From Fragmentation to Unity: Africa’s Association Landscape in Transition

© All photos kindly provided by AfSAE

In a continent defined by demographic dynamism, institutional flux and uneven economic pressure, Africa’s association and meetings landscape plays an increasingly important role in supporting professional development, intellectual exchange and the strengthening of knowledge capacity across sectors and governments.

Following a previous encounter at the IBTM Association Forum, where this conversation was first set in motion, our Headquarters Magazine manager, Manuel Fernandes, recently met with John Ntshaupe Molepo, Executive Director of the South African Association for Public Administration and Management (SAAPAM), President of the African Society of Association Executives (AfSAE) and an associate professor at Tshwane University of Technology (TUT), in Pretoria, South Africa. A prominent voice in African association leadership, he has been closely involved in advancing the professionalisation of association management across the continent, working at the intersection of public administration, governance systems and the evolving MICE ecosystem.

The conversation traces a sector under pressure to evolve on multiple fronts at once. From fragmented ecosystems and siloed operating models to over-reliance on traditional conference income, he highlights the need for more diversified value chains built around training, publications, data and year-round engagement. He also stressed that sustainability depends as much on governance and leadership succession as on finance, alongside stronger coordination across the continent to support knowledge-driven, policy-relevant associations.

SAAPAM’s annual conference has been navigating a rapidly changing environment, from funding pressures to shifting delegate expectations. How are you rethinking the conference model to remain financially sustainable while still delivering long-term value to members?

Organising a conference is never easy. It requires significant resources, not only from the association itself, but also from sponsors, partners and supporting institutions. At the same time, delegates increasingly expect a strong user experience and tangible value from attending. For conferences to remain sustainable over the long term, organisers need to develop models that are financially stable, institutionally supported and capable of evolving responsibly over time.

One of the biggest challenges is funding. Relying too heavily on a single sponsor creates risk, particularly if that partner decides to withdraw in the future. Associations therefore need to diversify their income streams through a mix of registration fees, grants, corporate sponsorships, university partnerships, exhibitions and other revenue sources. Long-term financial planning is equally important. Organisations need reserve funds and cost-effective planning models that allow them to remain resilient even during difficult periods. I often look at other associations were my colleagues are involved, such as IPSA, where they say they could continue operating for many years even without hosting a conference. That kind of stability comes from investing beyond traditional revenue models and building systems that sustain both the annual event and the association itself.

Governance and compliance also play an important role because they build credibility and attract sponsorship. But sustainability today goes beyond finances alone, it is also institutional. A conference cannot depend on one individual. Associations need permanent committees, dedicated fundraising structures and clear governance frameworks that provide continuity and oversight over time.

That continuity is especially important in leadership transitions. The relationships and partnerships I have built as Executive Director should not remain personal to me; they need to be transferred to whoever succeeds me. Too often, organisations operate in silos, where individuals work independently without creating long-term structures for the future. When that happens, the association becomes dependent on one person, and that is never sustainable.

When you talk about sustainability, it goes beyond financial resilience alone. It alss referres to long-term membership engagement, stakeholder continuity and community-building within the association, ensuring the conference ecosystem is not overly dependent on one or two sponsors or partners. How important is that broader, relationship-driven approach to sustainability?

Sustainability is not only about finances, it is also about stakeholder and community sustainability. Associations need to fully understand and leverage the value chains that exist within their own networks. I’ve seen other organisations become more sustainable by identifying opportunities within the conference itself and finding ways to manage certain functions internally, rather than outsourcing everything at additional cost.

Of course, there are specialised tasks that need to be outsourced, and that is understandable. But many things can be done internally. We are professionals, we are capable people, and when organisations use their own expertise effectively, they can significantly reduce costs while improving efficiency and maintaining quality.

At the same time, stakeholder engagement cannot be limited to the conference dates alone. We should not only speak to delegates when we want them to register for the next event. For me, engagement is continuous. That is why I maintain an alumni database of past attendees. If someone attends one year and then does not return the next, I want to understand why. I pay attention when familiar names are missing from the registration list.

