The Future of Membership

1. The Future of Membership February 2009 Karl Wilding Head of Research, NCVO Karl.Wilding@ncvo-vol.org.uk Does membership matter? This presentation hopes to get you thinking critically and strategically about membership and membership schemes. In this recession, money is tighter, competition is increasing, need is increasing, the public is increasingly fickle and precious with their time and money, etc, etc, so it�s more important than ever that organisations be savvy with their resources, and think critically about the role of their members and the purpose of their membership schemes. I�m going to talk about membership schemes, some of the drivers of membership, and then examine the question of whether membership matters. Does membership matter? This presentation hopes to get you thinking critically and strategically about membership and membership schemes. In this recession, money is tighter, competition is increasing, need is increasing, the public is increasingly fickle and precious with their time and money, etc, etc, so it�s more important than ever that organisations be savvy with their resources, and think critically about the role of their members and the purpose of their membership schemes. I�m going to talk about membership schemes, some of the drivers of membership, and then examine the question of whether membership matters.

2. Why have membership schemes? How did your membership scheme originate? Does �membership� exist for benefit of the organisation or the members? Could your organisation exist without members? So let�s try and unpack some ideas about members and membership: big philosophical questions here. Where/how/why did it all begin? The history of your membership schemes will often reveal the reason why you have one, the purpose for it, or at least where it came from. Could your organisation exist without your members? Who derives the benefit from it? These are some things to keep in mind as we examine membership schemes more closely. So let�s try and unpack some ideas about members and membership: big philosophical questions here. Where/how/why did it all begin? The history of your membership schemes will often reveal the reason why you have one, the purpose for it, or at least where it came from. Could your organisation exist without your members? Who derives the benefit from it? These are some things to keep in mind as we examine membership schemes more closely.

3. Types of Membership 1) Social Club Group � informal, voluntary, emerging 2) Public Members Scheme � established, semi-professional 3) Integrated Membership Scheme � professionally managed Source: D. Hayes and A. Slater, �From �Social Club� to �integrated membership scheme�: developing membership schemes strategically.� Int. Journal of Nonprofit and Voluntary Sector Marketing, Vol. 8 (1) The handout describes characteristics of the varying schemes. Membership schemes are highly varied, ranging from the very informal to the highly structured. It�s difficult to give a typology of membership schemes, as the nature of the membership will be shaped by the nature of the organisation. The next few slide are examples for schemes at museums, galleries, and heritage sites taken from Debi Hayes and Alix Slater�s research, which won�t be applicable for all organisations but gives us a good starting point. The handout describes characteristics of the varying schemes. Membership schemes are highly varied, ranging from the very informal to the highly structured. It�s difficult to give a typology of membership schemes, as the nature of the membership will be shaped by the nature of the organisation. The next few slide are examples for schemes at museums, galleries, and heritage sites taken from Debi Hayes and Alix Slater�s research, which won�t be applicable for all organisations but gives us a good starting point.

4. 1) Social Club Group Local membership, smaller membership One membership category Recognition of members� professional expertise Driven by core members with personal agenda Key milestones e.g. funding of a project �Soft� rather than �hard� benefits accrue to members Scheme not formally promoted, word of mouth No formal evaluation of scheme undertaken Some key characteristics, all taken from Hayes and Slater�s research. Some key characteristics, all taken from Hayes and Slater�s research.

5. 2) Public Members Scheme Wider geographic spread, possibly international Mission diversified to include income generation Stratified membership categories Balance of �hard� and �soft� benefits offered Multiple routes to membership, �open invitation� to members in organisational literature, membership is �marketed� Formalisation of structures and possibly paid staff to administer and manage May have representation on organisation�s board Hayes and Slater note that typically increasing the membership base is common focus with these schemes. The idea that bigger is always better can be problematic however. More on that later. Hayes and Slater note that typically increasing the membership base is common focus with these schemes. The idea that bigger is always better can be problematic however. More on that later.

6. 3) Integrated Membership Scheme Increasing stratification of membership categories to match market segments, with different costs and benefits Wide geography, possibly active overseas branch Corporate members recognised High-value members recognised, added value offered Sense of community fostered through programming and communications Social-networking encouraged amongst sub-groups Strong emphasis on retention, regular giving Professional management, dedicated staff This sort of scheme will be integrated into one of the organisation�s departments, such as marketing or development, and will be part of the organisation's strategic planning and policies. This sort of scheme will be integrated into one of the organisation�s departments, such as marketing or development, and will be part of the organisation's strategic planning and policies.

7. Types of members: Donors, financial supporters Campaign supporters, political supporters Volunteers, trustees, activists, expert advisors Customers / service users What we mean by membership will vary across organisations. Switching from thinking about schemes and thinking about actual members now, who are �members�? What do we really mean by that? How to we conceptualise members? Members range from those who sign up to a mailing list or web group, to those who pay a fee, or are active service users or volunteers. While the Handout describes typical characteristics of schemes, what we think of as Members often falls into one or all of these 4 categories. These typologies are not mutually exclusive, e.g., can be any one or all of the above, and often are. What we mean by membership will vary across organisations. Switching from thinking about schemes and thinking about actual members now, who are �members�? What do we really mean by that? How to we conceptualise members? Members range from those who sign up to a mailing list or web group, to those who pay a fee, or are active service users or volunteers. While the Handout describes typical characteristics of schemes, what we think of as Members often falls into one or all of these 4 categories. These typologies are not mutually exclusive, e.g., can be any one or all of the above, and often are.

