Pilot Program 2026-2027

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NE/SAE's new Organizational Membership aimed at expanding access to NE/SAE's programs, resources, and professional community is now live!  Organizational Membership is a membership purchasing option and does not constitute a separate membership classification. Each individual designated under an Organizational Membership must independently qualify as a Regular Member.

1. What happens if our staff currently have different renewal dates?

Answer: When your organization enrolls in the Organizational Membership, any existing individual memberships will be consolidated under a single organizational membership with one renewal date. We'll work with you to transition your memberships as smoothly as possible, so your organization has one renewal to manage going forward.

2. We recently renewed one or more individual memberships. Will we lose the remaining time we already paid for?

Answer: Organizations may transition to the Organizational Membership at any time. Because the Organizational Membership provides significant added value through up to six complimentary memberships and a simplified single renewal date, existing individual memberships are generally not prorated or refunded when transitioning.

If your organization has unique circumstances, please contact the NE/SAE office to discuss your situation and determine the most appropriate transition approach.

3. Who can receive the complimentary memberships?

Answer: Your organization designates which staff members receive memberships. Memberships can be assigned to any eligible employees who would benefit from participating in NE/SAE programs, education, and networking opportunities.

Once assigned, memberships are intended for those designated individuals for the duration of the membership term and are not designed to be rotated among staff throughout the year. At renewal, your organization may update its roster and designate different employees, if desired. If a designated employee leaves the organization during the membership year, a substitution may be made for the remainder of the membership term, in which case, simply contact the NE/SAE office, and we'll help transfer the membership to another eligible employee.

4. How does the Organizational Membership differ from simply purchasing individual memberships?

Answer: The Organizational Membership is designed to make it easier and more cost-effective for organizations to engage multiple employees. Under this structure, your organization will have:

• Four purchased memberships
• Up to six additional complimentary memberships (for a total of up to ten staff members)
• One single renewal date
• One designated Primary Account Owner who serves as the organization's main membership contact. This individual will be the person responsible for assigning staff membership seats and for receiving NE/SAE renewal notices

5. Can we add or change memberships after we enroll?

Answer: If your organization doesn't initially fill all 10 available memberships, you may designate additional employees to any unused complimentary membership seats at any point during your membership term.

As previously stated, each membership is intended to be assigned to a specific individual for the duration of the membership term and is not designed to be shared or rotated among employees; however, organizations may update their roster at renewal or substitute a member during the membership year if a designated employee leaves the organization.

If your organization grows beyond the 10 memberships included with the Organizational Membership, additional memberships may be purchased at NE/SAE's current Additional Member Rate.

6. How do we switch from individual memberships to the Organizational Membership?

Answer: The first step is to contact the NE/SAE office at office@nesae.org or 860-761-8676 to let us know you’re interested in transitioning. We'll work with you to consolidate your existing individual memberships into a single Organizational Membership, establish a unified renewal date, identify your Primary Account Owner, and designate the employees who will hold the memberships. We'll guide you through each step to make the transition as smooth as possible.

If you’re brand new to NE/SAE or previously held an individual membership that has since expired, getting started is similar.  Contact us today!

Clarence Richardson, JD, CAE, IOM

Executive Director, MassNAELA

Learn more about this credential.

During the 2026 Annual Meeting, NE/SAE proudly recognized three outstanding individuals and organizations whose leadership, innovation, and service exemplify the strength of the association community across New England.

Outstanding Organizational Award

The Business Education Partnership Foundation of the Retail Association of Maine received the Outstanding Organizational Award for its leadership in workforce development through the Retail Career Pathways Industry Partnership. By bringing together employers, educators, and workforce partners, the initiative has connected more than 30 employers and supported over 250 individuals through training, credentialing, recruitment, and career exploration opportunities. The program is helping strengthen Maine's retail workforce while expanding access to meaningful career pathways across the state.

Rising Star Award

Bailey Underhill, Director of Marketing for the Maine Tourism Association, was honored with the Rising Star Award for her exceptional professional growth, innovative leadership, and commitment to member engagement. This past year, Bailey led a transformative $1 million upgrade to Maine's statewide Visitor Information Centers while continuing to champion initiatives that enhance member value and strengthen the tourism industry. Her dedication to professional development and service has established her as an emerging leader within the association community.