This requires a targeted, year-round engagement strategy. In some cases, we even make direct calls or assign dedicated teams to reconnect with former attendees and encourage them to return. That ongoing relationship-building is essential because sustainable conferences are ultimately built on sustainable communities.
 

“If organisations fail to create pathways for younger leaders to emerge, adapt and contribute meaningfully, they risk becoming stagnant and ultimately unsustainable.”

At IBTM World Barcelona, you highlighted the growing importance of partnerships and alternative funding streams. What new sponsorship or revenue models are proving most effective for association conferences today, particularly in the African context?

As I mentioned before, most associations still rely heavily on membership subscriptions and annual conference fees. But to remain sustainable, we need to think beyond those traditional income sources and identify all the activities, services, networks and knowledge assets that can generate long-term value.

That is where a value-chain approach becomes important. Associations should be creating value before, during and after their conferences and core activities. Many of us already work in areas such as training, professional development and knowledge-sharing services. We run short learning programmes and specialised initiatives throughout the year, but often we fail to fully commercialise that expertise.

The reality is that conferences should not be the only source of income. Associations can generate revenue through digital platforms, membership communities, publications, intellectual property, journals and books. In our case, for example, we publish journals and books and also support academic publications.

There are many other opportunities that associations are still underutilising. Merchandise, incubation programmes, innovation services, innovation labs and competitions can all become additional revenue streams. Data and market intelligence are also increasingly valuable. Associations often hold highly specialised information and access to professional networks that other organisations are looking for. That creates opportunities for trend analysis, labour market intelligence and sector reports that can be monetised responsibly.

Internationalisation is another important area, investing in global networks, exchange programmes and international recruitment. I always tell people: you have to spend money to make money. Leaders need to travel, build relationships and actively seek out new partnerships and opportunities. Ultimately, I believe associations need to move away from being passive membership organisations and become more dynamic institutions that continuously create value, capture opportunities and strengthen engagement across their sectors.
 

So when you talk about “spending money to make money”, you are really referring to investing in international outreach and relationship-building, not only to generate future revenue, but also to expand engagement, visibility and the association’s global reach. Is that what you mean?

Exactly. There are funding opportunities everywhere, but if organisations are not willing to actively go out and look for them, they will never reach their full potential. When I say “spend money to make money”, I mean associations should invest in giving their members and leaders opportunities to explore, build relationships and bring new opportunities back to the organisation. Associations should not be afraid to invest in their people, especially their leadership, so they can build contacts, strengthen partnerships and expand networks internationally. In this environment, word of mouth and referrals are extremely powerful.

At our conferences, for example, networking is central to the experience. We have structured speed networking initiatives that help participants establish meaningful connections. But more importantly, we do not leave those relationships to chance afterwards. At SAAPAM, we deliberately follow up on those connections over a six- to eight-month period to understand how those relationships are developing and whether they are leading to new collaborations or opportunities. That ongoing monitoring helps transform initial introductions into stronger, long-term partnerships. Those are the kinds of strategies we continue to develop and refine over time.

Public administration is deeply affected by geopolitical shifts, economic volatility and governance challenges. How does SAAPAM ensure that its conferences remain relevant platforms for addressing real policy and leadership issues across the continent?

Contemporary geopolitical and governance challenges have a significant impact on public administration. Global instability, security uncertainty, technological disruption, climate change and governance failures are all reshaping the public administration landscape. In South Africa specifically, these pressures are reflected in persistent challenges around service delivery protests, infrastructure collapse, unemployment and institutional capacity. These are real issues affecting communities, and they inevitably shape the conversations we have as an association.

At SAAPAM, we see our role as both a thought leader and a strategic partner that helps strengthen the relationship between public administration theory and practical service delivery. Our conferences bring together academics and practitioners because we believe those two worlds need to engage more closely with one another.

That is why our conference themes are intentionally built around current governance and policy tensions. We also try to bring in people who are directly involved in these issues so that discussions remain grounded in practical realities rather than purely theoretical debates. Of course, resource constraints remain a challenge, but we continue working to ensure delegates understand how global developments influence local government and service delivery realities across the continent.

