In today’s association world, community isn’t just a feel-good buzzword — it’s the critical strategic asset that drives success. New research from ASAE’s Association Insights Center and McKinley Advisors reveals compelling evidence for making community a core organizational priority.

The Business Case for Community Investment

According to ASAE’s research, a remarkable 90 percent of association executives view community as essential to fulfilling their mission. Yet, many organizations face persistent challenges with demonstrating ROI, embedding community across organizational silos, and intentionally integrating it into broader engagement strategies.

Robert Putnam, author of Bowling Alone: The Collapse and Revival of American Community, was one of the first to issue an alert in 2000 that traditional civic organizations were experiencing declining participation, suggesting that a reduction of in-person interactions would negatively impact our social fabric.

Twenty-five years later, a “Harvard Business Review” article suggests that modern communities organized around shared purpose, identity, and value creation are thriving, just under entirely different conditions.

Further, “The State of Community” report from Tumblr and Archrival last fall suggested that community was the resolution to chaotic marketing strategies attempting to attract interest from millennials and generation Z, noting that “85 percent of Zs say it is important for brands to create a sense of community (compared to only 79 percent of millennials). Brands that don’t have a community strategy will be left behind.”

The corporate sector is finding that strategic, purpose-driven communities are core to growth, innovation, and sustainability. Associations that evolve from being service providers to becoming community platforms — where members actively co-create value — gain significant competitive advantages.

ASAE’s research reveals that building strong professional relationships (42 percent) and increasing member engagement (30 percent) represent the greatest returns from community investment. Membership growth and retention, information exchange that advances the field, and mission advancement follow closely behind.

From Valuing Community to Operationalizing It

Despite widespread agreement on community’s importance, there’s a significant implementation gap. Half of association executives believe their organizations invest too little in creating community opportunities, and only 30 percent have dedicated staff for community building.

The research identifies several key operational challenges:

• Member time constraints (82 percent cite this as a challenge)
• Limited staff and resources dedicated to community
• Difficulty measuring community impact (86 percent lack ROI metrics)
• Balancing specialized communities with organizational capacity

Strategic Priorities for Community Success

The most effective associations integrate community functions into a cohesive ecosystem rather than treating them as separate operational silos. McKinley's Business Model Innovation report emphasizes community as a core strategic dimension, and this integrated approach enables sustainable growth that strengthens both the organization and the community it serves.

Key priorities should include:

• Making community explicit in strategic planning: 86 percent of executives believe associations would benefit from including community as an explicit component in strategic plans.
• Designing for co-creation: Create simple, accessible ways for members to contribute content, lead events, and mentor peers — members who co-create stay longer and recruit others.
• Leveraging technology thoughtfully: ASAE’s research indicated that 75 percent of associations use social media and 50 percent use online community platforms, but the most successful organizations focus on delivering value across all platforms.
• Balancing staff involvement: The research shows organizations need the right balance — 45 percent cite essential staff leadership while 35 percent focus on administrative support. Partnership models between staff and volunteers tend to be most effective.
• Measuring what matters: Move beyond activity metrics to measure outcomes like retention, professional growth, and mission advancement.

The CEO’s Role in Community Leadership

For CEOs and senior leaders, community building requires vision, not just management. ASAE’s research and McKinley’s recent “Membership Reset” report suggests executives should:

• Position community as a core driver of organizational strategy
• Allocate resources — budget, staff time, and technology
• Track ROI and engagement
• Embed community building into staff culture
• Model community values in their leadership

As one executive noted in their ASAE survey response, “Without staff leadership, engagement would decrease.” Leaders must balance providing structure while allowing for authentic member-driven connections.

Capturing the Community Advantage

While civic and in-person social engagement has generally declined, the desire for meaningful community is clearly thriving in new forms. By strategic integration of community into your association’s core offerings, you can transform into a vibrant platform where members co-create value and meaning, driving retention, innovation, and mission impact. Is your association positioned to leverage this strategic advantage?

For the full research report and strategic guide, visit the ASAE Association Insights Center.