There are many reasons an association might consider restructuring its membership model. A well-planned restructure can help increase revenue, grow membership, respond to member feedback, and adapt to market changes. However, any significant change comes with risks. Raising dues too much or implementing changes that don’t resonate with members could lead to decreased retention or a loss in nondues revenue.

But a membership restructure doesn’t have to be daunting. With thorough preparation—including data analysis, budget modeling, and a strong communications strategy—you can approach the process with confidence, knowing your organization is ready for both implementation and member response.

Step 1: Analyze Internal and External Data

Before developing new membership models, gather and analyze key data to understand both your internal landscape and the broader market. Focus on:

1. Membership trends
Review retention rates by dues category. How many members are in each category? What are the retention rates? Are there any surprising highs or lows? Categories with low retention may be more sensitive to changes, while those with high retention could offer more flexibility.

2. Nondues spending
Assess how much revenue members contribute beyond dues—such as event registrations, sponsorships, subscriptions, donations, and certifications. If dues increase, some members may reduce their nondues spending or choose not to renew at all.

3. Competitive landscape
Benchmark your pricing and structure against similar organizations. Members are often aware of what competitors offer, and significant discrepancies can impact perceptions of value.

4. Market trends
Use industry research to inform your decisions. Community resources like ASAE’s Collaborate platform are excellent tools for learning from peers who have navigated similar changes. Also, look at industry data, such as MGI’s annual Membership Marketing Benchmarking Report or the annual Membership Performance Benchmark Report from iMIS.

Step 2: Develop Your Models

Once you’ve gathered and reviewed your data, it’s time to build your membership models. To prepare for a range of outcomes, develop at least three scenarios:

• best-case scenario: Optimistic projections for retention and revenue
• worst-case scenario: Conservative estimates that account for potential losses
• middle-case scenario: A realistic, balanced projection between the two

Each model should include

• proposed dues levels for each membership category
• projected member behavior – how many members you expect to renew at each level, and how many you anticipate may drop off
• nondues revenue impact – estimate how much revenue from conferences, sponsorships, certifications, and other sources you expect to retain or lose based on changes in membership.

This modeling process helps you understand the financial implications of your restructure and prepares you to make informed decisions. It also gives your leadership team a clear picture of the potential risks and rewards, which is essential for gaining buy-in and planning contingencies.

Step 3: Build a Communications Plan

A thoughtful communications strategy is essential to a successful restructure.

Your plan should include

• key messaging – clearly explain the who, what, when, and why of the restructure
  • Who is affected?
  • What are the benefits?
  • When will changes take effect?
  • Why is the change necessary?
• multiple delivery channels – use email, direct mail, press releases, a dedicated webpage, FAQs, and more to reach your audience
• staff and volunteer training – ensure your team is equipped with talking points and knows how to handle questions or concerns; establish a clear protocol for escalating issues
• personal outreach to VIPs – members facing significant changes may need flexibility—such as payment plans or phased increases—especially if notice is short; be prepared to work with them individually.

In my experience implementing a membership restructure at an association, we had several corporate members we had to work with to increase their dues over a few years to get them to the appropriate dues level. But, because we had the conversation with them at the beginning, and they saw the value, they were willing to pay the dues and continue supporting the association with their nondues revenue contributions as well.

As my brother likes to say, “Proper preparation prevents poor performance.” While you can’t predict every outcome, careful planning and risk analysis will help you navigate your membership restructure with greater ease and confidence.