To remain relevant, we are pushing ourselves to be as both a knowledge-producing and problem-solving institution. We also recognise that associations like ours need to move beyond the traditional academic conference model and become more active platforms for policy innovation and practical governance solutions. That is why many public officials attend our conferences looking for actionable strategies and practical guidance. In response, we provide policy dialogues, executive training programmes, local government support initiatives and evidence-based research partnerships that can directly inform decision-making and public sector practice.

Technology is another area we are paying close attention to. We are actively exploring how digital governance, artificial intelligence and data-driven administration will shape the future of public service delivery and public sector management. At the same time, ethical leadership and governance remain central concerns. Corruption, maladministration and political instability continue to undermine public trust across many institutions. As an association, we therefore place strong emphasis on accountability, professionalisation and ongoing debate around ethics in the public sector.

There are, of course, some broader external forces we cannot control, but within our space, we believe we have a responsibility to create platforms that encourage practical solutions, stronger leadership and more accountable governance.
 

"We cannot continue operating independently in our own corners. There needs to be a broader effort to bring associations, destinations and sector leaders together to define a common path forward."

There is increasing pressure on events to demonstrate measurable impact beyond attendance numbers. How is SAAPAM approaching legacy, knowledge transfer and tangible outcomes from its annual gatherings?

One of the biggest lessons we have learned at SAAPAM is that conferences cannot simply become “talk shows” without tangible outcomes. In the past, many conferences focused heavily on discussion but produced very little measurable impact afterwards. We have consciously tried to move away from that approach.

Today, our conferences are designed to generate concrete outputs. We produce targeted reports, declarations and recommendations on specific issues discussed during the event. More importantly, those priorities do not end when the conference closes. We align our budgets, resources and activities throughout the year around the themes and commitments that emerge from those discussions.

That allows us to demonstrate that the conference is not only a platform for dialogue, but also a mechanism for action and implementation. We want delegates and participating organisations to leave with clear ideas, practical guidance and actionable outcomes they can apply within their own institutions and communities.

For us, the value of the conference lies in its ability to create meaningful societal impact. If someone attends a SAAPAM conference, they should be able to point to specific knowledge, strategies or initiatives they gained from the experience and explain how those insights influenced their work afterwards.

Legacy and continuity are also very important considerations for us, particularly because leadership transitions can sometimes disrupt institutional memory within associations. To address that, we place strong emphasis on documentation, knowledge preservation and information-sharing through our platforms and digital systems.

We work to ensure that conference materials, reports, discussions and institutional knowledge remain accessible so that continuity is maintained over time and future leadership teams can continue building on previous work rather than starting from scratch.
 

Do leadership transitions sometimes disrupt continuity within associations where priorities shift, conversations change direction and long-term agendas lose momentum?

Yes, that can happen very easily. When new leadership comes in, people often arrive with their own agendas, priorities and objectives. Sometimes that can unintentionally move the organisation away from its long-term direction or disrupt ongoing conversations and initiatives.

That is why issues such as legacy, succession planning, continuity and institutional stability are extremely important for associations. To be honest, many associations also experience internal competition around positions, influence and leadership roles. But in our organisation, we try to manage leadership transitions through structured processes and clear progression pathways.

Leadership should not simply be about power. There should be a recognised process through which future leaders emerge based on their contribution, experience and the credibility they have built within the association over time. That helps create stability and ensures continuity from one leadership generation to the next.

From your perspective, how is the association landscape evolving across Africa, and what structural challenges still limit the growth and professionalisation of associations on the continent?

The association landscape across Africa is evolving, but there are still significant structural challenges that need to be addressed. One of the realities is that many associations across the continent still operate in isolation, with considerable duplication in terms of activities, mandates and initiatives. There is often limited coordination between organisations, even when they are working toward similar goals.

Our own work focuses specifically on association executives, and I believe this reflects a broader transformation taking place within the African association sector. Over the past decade, associations have gradually shifted from being largely administrative or event-driven organisations toward more strategic institutions focused on advocacy, professionalisation and continental integration.

Since taking on my current leadership role, I have been pushing for us to be one of the leading platforms helping drive that transition across Africa. One of the major issues we identified is that association management across the continent has historically remained relatively informal, often operating with limited governance systems and weak membership strategies. That is why we are working to professionalise the sector by creating training platforms, leadership forums and certification-linked programmes that help association executives build stronger management and governance capabilities.