Super Star Award

Renee Russo, CAE, CFA Society Boston, received the Super Star Award in recognition of her long-standing dedicated volunteer service to NE/SAE. Throughout her tenure, Renee has served on the Board of Directors, led key committees, presented educational sessions, and played an instrumental role in launching the Executive Exchange Roundtable Series and the mentorship component of the Association Management 360 Certificate Program. A former Rising Star Award recipient herself, Renee continues to exemplify leadership, service, and an unwavering commitment to advancing the association profession.

Congratulations to all of our award recipients for their outstanding contributions and impact on the organizations, members, and communities they serve.

Insights from the 2026 NE/SAE Annual Meeting Opening Keynote Speaker By: Sarah Sladek | May 2026 Delivering Next Gen Intelligence & Strategies for Growth XYZ University & Membership U Membership Excellence Certification + Next Gen Now Summit

In your association who is most likely to feel like they don’t belong?

Here and now, amidst geo-political, technological, and economic change, it can feel as though our world has flipped upside down. We may be tired of saying it or thinking about it, but the fact remains – we are living in an era of transition. Large-scale change is happening, and has been happening at an accelerating pace, for the past two decades.

I recently asked a group of association leaders whether these external forces outside of the association’s control were causing membership decline or internal forces.

The vast majority said external forces were causing decline -- the demographic, economic, and technological change.

But this isn’t the case. It’s internal forces. The way an association responds to change, and whether it continues to prioritize community-building in a time of change, is the key difference between membership growth and membership decline. In times like this, people seek out community, resources, and representation. They seek out professional and trade membership organizations.

Since the 1600s, membership organizations have been a vital component of America's society and economy. Founded as communities with shared values and interests, associations have survived times of war, tragedy, and economic ruin.
In recent years organizations have become more challenged to engage members and grow membership, but they can sustain with an unwavering focus on four key strategies.

Use their power.

One-third of all Americans are part of the association community -- more than 115 million members, volunteers, and employees. In every business sector and industry, associations have the potential to mobilize millions. No other organization sits squarely in the center of industry, government, and education.

Associations need to lean into that power and avoid getting stuck in the mundane of ‘we’ve always done it this way’, or the minutiae of hosting events and answer emails.

Associations were founded for a greater purpose. Associations were founded to be the lighthouse in the fog, shining a bright light on injustices and safely guiding industries through troubled waters.

Because of their bandwidth and unique capabilities, associations are the most powerful organizations in our society today. When associations leverage their power, large-scale change is possible, and we all benefit.

Lead with diversity.

Cognitive diversity is the practice of bringing people of different skillsets, backgrounds, and ages together. The opposite of this is an echo chamber which occurs when leaders are mirror images of one another.

When echo chambers are present, innovation comes to a standstill, and the lack of relevance is felt organization wide. It seeps into every corner, negatively shifting culture and killing creativity and community-building efforts.

Traditions of the past largely required leaders to have notable careers and a string of accolades. But new skillsets are emerging and society is rapidly changing, and an association’s leadership should be an accurate reflection of its entire evolving membership community – not just one small segment.

Multiple studies have proven cognitive diversity has concrete benefits, including engagement and profitability. Lead with diversity and associations will remain competitive and sustainable even in the face of great challenge.

Put members first.

It starts out with the best intentions. Association leadership teams push recruitment or pursue other interests to ‘widen the net’, believing these efforts will grow revenues, market share, and membership. But when service to members is backburnered, the association often ends up losing what it was hoping to gain – more members.

Business strategies often creep into membership organizations, and they aren’t a fit whatsoever. These strategies rely on a transaction-based approach to financial growth, urging organizations to scale by continually seeking ways to bring in more customers.

But membership is a relationship. It’s not a product or a transaction. Members choose to be in a long-term relationship with the association, supporting its mission, and engaging in its community. Membership is like a tattoo on the heart.

To stay relevant, associations need to be responsive to, and in close relationship with, their members. Members first. Always. No matter what.

Stay future-focused.

Throughout history, the elders of society were the ones who made the decisions and dictated the policies and practices. Everyone gathered around the elders to listen and learn.

Here and now, we need to flip this tradition upside down to prioritize listening to and learning from the youth. In recent years, organizations of all types became less capable of managing change, and less aware of the changing needs of the workforce. Associations can’t risk making this same mistake and need to ask themselves:
• What if all our decisionmakers were under the age of 25? What would they do differently?
• If at least one-third of our board was comprised of entry-level professionals, how would that benefit the association?
• Are we paying attention to trends and positioning the organization now for 2035?

