Relevancy Summit E-Book

Building and Preserving
Association Relevancy
Into the Future
Summit Report
3–4 December 2007

Research Triangle Park, NC
ISA Headquarters
Table of Contents
Introduction
Executive Summary ...........................................................................................................................3
Participating Organizations ...............................................................................................................4
Steering Committee ..........................................................................................................................5
The Planning Process ........................................................................................................................5
Working Groups ................................................................................................................................6
Attracting and Retaining Members/Prospective Members

Under Age 40 and In Under-Represented Groups .....................................................................................8
Defining and Creating Expectations for a Truly Global Organization

and Achieving a Fully Integrated Business ..............................................................................................32
Cultivating Leaders From Within the Volunteer Ranks ...........................................................................49
Ensuring the Success of Individual Membership Organizations for

the Next 100 Years, and Recognizing and Focusing on What
Industry/Government Will Want from Engineers/Scientists in the Future ...........................................66
Special Thanks .............................................................................................................................................81
Appendix A—Sample Leadership Development Survey ........................................................................82
Building and Preserving Association Relevancy Into the Future 2

Executive Summary
On December 3–4, 2007, leaders from fifteen scientific and engineering associations,
representing more than three quarters of a million members, gathered in Research Triangle
Park, North Carolina, to assess and build upon model programs addressing key challenges
faced by the association community today.
The goal of the summit is to develop a valuable resource for the community to
communicate current programs and practices that address these topics, and to create plans
for expanding and further developing existing solutions to benefit additional organizations.
The genesis for the summit was born in the CESSE (Council of Engineering and Scientific
Society Executives) CEO Roundtables, which have been time constrained and intermingled
with additional learning and networking opportunities that prevent executives from fully
focusing on specific problem resolution. With a core group of committed associations, a
stand alone event places emphasis on action and furtherance of inter-society discussions.
The summit gave organizations a chance to propose and implement solutions, share results
with the larger community, and plan for future collaborations.
The summit report summarizes the topical themes and relevant discussion regarding best
practices and proposed solutions. It is imperative that all associations consider what they
could and should be doing to keep their organizations relevant in the future, and this report
serves as a starting point in developing a roadmap for the ongoing journey.
In addition to the dissemination of this valuable information, the summit participants

will continue to communicate the successes and failures of any programs or actionable
items resulting from the summit. The event was the foundation for an ongoing network to
test and evaluate new programs that will allow all organizations to maintain relevancy for
decades to come. Efforts will be made to integrate the summit topics into future meetings
and activities of the Council of Engineering and Scientific Society Executives (CESSE).
More information about CESSE can be found at www.cesse.org

Participating Organizations
Dozens of organizations and individuals were involved in the planning and/or participation
for this relevancy summit. The input and dedication from each organization was invaluable
in assessing the current challenges faced by the scientific and engineering community and
without their expertise and commitment, this report would not be possible.
ACI—American Concrete ASME—American Society of

Institute Mechanical Engineers
Bill Tolley Virgil Carter
AFE—Association For The Automation

Facilities Engineering Federation
Laurence Gration Michael Marlowe
AIChE—American Institute AWMA—Air and

of Chemical Engineers Waste Management
John Sofranko Association
Adrianne Carolla
AIHA—American Industrial
Hygiene Association Estuarine Research Federation
Steven Davis Joy Bartholomew
American ISA—Instrumentation, Systems,

Phytopathological and Automation Society
Society Pat Gouhin
Steve Nelson
PMI—Project Management
ANS—American Nuclear Institute
Society Chuck Lage & John Engman
Harry Bradley
SAME—Society of American
ACSESS—The Alliance Military Engineers
of Crop, Soil and Bob Wolff
Environmental
Science Societies
Ellen Bergfeld SBS—Society for
Biomolecular Sciences
Chris Giordano
ASCE—American Society
of Civil Engineers
Pat Natale Sigma Xi
Linda Meadows
ASM International
Stan Theobald SWE—Society of
Women Engineers
Betty Shanahan

Steering Committee
Virgil Carter—Executive Director, ASME
Chris Giordano—Executive Director, SBS
Pat Gouhin—Executive Director, ISA
Pat Natale—Executive Director, ASCE
John Sofranko—Executive Director, AIChE
Stan Theobald—Executive Director, ASM International
Bill Tolley—Executive Director, ACI
The Planning Process