We have also developed an annual summit that creates networking opportunities and strengthens the capacity of association leaders across Africa. Importantly, we are trying to align this work with international standards while also building an African association ecosystem that responds to the continent’s specific realities and challenges. Through initiatives such as the Africa Association Summit, we are creating spaces where associations from different regions can engage around shared continental issues, whether governance, technology, artificial intelligence, youth engagement or institutional development. The goal is not only to facilitate discussion, but also to strengthen collaboration, advocacy and long-term sector development.

At the same time, there are still major obstacles. Financial sustainability remains one of the biggest challenges. Many associations continue to depend heavily on conferences and donor funding, which makes them vulnerable to economic downturns and geopolitical instability. There are also broader historical and structural complexities that continue to shape the sector, including the legacy of colonial systems and the fact that many operational models are still imported from Europe or other regions without always fully reflecting African realities.

When we look at more established association ecosystems in regions such as Europe, there are lessons we can learn. But Africa also faces unique economic and political conditions that affect participation, mobility and institutional stability across different countries and regions. So while progress is happening, the professionalisation and long-term sustainability of associations across Africa will require stronger collaboration, more resilient funding models and institutions that are designed around the continent’s own needs and realities.
 

“Associations need to move away from being passive membership organisations and become more dynamic institutions that continuously create value, capture opportunities and strengthen engagement across their sectors.”

Africa is often underrepresented in the global association ecosystem. What needs to happen, from both African organisations and international partners, to better integrate the continent into global knowledge and events networks?

The starting point is collaboration. Across Africa, we first need to better understand our own challenges, realities and opportunities. If we want to become globally competitive, we must first strengthen our own institutional ecosystems and better understand how the global association environment operates.

That requires a shift toward more strategic and institutional forms of leadership. Associations can no longer focus only on hosting conferences and collecting membership fees. We need to ask ourselves: how do we create value globally? How do we shape policy, contribute knowledge, advocate effectively and respond to real societal and economic challenges?

One of the most important priorities is the professionalisation of association management across Africa. This is already happening to some extent, but not yet at the scale or speed required. Associations need to evolve into knowledge-producing and innovation-driven institutions rather than remaining purely event-based organisations.

If you look at many European associations, they produce research, data, industry insights and policy briefs on a continuous basis. In Africa, only a limited number of associations currently operate at that level. We need to strengthen our ability to become credible voices for our sectors by generating evidence-based solutions for governments, industries and communities. We also need to embrace transformation more aggressively. The future association model is hybrid, data-driven, AI-enabled and continuously connected to its members. African associations need to position themselves within that future rather than remaining tied to outdated operating models.

Financial sustainability is another critical issue. Too many associations remain heavily dependent on external support or traditional conference income. We need to build stronger and more independent funding models that allow organisations to operate with greater resilience and long-term stability. Equally important is the need to reposition associations from passive membership bodies into developmental actors that actively contribute to economic growth, governance and social transformation.

And finally, leadership development is essential. One of the challenges we still face is what I would call “gerontocracy,” where leadership renewal happens too slowly and younger professionals are not given enough opportunities to emerge. Developing young leaders must become a priority if associations across Africa are to remain sustainable, innovative and globally relevant in the future.
 

Africa is the youngest continent in the world, with enormous potential in areas such as research, higher education and innovation. When you talk about leadership and the need for evidence-based approaches, are you essentially arguing that associations need to be capable of providing governments and policymakers with reliable research, practical solutions and informed policy direction?

Yes, exactly. Associations need to become more reliable, evidence-driven and future-oriented institutions. A major part of that future lies with young people. Africa is a young continent, and young professionals bring energy, innovation and new ways of thinking. That is why investing in young leadership development is so important.

Associations need to create opportunities for younger generations to develop the skills required to lead and manage these organisations in the future, whether in research, evidence-based decision-making, policy development or problem-solving. We need stronger youth leadership programmes and development initiatives that prepare the next generation to take ownership of these institutions and help shape the future of the continent itself.

