from a flexible benefits catalogue to build bespoke sponsorship packages—whether the sponsor is seeking brand visibility, thought leadership opportunities, or engagement with a specific audience.
• Presenting proposals using a templated framework that clearly communicates the value proposition and how the partnership will be structured.
• Building relationships across the sponsor organisation (for example, include the marketing lead of the sponsor organisation in all relevant conversations to ensure they buy-in to the value of the partnership along with the Chief Executive).
Tools and Practices
To support the delivery of the sponsorship programme, implement a suite of tools and practices to streamline operations, improve communication, and ensure consistency. These might include:
• A stocktake of sponsor benefits, helping the team match offerings to sponsor expectations.
• Customisable templates for sponsorship proposals and reporting, ensuring professional and consistent documentation.
• Regular mentoring and review sessions with external experts to refine the strategy and build internal capability.
These tools help embed your sponsorship programme into day-to-day operations and ensure that your team is equipped to manage sponsorships effectively.
MODULE 3: ENHANCING YOUR MEMBER ASSOCIATION
Ongoing Development
Sponsorship is an evolving area. As you continue to build out your sponsorship programme consider:
• How you will track that you are meeting your obligations under any sponsorship agreement.
• Designing reporting templates that clearly demonstrate return on investment to sponsors.
• Identifying aligned service providers who could become future sponsors or preferred partners –and continuing to cultivate relationships with them.
• Developing retention plans to maintain and grow existing sponsorship relationships.
• Resetting financial targets to reflect the new programme’s structure and potential.
• Recognising that building a successful programme takes time – this is an investment, and it is recommended that MAs ensure dedicated staff time and resources to doing this wel.
Benefits of the Approach
Taking this approach to your sponsorship programme can deliver.
• Financial Resilience: A broader sponsor base reduces dependency on a few contributors and enhances income stability.
• Operational Efficiency: Clear processes and shared ownership reduce inefficiencies and improve delivery.
• Stronger Partnerships: Tailored engagement leads to more meaningful and enduring relationships.
• Enhanced Credibility: Strategic alignment with sponsors reinforces the organisation’s leadership role and influence.
CASE STUDY: ACE NEW ZEALAND’S SPONSORSHIP PROGRAMME
ACE New Zealand’s sponsorship programme was a reactive and relationship-dependent practice that was not serving ACE or its membership well. Sponsorship was often sought from members who were already paying high membership fees (meaning members are paying twice for ACE’s benefits), sponsor value was not being well tracked, and relationships were narrowly managed meaning sponsorships were hard to maintain when those relationships were lost.
The development of the ACE New Zealand sponsorship programme, aligned to the steps set out above, represented a shift from reactive, relationship-dependent practices to a proactive, strategic, and structured approach. By clearly defining objectives (the MAs and the potential sponsors), embedding consistent processes, and equipping teams with practical tools, the programme is designed to deliver long-term value for both the organisation and its sponsors and ensure the longevity of the programme across personnel changes.
A key strength of this model is its adaptability—it allows for tailored engagement that meets the unique needs of each sponsor while staying aligned with the organisation’s broader goals. The emphasis on mutual value, transparency, and continuous improvement ensures that sponsorships are not just transactions, but meaningful partnerships that contribute to sector growth, professional development, and organisational resilience. Utilising this model, ACE New Zealand has attracted new sponsors for larger sponsorship amounts that previously secured.
Disclaimer
This document was produced by FIDIC and is provided for informative purposes only. The contents of this document are general in nature and therefore should not be applied to the specific circumstances of individuals. Whilst we undertake every effort to ensure that the information within this document is complete and up to date, it should not be relied upon as the basis for investment, commercial, professional, or legal decisions.
FIDIC accepts no liability in respect to any direct, implied, statutory and/or consequential loss arising from the use of this document or its contents. No part of this report may be copied either in whole or in part without the express permission of FIDIC in writing.
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