If any of these questions seem like an outlandish notion to consider, that’s a sure sign an association isn’t in the mindset it needs to be to stay ahead of the curve.

Strategic, visionary, and future focused. Associations utilizing any other approach risk getting left behind.

In times of challenge, people seek solutions and communities. They feel inspired to rally and fight for what they believe in, and they will inevitably turn to associations to further the cause.

Make it your mission to exceed member expectations and create a culture of belonging. For everyone. When it comes to membership, nothing else really matters.

This is the power of associations. This is the power of the people. Together, we rise.

Virtual Roundtable Series

Association executives are facing rapid change across governance, revenue, technology, and member expectations. To help members address these challenges, NE/SAE has created the 2026 Executive Exchange Roundtable Series.

NE/SAE is seeking interested industry partners to support this program.

This sponsorship is designed as a relationship-focused investment for organizations that want to be seen as trusted partners supporting executive learning and community, and provides continued presence throughout the year.

Sponsor the full series or an individual session.  Learn more here.

Association executives are encouraged to visit the event page for specific session details and to register. Industry Partners - we're seeking sponsors for this programming series!  Click to learn more.

2026-2027 Board of Directors Nominations - Open Through March 20th

NE/SAE is currently seeking candidates for our Board of Directors for the 2026-2027 fiscal year. If you are experienced in governance, strategic thinking, and innovation, and are committed to working effectively within a collective decision-making group to help advance organizational strategic goals, then the NE/SAE Board of Directors is looking for you!  Learn more here.

Tying into NE/SAE's strategic priority of Career Development, we believe this resource will provide association professions with valuable tools for success. Check it out here!

NE/SAE to Launch Specialty Nexus Collaboratives

Seeking Volunteer Leaders

The NE/SAE Member Value Committee has been actively developing a framework to enhance your membership experience and is excited about launching the Specialty Nexus Collaboratives (SNC). These collaboratives provide the opportunity for our members to connect with peers facing similar challenges, exchange best practices, and stay informed on the latest industry trends. Through informal, member-led roundtable discussions, association professionals can deepen their expertise in key areas vital to their roles.

The Event Strategist Nexus and the Membership Solutions Nexus are designed to address unique challenges in these areas. Participants will have the opportunity to collaborate, share resources, and develop strategies to maximize membership or event planning efforts. By engaging in our Specialty Nexus Collaboratives, association professionals can sharpen their skills, foster meaningful collaboration, and stay ahead of industry trends within their specific area of interest. 

Sign up for a Specialty Nexus Collaborative

Oliver has been an integral part of ne/sae for several years, serving in various leadership roles and contributing significantly to the growth and success of the organization. As Chairman, he will be responsible for guiding the strategic direction of ne/sae, fostering collaboration among members, delivering high quality professional education and enhancing the value of membership for association professionals across the six New England states.

“It is an honor to have been elected by my peers as Chairman of the Board of Directors for the New England Society of Association Executives,” said Nicholas Oliver. “I am committed to building on the strong foundation laid by my predecessors and working closely with our members to address the evolving needs of association professionals, such as the integration of artificial intelligence, overcoming the latency to join and maintain association membership, and countering the hesitance from government officials to actively and regularly engage and learn from associations. Together, we will strive to enhance professional development opportunities, promote best practices and strengthen the voice of associations throughout New England.”

ne/sae is dedicated to providing professional education, networking and advocacy for association professionals. Under Oliver’s leadership, ne/sae will continue to deliver innovative programs and services that support the professional growth and success of its members.

Oliver earned his Bachelor of Arts in Political Economy from the University of Hartford (Bloomfield, CT) and his Master of Public Affairs from the University of Massachusetts (Boston, MA). He also earned his Certified Association Executive (CAE) designation 16 years ago. He is currently the Executive Vice President for New England Association Services and the Executive Director of the Rhode Island Partnership for Home Care. He is an active member of Shriners International and a volunteer for the Shriners Children’s hospital network.

About the New England Society of Association Executives:

The New England Society of Association Executives (ne/sae) is a professional organization dedicated to advancing the profession of association management. ne/sae provides education, networking and advocacy for association professionals and their organizations throughout New England. Through its programs and services, ne/sae supports the professional growth and success of its members and promotes excellence within the association management industry.

For more information about ne/sae, please view www.nesae.org.