In late 2006, a steering committee was assembled to coordinate efforts and develop a
prioritized summit program focused on pressing challenges. By April 2007, a general
agenda had been developed and an invitation to participate was sent to the larger scientific
and engineering community through a CESSE list serve. Utilizing input from past CESSE
CEO Roundtables, the steering committee analyzed challenges that had been previously
identified by the community and examined additional trends and concerns. A short ballot
was prepared and further analyzed during the summer of 2007, leading to the identification
of a meaningful number of relevant topics that could be discussed in depth.
In August 2007, the committee solicited model presentations from the CESSE community
on effective programs that had been established and implemented to meet the following
challenges:
• Attracting and retaining members/prospective members under age 40 and in
under-represented groups
• Obtaining, and maintaining the energy of, volunteers focused on new activities,
sunset existing activities, or responding to emerging cross-boundary technological
developments
• Defining and creating expectations for a truly global organization
• Achieving a fully integrated business, eliminating silo mentality and activity
• Cultivating leaders from within the volunteer ranks
• Competing with billion dollar publishers and responding to new business models
from “print publisher” to “data warehouse and media-independent delivery of
products”
• Ensuring success of individual membership organizations for the next 100 years
• Recognizing and focusing on what industry/government will want out of
engineers/scientists in the future

The original intention of the summit was to assemble a working group for each breakout
session and hold documented working meetings to develop proposed solutions (beta
programs) focused on the identified themes. Available resources and interest forced a
modification to the plan, however. Ideally, each “problem” would have a roughed out
“solution” that would be “owned” by one of the participating organizations. The discussion
during the summit was engaging and necessary, but fell short of realizing organizational
commitment. This will be a priority for future meetings.
Based on organizational strengths, weaknesses, culture, size, risk tolerance, and other factors,
each organization should consider which solutions are right for them to implement as a
beta program. While it is hoped that all or most of the thematic areas will be of interest to all
organizations, we can all mitigate risk if we strategically pick and choose which areas are most
critical for us at the present time and where we are willing to implement beta programs.
We ask that readers who feel compelled to begin a journey based upon the challenges
and thoughts presented in this document communicate with the association community
through CESSE to showcase their efforts and present their lessons learned so that others
may benefit from their efforts. We will make an effort to solicit beta program “owners” and
request that each volunteering association monitor progress and submit a status report
and lessons learned section to all other associations so we can learn from each other and
identify appropriate programs for each of our organizations to implement.

Working Groups
Seven organizations offered model presentations on six of the eight predetermined topics.
Based on estimated attendance and a prioritized level of interest, the steering committee
tabled two of the topics until a later date. The tabled topics were:
• Obtaining, and maintaining the energy of, volunteers whose work is directed
at new activities, sunset existing activities, or responding to emerging cross-
boundary technological developments
• Competition with billion dollar publishers, and responding to new business
models from “print publisher” to “data warehouse and media-independent
delivery of products”
Attendees at the summit also decided to consolidate similar topics, so

• Defining and creating expectations for a truly global organization
and
• Achieving a fully integrated business, eliminating silo mentality and activity
were merged into one working group, as were
• Ensuring the success of individual membership organizations for the next 100 years
and
• Recognizing and focusing on what industry/government will want out of
engineers/scientists in the future
This left us with four working groups to conduct breakout sessions under the topical
headings listed below.
• Attracting and retaining members/prospective members under age 40 and in
under-represented groups
• Defining and creating expectations for a truly global organization, and achieving a
fully integrated business
• Cultivating leaders from within the volunteer ranks
• Ensuring the success of individual membership organizations for the next 100
years, and focusing on what industry/government will want out of engineers/
scientists in the future
After all model presentations were given, three concurrent breakout sessions were
conducted in the afternoon session on the first day. During the morning of the second day,
based on popular demand, the participants collectively tackled the “Attracting and retaining
members/prospective members under age 40 and in under-represented groups” challenge,
as this topic was seen as the most pressing by the group.
The model presentations from each organization are presented below, along with a
summary of the discussion that took place in the working groups.
Attracting and Retaining
Members/Prospective Members
Under Age 40 and In
Under-Represented Groups
All organizations agreed that a key challenge we face as

a collective group is attracting and retaining members
and prospective members under the age of 40 and in
under-represented groups. Patrick Natale, P.E., F.ASCE,
CAE, Executive Director of the American Society of Civil
Engineers, and Betty Shanahan of the Society of Women
Engineers gave the following presentations focused on
solving this important challenge.
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T he attendees, serving as a working group for this issue, identified the relevance
of recent efforts by the American Society of Association Executives (ASAE) and
their publication “The Decision to Join.” More information on this publication and
ASAE can be found at: http://www.asaecenter.org/Marketplace/BookstoreDetail.
cfm?ItemNumber=26918. The description for the book states:
“The latest research publication from ASAE & The Center, The Decision to Join: How
Individuals Determine Value and Why They Choose to Belong, mines the motivations of
nearly 17,000 individuals to give you insights that lead to a true competitive advantage.
From membership marketing to strategic planning, The Decision to Join influences every
aspect of your organization. Break through any doubt about why people belong to
any association. You’ll never look at membership the same way again. You’ll gain more
confidence that your organization’s value is positioned to appeal to what really matters.
(2007, 126 pages, ISBN 9780880342865)”
The next volume in the series is The Decision to Volunteer, which will examine why some
individuals volunteer with organizations and why others don’t. Decision to Volunteer is
expected to be released at ASAE & The Center’s 2008 Annual Meeting & Exposition, August
16–19 in San Diego.
The group identified that some associations provide the majority of member value from a
localized section level and others provide it from a more global, headquarters perspective.
For SWE, providing members with an alternative to isolation is a key value of membership.
It is important to identify the right kind of communications, and the group agreed that
simply creating more communications is not the answer. Younger members create and
maintain relationships through virtual interactions. SWE is launching virtual communities
to support the members in the Millennial generation (age 26 and under) who expect to
have virtual access to their organization’s leadership and fellow members. ASCE referenced
their Presidential Blog that has been well received and advised that each organization
monitor their potential web traffic by subscribing to the popular Google Alerts service.
Google Alerts are e-mail updates of the latest relevant Google results (web, news, etc.)
based on your choice of query or topic. Example uses of Google Alerts include monitoring
a developing news story, keeping current on a competitor or industry, or getting the latest
on an association event or activity. More information about Google Alerts, including how to
subscribe to the service, can be found at http://www.google.com/alerts.
ASCE’s presentation also pointed out the importance of identifying and cultivating
“evangelists” to spread the word about your organization. For example, to attract students, a
close tie to academic community must be made with attention paid to the recognition and
motivation of faculty that serve as advisors to the students. The faculty advisors must be
cultivated and recognized and ASCE offers an annual workshop for faculty for this purpose.