8. Who are the �Members�? More likely to be native-born, with relatively higher education, higher levels of income, in employment, and have less caring responsibilities Positive association between frequency of home internet use and number of active group memberships! Some organisations have very detailed information about the profiles of their members, but for those who don�t� Research on membership reveals some generalisations about who is more likely to join groups and be �members�, as we can see here. There�s a very real issue about an �elite bias� in organisations. Some research has argued that the same groups of people are repeatedly being targeted for membership in various organisations. Some organisations have very detailed information about the profiles of their members, but for those who don�t� Research on membership reveals some generalisations about who is more likely to join groups and be �members�, as we can see here. There�s a very real issue about an �elite bias� in organisations. Some research has argued that the same groups of people are repeatedly being targeted for membership in various organisations.

9. Drivers shaping membership (1):technology Technology has changed the site of group membership Online vs. face-to-face interaction So what are some of the drivers shaping membership, and what impact do they possibly have? I�m going to identify and discuss three drivers very briefly. Technology has changed the nature of membership. From how to members join, to how they stay informed, to how they network, technology makes a big impact. The sites of membership are rapidly changing and will probably continue to change as technology advances. So what are some of the drivers shaping membership, and what impact do they possibly have? I�m going to identify and discuss three drivers very briefly. Technology has changed the nature of membership. From how to members join, to how they stay informed, to how they network, technology makes a big impact. The sites of membership are rapidly changing and will probably continue to change as technology advances.

10. Drivers shaping membership (2):consumerism Consumerism in a recession Thinking of members as �customers� changes their role in the organisation Consumers are increasingly looking for value. In a recession, will members continue to support organisations financially in the same way? Membership fees may be a barrier to joining, both real and perceived. A DIY approach may take hold. A �customer� relationship may affect loyalty as membership is viewed a product to buy, rather than a relationship. Consumers are increasingly looking for value. In a recession, will members continue to support organisations financially in the same way? Membership fees may be a barrier to joining, both real and perceived. A DIY approach may take hold. A �customer� relationship may affect loyalty as membership is viewed a product to buy, rather than a relationship.

11. Drivers shaping membership (3): demographics Changing demographics The changing face of Britain, age, culture, language, ethnicity Research shows that cohort is more important than age in terms of who joins groups. Britain is now more culturally diverse, and we live in an increasingly globalised society. Immigration and migration make an impact. Research shows that newer immigrants are less likely to be members. Organisations would wise to make an effort to reach out to these groups, as research also shows that people are more likely to join if specifically invited. Research shows that cohort is more important than age in terms of who joins groups. Britain is now more culturally diverse, and we live in an increasingly globalised society. Immigration and migration make an impact. Research shows that newer immigrants are less likely to be members. Organisations would wise to make an effort to reach out to these groups, as research also shows that people are more likely to join if specifically invited.

12. Does membership matter? As a measure of support? It has been argued that it�s no more important than conference attendance or book sales Are there other measures of support that might be more important/useful? So keeping in mind all the different types of members and schemes, and changing membership drivers, some very interesting critical and strategic questions arose out of the initial research on membership that are worth noting. So for example, in trying to answer the question �does membership matter?� there�s an argument that membership itself is not that important, that other measures of support could be more important, such as conference attendance or book sales. Perhaps a contentious point, but one for discussion. So keeping in mind all the different types of members and schemes, and changing membership drivers, some very interesting critical and strategic questions arose out of the initial research on membership that are worth noting. So for example, in trying to answer the question �does membership matter?� there�s an argument that membership itself is not that important, that other measures of support could be more important, such as conference attendance or book sales. Perhaps a contentious point, but one for discussion.

13. Does membership matter? As a performance gauge? Common for organisations to focus on increasing membership levels, BUT There�s little data to support or refute presumed outcomes of growth Increasing membership can bring problems such as diminished capacity or lack of policy consensus The assumption that bigger is always better needs to be challenged. The retention and development of existing members should be a bigger priority than merely increasing numbers. The assumption that bigger is always better needs to be challenged. The retention and development of existing members should be a bigger priority than merely increasing numbers.

14. Meaningful membership A value-generating strategy needs to examine the depth of engagement and participation rather than numbers Reconnecting with members should be the driver of new strategies and initiatives Social capital and networking are very important So thinking strategically, membership matters if membership is meaningful. Social capital and opportunities for networking are one of the big reasons people join groups and become members. Research shows that members who forge friendships or professional associations are more likely to remain a member of that group. So thinking strategically, membership matters if membership is meaningful. Social capital and opportunities for networking are one of the big reasons people join groups and become members. Research shows that members who forge friendships or professional associations are more likely to remain a member of that group.

15. Conclusions Think about membership as a strategic tool Adapt to change, stay ahead of the curve Your own members are a great source for research Organisations will have to be highly effective to make their membership matter. Membership is more becoming more fluid, and how individuals define themselves is becoming more complex. There are an increasing number of organisations competing for the interest of the public and their personal commitment. Membership schemes need to be thought of strategically. For example, if what you�re seeking is donors or financial supporters, is membership the best way to achieve it? Adapting to change, whether it�s demographics or new technologies, is essential. And listen to your members. They are your best source for information about how to make your scheme more effective and meaningful for them. Organisations will have to be highly effective to make their membership matter. Membership is more becoming more fluid, and how individuals define themselves is becoming more complex. There are an increasing number of organisations competing for the interest of the public and their personal commitment. Membership schemes need to be thought of strategically. For example, if what you�re seeking is donors or financial supporters, is membership the best way to achieve it? Adapting to change, whether it�s demographics or new technologies, is essential. And listen to your members. They are your best source for information about how to make your scheme more effective and meaningful for them.