“We're proud to invest in the future of education and tennis, fostering growth, empowerment, and community throughout New England. With many of our grants, we're creating pathways for success that go beyond the tennis courts,” said Mary McKernan, President of the New England Tennis & Education Foundation.

Five National Junior Tennis and Learning (NJTL) Chapters were awarded in-kind athletic apparel by the Good Sports Foundation totaling $27,342. Good Sports drives equitable access in youth sports and physical activity by supporting children in high-need communities to achieve their greatest potential, on the field and in life. The five NJTL chapters are First Serve of Bridgeport (CT), Bennington Aces (VT), Grassroots Tennis & Education (CT), Serving Stars (MA) and Central Lincoln County YMCA (ME). In total, these chapters serve an estimated 1,225 youth in tennis programming.

The foundation supported the Progreso Latino Summer Youth Program with a $1,500 grant. Progreso Latino’s mission is to help Rhode Island’s Latino and immigrant communities achieve greater self-sufficiency and socio-economic progress by providing transformational programs that support personal growth and social change. Its summer program, which includes tennis, supported 45 youth in 2023.

The Newton Schools Foundation received $30,000 to use over three years to support the Calculus Project in memory of Dr. Isador Singer, a world-renowned mathematician and avid tennis player who resided in Newton, MA. The Calculus Project is a math equity initiative that uses research-supported strategies to increase the diversity in honors and advanced-level math classes to reflect the rich diversity that exists in Newton's High Schools. This project services 200 students a year.

A local Community Tennis Organization in Newton, called Friends of Newton Tennis, is a non-profit that exists to maintain the 67 public tennis courts within the city limits, to organize tennis opportunities and to promote tennis as a lifelong sport to residents. The 501(c)(3) received $15,000 to use over three years to support their robust mission and make tennis accessible to the more than 87,000 residents in the city. There are currently around 3,000 tennis players in Newton, MA according to Friends of Newton Tennis organizers.

The New England Tennis & Education Foundation’s mission is “Creating life-changing opportunities through access to tennis, education and wellness for the community.’ Every dollar goes to directly impact the foundation’s mission.

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“It’s an honor to have been selected as Board Chair of the New England Society of Association Executives. NE/SAE is a dynamic organization with an outstanding community of members,” said Brian Doherty, President and CEO of Mass-ALA. “We are focused on fostering professional development and networking for association staff through our education, events, and committee outreach. As each association represents a particular profession, industry, or mission, we often learn the most innovative practices from associations in different sectors. NE/SAE is the community that best facilitates those connections.”

Doherty joined Mass-ALA in 2018 and has helped lead the organization through the COVID-19 pandemic. Previously, Brian served as Executive Director of the Massachusetts Psychological Association and CEO of the Northeast Association of Realtors.

In the letter, Reps. Smith and Schweikert cited potential for foreign influence through 501(c)(3) and 501(c)(4) groups in American elections and sought input while hinting that legislative action may be necessary which could unintentionally impact a wide range of (c)(3) and (c)(4) organizations. 

Noting the potential for a significant impact across the non-profit community, association attorney Jeff Tenenbaum, Managing Partner of the Tenenbaum Law Group, said, “Any time that Congress revisits existing requirements, limitations, and prohibitions for any category of tax-exempt organization, there is the risk of a spillover effect and unintended consequences for all tax-exempt entities. We have seen that happen numerous times in the past. Even though the initial inquiry may be focused on 501(c)(4)/(c)(3) affiliations in the political campaign space, any new rules put into place to regulate that space have a high likelihood of adversely affecting the very important 501(c)(6)/(c)(3) affiliations that exist throughout the association community.”

More information is available from the Power of Associations.

There will be more opportunities to get involved throughout the year. Keep an eye out for some short-term projects!

We all use our upbringing, experiences, and values to filter daily interactions and to make sense of our surroundings and environment. This is normal human behavior. At times, the filter is at work consciously, but the filter is also operating unconsciously. This is what we call unconscious bias.

Unconscious biases are learned stereotypes that are automatic, unintentional, deeply engrained, universal, and able to influence behavior.

While these can be perfectly normal and harmless (for example, picking Coke over Pepsi), if unchecked it can cause real problems, particularly in business.

For example;

• Do you tend to favor those whose names are more familiar to you?
• Do you prefer to hire people from your alma mater or Ivy League schools only?
• Would you screen George’s resume above Jorge’s resume if they had the same qualifications?

In the workplace, unconscious bias can affect hiring, promotions, evaluations, dismissals, customer service, sales, revenue, profits – and in the healthcare sector – even patient care and safety.

