Associating Power
If you work with a membership organization or association as a development staffer, you’ll quickly realize that fundraising has a different twist. Members pay dues for perceived value as well as, in some cases, a tangible service or product. Developing the compelling case can be an uphill battle when the does not actually execute “the business” of the field, but rather services “the business.” In a normal trade association, the natural tendency is to milk funds from the “seller” members (of the buyer/seller association model). This has its downfalls since most members feel they already gave at the office with their dues. And thus, the fundraising cycle begins.
However, an additional burden with the payment of their dues - they have a voice. They vote on who becomes a board member (in most structures), as well as a number of other organizational business items. This is an interesting phenomena considering how nominations or voting may take place. There are voting members who participate in the process that are largely disconnected with the needs of the organization or what the board composition should be to further organizational goals. (When I say disconnected, the truth is most association members assume running an association is the same as running their direct service business—which it is not.) Yet, various power groups emerge in the voting process. In some cases, the vote is pro forma, a consensus vote. But, in a contested election, it becomes a challenge to harness the membership factions toward consensus. As the lead fundraiser, you need to know the candidates, their capacities and ideally, be able to quietly campaign for your top prospects within these power groups of the membership.
The outcome can dramatically affect your life. A few dud board members can really drive down a productive board. So, get to work on that campaigning. It’s never too early to identify prospects for the board and start to seed the idea of running (this point goes for regular nonprofits as well, not just associations!). And in case you were wondering, this work doesn’t have an ounce of “fundraising” in it - it falls under that bullet on the job description “other duties as needed.”
Blogger Note: After a long absence, readers can expect to see more regular postings.
However, an additional burden with the payment of their dues - they have a voice. They vote on who becomes a board member (in most structures), as well as a number of other organizational business items. This is an interesting phenomena considering how nominations or voting may take place. There are voting members who participate in the process that are largely disconnected with the needs of the organization or what the board composition should be to further organizational goals. (When I say disconnected, the truth is most association members assume running an association is the same as running their direct service business—which it is not.) Yet, various power groups emerge in the voting process. In some cases, the vote is pro forma, a consensus vote. But, in a contested election, it becomes a challenge to harness the membership factions toward consensus. As the lead fundraiser, you need to know the candidates, their capacities and ideally, be able to quietly campaign for your top prospects within these power groups of the membership.
The outcome can dramatically affect your life. A few dud board members can really drive down a productive board. So, get to work on that campaigning. It’s never too early to identify prospects for the board and start to seed the idea of running (this point goes for regular nonprofits as well, not just associations!). And in case you were wondering, this work doesn’t have an ounce of “fundraising” in it - it falls under that bullet on the job description “other duties as needed.”
Blogger Note: After a long absence, readers can expect to see more regular postings.
Labels: association, board, development, fundraising
posted by Patrick Madden at 11:44 PM
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