Knowledge bank

A report prepared for the Royal Society.

Research was commissioned by a Royal Society to help develop an improved package of services for its members, as part of the process of development of a dynamic new professional body planned for 2010.  The results are summarised in this article.

1. Background and method

The agreed method was to select a candidate list of organisations for approval and to review website information to gain preliminary, publicly available information. The second phase was to interview individuals with responsibility for or direct involvement with this aspect of service delivery using an agreed discussion guide.

2. The Professional Bodies

To the initial list of twenty one candidate professional bodies a further three organisations were added once relevance and availability was determined.
In total sixteen interviews were conducted  during August 2008.

2.1 The people we interviewed

Seventeen people were interviewed in the sixteen organisations.

7 were Directors
6 were Heads of Department
4 were Managers

2.2 The size of the professional bodies by number of UK members

The organisations ranged in size from 12,500 members to 390,000 members.

11- 30K members: 7 organisations
31- 50K members: 4 organisations
51 – 100K members: 1 organisation
101K – 150K members: 3 organisations
150K +: 1 organisation

2.3 The type of branch network structure

The professional bodies were categorized as follows:

a) No regional operations or branches, no special interest groups (SIGs) , no faculties – online network(s) only: 1 organisation
b) No regional operations or branches but with SIGs or faculties: 1 organisation
c) Regional or branch operations (single layer*) plus SIGs and/or faculties: 10 organisations
d) Regional or branch operations (two layer*) plus SIGs and/or faculties: 4 organisations

*Single layer organisations have either regional or branch operations. Two layer have both regional and branch operations.

3. Key findings

3.1 Levels of engagement of members

Regional branch activities

• There are wide variations of success and engagement of members between organisations and within organisations. Overall ratings by organisation average 6 (1= very poor engagement, 10 excellent levels of engagement). Some organisations report regional/ branch ratings of between 1 and 9 within their own organisation.
• Those able to give figures report overall attendance to at least one regional/branch meeting in a year of between 5 – 20% of members.
• Comments were made about the need for help, support and training for branches. One organisation had produced a self audit tool and practical guidance on running a branch.
• Some organisations felt their regional/ branch operations were too unstructured and recognised there was room for improvement.

SIGs and faculties

• Generally, organisations felt there was more member engagement and satisfaction with these specialist groups than other physical networks. Overall ratings by organisation (where given) average 7 using the above scale. Attendance levels were also higher with figures of 15 – 30% of members involved, although one organisation reported a fall from 40 – 20% involvement in the last 4 years.
• Where these specialist groups were centrally managed and controlled, the resulting communication was felt to be more effective.
• The element of self choice and direct interest helped sustain interest and engagement levels.
• One organisation had completely restructured, dropping regional operations in favour of an enhanced group system on the basis that members had less time and with online networks there is less need for physical meetings.

On line network communities

• 50% of the organisations interviewed were in the early stages of experimenting or piloting this type of activity.
• At the other extreme some larger organisations had made significant advances and had well developed offerings.
• Other organisations were - filming training and faculty events and were making them available online; piloting webinars, piloting knowledge communities online; offering blogs, networks and podcasts; investigating social networking.

 3.2 Finding out about local activities /SIGs, faculties

• As one might expect organisations were using some or all of the following direct communication tools: national member magazine to highlight major national and regional events; regional/branch newsletters and event calendars/programmes mostly in electronic form (e bulletins) but some hard copy; flyers in member magazine; introductory or welcome packs. 2 organisations volunteered they had 63% and 65% of members’ email contact details.
• Websites were important too. Many organisations had regional/branch websites on their main site sometimes accessed from the home page. A small number had event search facilities online and online booking facilities. Some Centres provide templates for the region/branch to develop their own content.
• One organisation’s regional research indicated 10% of members used their website to find out about local events compared to 35% getting the information from mail/email and 30% from their members’ magazine. Another organisation had moved to e communication for these activities but the current thinking was print may have more impact.
• SIGs and faculties had their own distinct communications for their members, both hard copy, electronic and web based information.

3.3 Local networks used for mentoring

• Approximately 50% of organisations reported their local networks were not currently being used for mentoring.
• In those instances where mentoring was happening it was more likely to be committee chair to committee chair or for students rather than member to member.
• 2 organisations wanted to see more of this activity. 1 had concerns about finding the right people (volunteers) and the other about the risk of individuals providing incorrect or poor advice.

3.4 Charging and funding for meetings

• Regional/branch meetings are not normally charged. Lectures/speakers are often free or low cost and of short duration. Regional Training events, courses are normally charged for.
• Higher profile events/conferences are charged for with members getting preferential rates. Some organisations do not allow non members to attend or charge a premium rate. Training and development events are charged and only open to members.
• Where regional/ branch activities are significant the Centre will have a funding formula to support these activities. The most mentioned model was on a per capita basis (one organisation mentioned £3-50 per member). This may be enhanced by geographical allowances controlled by the region to support more localised branch activity.
• Two organisations were investigating building on this model by getting regions and groups to make ‘bids’ based on work programmes/plans in order to encourage more flexibility and support for small, successful and active areas.
• Generally, SIG meetings and activities were funded out of membership fees. Some organisations charge a small fee (£10) for any additional SIG /faculty memberships beyond the initial choice of one group.