For example, Marianne Bertrand and Sendhil Mullainathan found that traditionally White sounding names received 50% more callbacks for interviews than African-American sounding names.

If issues like this are not addressed, individual unconscious bias can unknowingly create organizational bias and a lack of employee and thought diversity.

In turn, this can quickly result in a company culture of unconscious bias and accidental discrimination.

What can be done?

When it comes to building awareness about unconscious bias in your organization, Insource can help. We take diversity seriously and offer training to help combat bias and identify processes and strategies to help.

Our training approach is interactive.  We strive to help others identify and mitigate unhealthy unconscious bias in their organization, improve team relationships and perhaps morale, as well as begin toaddress issues with diversity in the workforce including policies, procedures, recruiting and hiring. 

Don't miss this Annual Meeting session presented by Saleha Walsh, Vice President, DaQuall Graham, Chief People Officer, and Shavon Andrews, Team Lead and Senior HR Consultant.  Have questions on this or other training topics? Insource is here to help.  Contact insource@insourceservices.com or 781-235-1490.  

NE/SAE Think Tanks are virtual opportunities for members to discuss timely topics, assess emerging trends, and share challenges and success stories with one another.  After each Think Tank, NE/SAE creates a resource based on the key takeaways from the group's discussion.  

The November Think Tank provided attendees with the opportunity to discuss how their associations engage young or new to the industry staff and members.  This resource recaps the discussion.  

Think Tanks are held on the fourth Tuesday of each month for one hour.  The full schedule of upcoming Think Tanks can be found HERE.  Registration is free and open to NE/SAE members.  Pre-registration is required.  

NE/SAE Think Tanks are virtual opportunities for members to discuss timely topics, assess emerging trends, and share challenges and success stories with one another.  After each Think Tank, NE/SAE creates a resource based on the key takeaways from the group's discussion.  

As a lead into the 2021 Digital Solutions Conference, the October Think Tank provided attendees with the opportunity to discuss how they balance technology strategy and systems within their association.  This resource recaps the discussion.  

Think Tanks are held on the fourth Tuesday of each month for one hour.  The full schedule of upcoming Think Tanks can be found HERE.  Registration is free and open to NE/SAE members.  Pre-registration is required.  

How often should you email members? What content management system should your website use? Should your website have a members only section? 

These are a few questions that come up when executives talk about their digital presence.  

There are answers to all of these.  However, these are not great questions. 

The thing is:

• If your newsletter is boring, then who cares how often you send it? 
• If your site focuses on board members, history, and mission- what value does that provide members? 
• If no one would pay for the resources behind your member wall, then what difference does it make that you have to join to access them? 

The difference between a highly valuable website and one that is simply proof the association exists has little to do with technology or tactics.  It's valuable because of what it is providing, not how it is providing it.  

Pretend that you have a terrible AMS/CMS implementation that makes it awkward for members to login to a members only forum.  Once they're in that forum though, what is being shared is relevant, interesting, and helpful.  

When you ask them about the forum's worth, will they focus on the bumps to access it? Or will they say it's amazing because of the valuable content there? 

I'm not advocating you discount technology, design, or user experience.  They are all important.  But their utility is directly tied to what they're delivering.  

Your website can support member engagement.  It can improve retention and drive membership growth.  It can be an asset that helps you circumvent your resource constraints.  But its success in doing so is entirely dependent on having content that addresses real needs.  

If what you're saying doesn't matter, then it doesn't matter how you say it.  

Register for NE/SAE's 2021 Digital Solutions Conference to hear additional perspective from John Hooley, President, Resurgent.  Resurgent is a digital consultancy that helps associations and societies grow membership.  Hooley is a ZEND Engineer, a certified Customer Acquisition Specialist, a graduate of Goldman Sachs 10,000 Small Businesses and a USMC veteran.  

NE/SAE Think Tanks are virtual opportunities for members to discuss timely topics, assess emerging trends, and share challenges and success stories with one another.  After each Think Tank, NE/SAE creates a resource based on the key takeaways from the group's discussion.  

During this month's session, attendees had the opportunity to share their experience with returning to in-person events.  This resource recaps the opportunities and challenges of returning to in-person meetings.  

Think Tanks are held on the fourth Tuesday of each month for one hour.  The full schedule of upcoming Think Tanks can be found HERE.  Registration is free and is open to NE/SAE members.  Pre-registration is required.