Membership organizations face unique challenges with representation and responsiveness.  Some organizations have revenue mixes where donations vastly outweigh dues from members.  In this case, it is clear that there is perceived pressure and desire on the part of staff and board to please donors, sometimes to the extent of valuing sponsors needs above the perceived needs of members.  It may be the case that substantial donations “purchase” seats on a board of trustees.  In an organization that has several classes of members, this competitive situation may be further compounded, with donors picking one class of members over another.

How should this situation be addressed?  It is helpful if strategic planning and positioning of the members’ benefits package reflects the priorities of members and that there are significant opportunities for all classes of members to contribute to the direction of the organization. This direction may not be precisely directed to the benefit of large donors, in fact, it is hoped that an organization created to meet the needs of members in fact DOES appear to direct activities to benefit members.  If an organization acts contrary to its purpose, its identity and integrity, its two unique assets, are compromised. 

It is the role of the board in a membership organization to strive to meet the priority needs of members.  Even if an organization has evolved to 1) seat a majority of donor interest rather than a broad representation of stakeholders and 2) exclude direct election of trustees by members, it is still the responsibility of trustees to listen and endeavor to serve members.  It may be that a reconsideration of the organization’s core purpose and key stakeholders is required.  Such reconsideration may result in membership flipping from the dues paying service recipients to the donors. 

Most helpful in times of growing tension between stakeholder groups (members class vs. member class vs. donors, for example), is any process that promotes dialogue, a healthy airing and exploration of concerns and, if at all possible, a collaborative co-creation of synergistic strategic solutions.

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3.22 Copyright (C) 2007 Alain Georgette / Copyright (C) 2006 Frantisek Hliva. All rights reserved."