Of course, every region has its own political and institutional realities, but we should never underestimate the role young people play in the long-term sustainability of organisations. In many ways, the future sustainability of associations depends on what I would call generational renewal. If organisations fail to create pathways for younger leaders to emerge, adapt and contribute meaningfully, they risk becoming stagnant and ultimately unsustainable. That is why leadership transition and youth inclusion must become central priorities for associations across Africa.

As Africa’s MICE ecosystem continues to evolve, we are also seeing new convention bureaux emerging across the continent. Rwanda, for example, has positioned itself strongly in attracting international association meetings, while Angola has recently launched its own convention bureau. Do you see this growth in the MICE sector as an important opportunity for African associations to gain more visibility, relevance and hosting capacity across the continent?

Absolutely. First of all, Angola should be commended for taking this direction. Initiatives like these are essential if Africa wants to strengthen its position within the global meetings and events landscape.

Developing stronger MICE infrastructure and convention bureaux allows African countries to reposition themselves more strategically and advance broader continental interests. Without these kinds of investments, it becomes much more difficult for Africa to compete internationally in the meetings and association space.

A number of African countries have already started moving in this direction, and we hope Angola’s new convention bureau will contribute meaningfully not only to the country’s economic development, but also to Africa’s broader positioning as a competitive global destination for conferences and events. Importantly, this also creates new opportunities for African associations themselves.

So this could also create more rotation opportunities for African associations, allowing conferences and annual meetings to move across different regions of the continent rather than relying on the same destinations repeatedly?

Yes, exactly. It opens opportunities for African associations to diversify where they host conferences and events, rather than depending only on a few more established destinations or semi-developed markets within the continent.

That kind of regional rotation is important because it helps spread opportunities, strengthen local ecosystems and encourage broader continental participation. It also allows countries such as Angola to become more active players within the African association and conference landscape, rather than relying predominantly on traditional hubs like South Africa.
 

When I attended Meetings Africa and interacted with many organisations within the association landscape, there seemed to be a very strong concentration around South Africa. Is there now a growing need to decentralise and spread opportunities more evenly across the continent?

Definitely. I was recently telling my colleagues that if we truly want to set the standards as a continental African organisation, then we also need to be willing to go where it is most challenging. We should be the ones creating opportunities and helping demonstrate that different countries across Africa are capable of hosting, organising and contributing meaningfully to the association and conference ecosystem.

That is why we are excited when we see countries such as Angola investing in this space. It is a positive sign for the continent. It cannot always be only South Africa and the same small group of established destinations. We need greater regional rotation and broader representation across Africa. That is how we demonstrate continental capability, strengthen local ecosystems and encourage wider participation.

If you look at Europe, for example, there is much broader geographical representation within their association and meetings landscape. Africa also needs to move in that direction if we want to build a stronger and more inclusive continental ecosystem.

As a final question, when we compare Africa with regions such as Europe, despite the obvious differences in scale and geography, do you feel the African association and meetings landscape is still too fragmented?

Yes, I do think fragmentation remains one of the major challenges across the continent. Too often, organisations still operate in silos rather than working collectively toward shared continental goals. If there were stronger coordination and greater collaboration between associations, I believe Africa’s position within the global ecosystem would be significantly stronger.

When I attend international forums in other regions, I often see much clearer coordination and alignment between organisations. Take Latin America, for example, where countries such as Brazil are playing an active role in helping consolidate and strengthen regional cooperation. I believe Africa also needs to move more intentionally in that direction.

We cannot continue operating independently in our own corners. There needs to be a broader effort to bring associations, destinations and sector leaders together to define a common path forward; one that strengthens Africa’s competitiveness and visibility internationally.

Destination partnerships are also a very important part of that process. Collaborating more closely with convention bureaux and destination partners creates opportunities for associations to strengthen their conferences, forums and summits while expanding networks across the continent.

The more destinations that become actively involved, the greater the opportunities for rotation, collaboration and long-term ecosystem growth. Ultimately, those partnerships can help build a more connected, competitive and sustainable African association landscape.
 

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Published by Meeting Media Company, the publisher of Headquarters Magazine (HQ) – a leading international publication based in Brussels, serving the global MICE industry and association community.