Professional Development as a Governance and Operational Risk

Member loyalty across the association sector in Australia remains strong as overall average renewal rates stay high. From a board perspective, this can appear reassuring. It should not, however, be taken as long-term security.

Recent findings from Momentive Software’s Bridging the Gap study point to a persistent governance risk: a misalignment between member expectations and organisational priorities.

Nearly half of members rate career advancement and job opportunities as very important; fewer than one in four association professionals recognise this as a priority. This is not a perception issue; it is a failure to translate member insight into strategy.

The operational gaps are equally stark. There is a 35-point gap between members who want short, flexible video content and associations that provide it; a 41-point gap for recommended learning pathways. These gaps reflect outdated delivery models rather than marginal preferences.

Traditional formats still perform. Multi-day conferences and live webinars remain valued and align neatly with established revenue streams. That alignment, however, creates risk. When education strategy is driven primarily by event economics, associations concentrate revenue exposure and delay necessary evolution.

From a governance lens, professional development is a sustainability issue. The report shows that the importance members place on career progression has been underestimated year after year, despite consistent feedback. Persistent misalignment of this nature raises questions about strategic oversight, not execution.

This risk will intensify as younger professionals enter the membership base with different expectations of learning; on-demand access, modular content, and clear links to career outcomes. If associations are not seen as the primary enabler of professional growth, membership becomes discretionary.

Boards should be asking sharper questions. How does professional development support purpose and long-term strategy? How diversified is education revenue beyond flagship events? How quickly does learning adapt to emerging practice?

The direction is clear. Modular and on-demand learning, stackable credentials, curated pathways, and faster development cycles.

Nearly 70 per cent of professionals plan to expand these formats in the coming year. The challenge for boards is ensuring this shift is strategic.

Associations have earned member loyalty. Retaining it now requires boards to treat professional development as a core strategic asset; embedded in governance, risk, and operating models; not as a legacy function optimised for the past.