Municipal Works Australia (MWA) has been nominated for the Most Improved Association category in the prestigious 2025 Associations Forum Awards, with winners to be announced at the Awards Dinner on 6 December 2025. The nomination celebrates five years of extraordinary growth, reform, and renewed purpose that have transformed MWA into one of Australia’s most dynamic and forward-looking member associations.
A Clear Vision and Strategic Renewal
MWA’s journey of improvement began with the development of a new strategic plan in 2020, redefining its mission, purpose, and vision. The plan not only reenergised the association but also established a three-year action framework that was fully implemented in just 18 months. Building on this success, updated plans followed in 2022 and 2024, each expanding the organisation’s ambitions and operational maturity.
These plans have been more than paper exercises — they’ve guided measurable action and accountability. As MWA CEO Peter Ali explains, “The strategic plan has been our compass. It clarified who we are, what we stand for, and how we deliver value to our members.”
Governance Reform and Organisational Strength
At the heart of MWA’s transformation lies a commitment to strong governance. Following the 2020 strategic review, the association undertook an extensive consultation process that led to the adoption of a new constitution in 2022, passed with an overwhelming 98% member approval. Over the next two years, the Board introduced ten new procedural documents, creating a governance framework that supports transparency, accountability, and long-term sustainability.
This new structure has positioned MWA as a model for other associations seeking to balance growth with sound governance.
Financial and Membership Growth
The numbers tell a powerful story of improvement. MWA’s financial equity has more than tripled — rising from $141,114 in June 2020 to $436,841 in June 2025. This financial strength has allowed the association to reinvest in member services, training programs, and event innovation.
Membership growth has been equally impressive. Local government membership has surged from 587 in 2021 to 1,415 in 2025, while corporate membership has grown from 77 to 127 over the same period. Such growth reflects MWA’s strengthened reputation and the tangible value it delivers to both councils and industry partners.
Expanding Education and Events
One of MWA’s standout achievements has been the transformation of its education and events portfolio. The association launched a leadership development program tailored specifically for local government operational staff — a unique initiative that has reached professionals across both metropolitan and regional Australia. In parallel, the launch of Municipal Works Learning, an online training platform, has made accessible education a core part of MWA’s mission.
Events have flourished, too. The National Conference has grown from 345 attendees in 2021 to 965 in 2025, while the innovative Field Day concept has brought engagement directly to regional communities. The Moama Field Day, for example, attracted 450 local government staff and 45 exhibitors, offering practical demonstrations, networking, and on-the-ground learning.
Driving Advocacy and Raising Awareness
In policy and advocacy, MWA has made significant progress through its active membership in the Victorian Civil Construction Industry Alliance (VCCIA). This collaboration has amplified the association’s voice in shaping policy outcomes and strengthened its relationships with government ministers and decision-makers. The collective advocacy efforts have led to a stronger, more unified civil construction sector.
Public and sector awareness of MWA has also increased dramatically through direct engagement initiatives, including ambassador-led visits to local councils and comprehensive communication strategies. Between 2021 and 2025, MWA’s social media following expanded from 276 to 1,896, reflecting its growing influence and visibility across the sector.
Building a Stronger Culture and Future
Perhaps the most profound transformation has occurred within MWA’s own culture. The association has focused on building leadership diversity and capability, welcoming two new Board members in 2025 whose skills, perspectives, and demographic profiles align with the diversity goals outlined in the 2024 Strategic Plan. This cultural evolution has strengthened MWA’s identity as a modern, inclusive, and forward-thinking organisation.
A Model for Modern Associations
MWA’s nomination for the Most Improved Association award is not just a recognition of progress — it’s a testament to the power of vision, collaboration, and sustained effort. From governance reform and strategic renewal to financial stability and sector leadership, MWA has redefined what a contemporary association can achieve.