 3.5 CPD

• For the majority of bodies, some form of CPD, CET (Continuous Employment Training) or LLL (Lifelong Learning) was either obligatory or required to achieve and retain Chartered status or to satisfy regulatory requirements for employment and was run from the Centre.
• One organisation was ‘wrestling with whether CPD should be compulsory for all’.
• Competency is being referred to increasingly and one organisation had established links with the Institute of Continuing Professional Development.
• Organisations had often wide portfolios of training courses and events which were eligible for CPD. Some systems were points linked and many with online recording. Increasingly, there seems to be more encouragement for members to develop their own CPD more closely related to their individual personal development programmes and there is more emphasis on self reflection on the learning achieved.
• There is evidence of more flexibility with general and core curriculum requirements both being part of the random assessment which is mostly done on a sample basis (10% per year being mentioned).

 3.6 Regional/branch and other meetings, run or supported by the centre

• Where there are regional/branch/district events they are generally run and administered locally. The Centre involvement varies considerably by organisation from being very ‘light touch’ to providing considerable resource and guidance.
• SIGs and Faculties are run from the Centre.
• The Centre allocates funds/budgets: some have developed best practice models providing guidance on running successful events (and in one instance, how to encourage non member attendees to join); some make strong recommendations on meeting/event themes, topics and provide administrative, promotional and booking support; some help with sourcing and providing speakers
• There is evidence that organisations are finding ways to gain more influence and control.
• Another organisation’s view is that regional directors would not want plans imposed from the centre.

3.7 Level of regional autonomy and the strengths and weakness of centre run or regionally run networks

• Nearly two thirds of organisations reported high levels of regional autonomy.
• Not unsurprisingly there were no disadvantages seen in the centre playing a role.
• These were the main disadvantages recorded for regionally run events and networks: inconsistency of message; regions/branches going their own route; not sufficient sharing of good practice; levels of professionalism and member service; committee members are generally older and a bit of a clique.
• The main advantages were seen as: provides a flexible focus to cater for all members; more reactive when local groups are run by local members; local engagement on local issues.

3.8 Standard models

• The large majority of organisations had a standard model for operating their regions and branches throughout the UK. The exception to this was where there were different jurisdictions which affected the practice of the particular profession. Where there was not complete standardization, and there could be, work was underway to make it so.
• Regions and branches within each organisation, which were under the management of the Centre, operated and were structured in the same way.
• Branches and districts were invariably run, with considerable autonomy, by local committees made up of volunteers and this could lead to differences in style and emphasis.

3.9 The use and value of regional meetings and networks

Four organisations offered some statistics/views from member surveys and meetings analysis.

Example A – 80% agreed the Institute offered a good selection of events; 90% of event attendees had positive feedback; 81% believed the Institution was good at providing local services 

Example B – Very positive evaluation of local meetings (listed as one of the top 3 benefits); 80% of all events are on professional topics, 16% are networking/social and 4% were student focused.

Example C – 40% of respondents said they would like to get more involved in local area activities or SIGs (with provisos on distance required to travel and time commitment)

Example D – ‘Encouraged by level of value recorded; branches more highly valued than groups which would appear to be less well organised and planned sufficiently far in advance).

• A number of those organisations interviewed spontaneously mentioned the need to improve member understanding and engagement.
• Getting younger / new members involved was considered a priority.
  Example – ‘They help to avoid the accusation of being London centric. We have strong links with universities and students join and can attend meetings.’

3.10 Recent improvements to regional meetings and networks

• Two organisations had taken steps to take more control back to the Centre. One talked in terms of nervousness about things being done in the Associations name. Another reported improvements in topic themes, administration, promotion and venues resulting in higher attendances and member satisfaction.
• Many had made greater efforts to find out what members wanted/needed and were looking for means to continuously improve the offering.
• More guidance had been made available in the form of best practice information and practical ‘how to’ type materials and communication templates.
• One organisation was half way through a review of branches – their role and scope. The likely outcome may include refining finance arrangements and governance to get a degree of consistency without losing their identity.
• For some the merging of branch areas and the linking of networks had taken place successfully.

3.11 Planned changes

• This is an area of high importance and a variety of activities are planned
• Performance monitoring as a basis for change. One organisation is planning to identify underperforming branches/groups using an audit (traffic light system). It will then offer support may consider merger. If no improvement may consider disbanding after 2 years.
• Several organisations are looking to do; more work with online networking/communities; deliver more fulfillment of regional activities and events online; make regional/branch committees more accountable; improve communication of these activities to members.

3.12 Degree of priority of branch and other member networks going forward

• The average score by organisations who were prepared to give a rating was 8 (1 = very low, 10 = very high)

3.13 Key issues being faced in developing branch and other member networks

• Many organisations are concerned about attracting and retaining good committee members (volunteers). Many were retired, succession is a problem and young members are not inclined to take on the time commitment.
• Attracting and engaging young members of the profession into membership and regional/branch activities. One organisation has its own regional membership group for members under 35 years old – they are also able to participate fully in other member activities. Other organisations’ training and development programmes attract younger members and particular social and networking events are targeted at younger members.
• Getting involvement of the 85% of members who on average never attend regional/branch meetings or get involved in networks.
• Getting the balance right between regional control, consistency and quality and maintaining high levels of service for members.

3.14 One piece of advice for a professional organisation considering change to its branch and other member networks

• The main piece of advice was concerned with member and committee consultation and engagement and ensuring the process of change was done in easy, logical steps.
• One organisation had been through fundamental change. ‘Old branch culture has had its day. Members want self determination and more online group activities and networks.’
• A smaller organisation thought ‘If a small body, it may need to piggy back with others for infrastructure support to run successful regional events and networks.’
• Work hard at communications to achieve stand out. Encourage use of the web for information and fulfillment and get branches to update their own information.
• Other mentions included; get the balance between central control and regional (perceived) autonomy; regular research of this area (benchmarking for comparison); do not ignore ethnicity; keep it simple – the fewer sections/branches the less contact points there are to deal with.