Modernising the AASW: Strengthening Our Future
When I joined the AASW as Chief Executive Officer in 2017, it was clear the Association needed to modernise. At that time, the organisation relied almost entirely on member fees to fund its operations, with few alternative income sources. Our systems and structures were dated, and our ability to meet members’ professional needs was limited.
The member database, for example, was 14 years old and had not received the necessary updates to remain fit for purpose. This meant that data used to inform decisions was, at best, an estimate. More critically, we were not delivering where it mattered most — providing high-quality professional development, supporting career growth, ensuring parity, and strengthening professional identity.
Back then, just one staff member was responsible for assisting with CPD enquiries. The CPD program itself relied heavily on volunteers, leading to inconsistencies in both frequency and quality. Members rightly told us the model was not meeting their needs. It was clear the Association required a fundamental operational overhaul.
We were fortunate to work with outstanding advisers, including the Associations Forum and Belinda Moore from Strategic Membership Solutions. Belinda provided invaluable guidance to successive Boards and to me personally, particularly at the August 2019 Board meeting, where she recommended significant structural reforms, including the closure of the old branch offices. The Board endorsed this advice — a decision that proved to be one of the most important in the Association’s modern history.
At that time, the AASW was funding office leases across the country that offered little tangible benefit to members. In one year alone, the leases cost around $400,000, with an additional $43,000 spent hiring training venues because some offices lacked suitable facilities. While closing the branch offices was understandably difficult for many on the local management committees, it was ultimately the right decision for the organisation and the profession.
This shift enabled the Board to fulfil its duty under the Corporations Act — to act in the best interests of the Association as a whole. Funds once tied up in property costs were redirected to building a first-class Education and Professional Development Team. Belinda later introduced me to Steven Bowman, whose sound advice informed the development of a revised branch governance model implemented earlier this year.
Today, the CPD team comprises 14 highly qualified professionals who have transformed the AASW’s learning and development offerings. In the last financial year alone, they delivered training attracting more than 16,000 registrations for Category 2 (skills and knowledge) programs, nearly 13,000 on-demand learning registrations, and over 900 workshop registrations. They also played a key role in delivering the most successful and best-attended Australian Social Work Conference in our history.
The team’s achievements have been recognised with multiple awards from the Institute for Learning and Performance and LearnX, including Gold for Best E-Learning Design. More importantly, their reputation for excellence has attracted strong partnerships across the sector. Over the past two years, the team has signed 24 partner contracts to deliver tailored training programs, with a further 10 currently in development.
While the move away from the traditional branch structure was challenging, it has positioned the AASW for a stronger, more sustainable future. By modernising our systems, focusing on quality and consistency, and reinvesting in professional learning, we have created an Association that better serves our members and enhances the standing of the social work profession across Australia.
Yours sincerely
Cindy Smith
CEO