In recent years, ASCE cut student dues and went from 5,000 student members to over
25,000. Although initially this meant they had to make up the lost revenue of $140,000
(student dues were $20), they have found this tactic to be effective in attracting more of
tomorrow’s leaders. ASCE is also working on redeploying their web site to focus on engaging
students in ASCE activities. It is estimated that this overhaul will be an approximately $3
million investment. They have already moved to exclusively on-line student applications
and delivery of products, increasing efficiency and reducing costs.
ASCE’s Board recently made further improving student transition into full membership one
of the Society’s six strategic initiatives, further emphasizing the importance of this issue to
the organization.
Reaching the Next Generation: Effective Communication and Programming
In order to attract and maintain the next generation of leaders into our societies, it will be
imperative to understand the general characteristics of their generation, referred to as the
millennial generation. We must study their values, find out how they differ and how they are
similar to previous generations, and find out what they want out of a professional affiliation.
We need to understand how they interact, both formally and informally, and how they
communicate and dialogue. What type of interactive models can we provide that mirror the
way the younger generation interacts now?
A reference was made to a white paper prepared by Deloitte Consulting titled “Who Are the
Millennials—a.k.a. Generation Y?” For additional information on this paper, contact:
Leah A. Reynolds
National Practice Leader, Generational Change and Total Rewards Communication
Deloitte Consulting LLP
313-396-3107
leahreynolds@deloitte.com
Concern was raised over an apparent lack of support from employers to allow younger members to
participate in activities. Associations must find out how companies can reconstruct themselves to
adapt to the needs of younger members and communicate this through corporate channels.
With the millennial generation, the first task will be to present them with value that the
association can provide to them but then it will be necessary to engage them in other activities.
They are pros at multi-tasking and will take advantage of what they need, when they need it, but
have little patience for anything less. They want to know what resources are available to them for
employment and growth, this is an opportunity for associations to step up and meet the need.

The younger generation likes fun activities, and many organizations are finding ways to
capture their attention through innovative events. ISA discussed their recent activities in
hosting a networking party for Young Automation Professionals referred to as YAPFEST.
In conjunction with their annual meeting and exposition, they hosted a two hour party
including food, beer, a rock band, give-a-ways and networking with professionals. It has
now been conducted on three different occasions and draws in several hundred people, all
under the age of 30. It has recently been expanded internationally (Denmark) with equal
success in bringing a new energy into Society activities.
Engineers Without Borders was identified as a good way to encourage engineers to participate
in projects around the world, and as a good source for young engineers. Engineers Without
Borders–USA (EWB-USA) is a non-profit humanitarian organization established to partner with
developing communities worldwide in order to improve their quality of life. This partnership
involves the implementation of sustainable engineering projects, and, appealing to the
millennial generation, focuses on training internationally responsible engineers and engineering
students. More information on EWB-USA can be found at: http://www.ewb-usa.org.
ASCE recently entered into an affiliation with EWB-USA and is providing a number of
association management services to EWB-USA to support its ongoing operations. EWB-USA
is seeking this and other kinds of support for its mission from the non-profit community.
Millennials love mentoring students. The idea of putting students together with mentors
can be a meaningful engagement, although concerns may arise regarding matching the
right mentor with the right student or younger member. One main challenge is to get
leaders to help mentor the younger generation.
We must investigate new ways to reach the younger audience, in a world where pod casts
and speed dating are regular activities. How can we provide information in a format that
is available to the younger generation, so that they can access it whenever they need to,
whenever they can? The group agreed that we need to find out how they want to participate,
and let them participate in their own way. If we can not serve them and keep them engaged,
they will move on to find more fulfilling affiliations.
Tapping Motivation: Understanding Career Motivations and Goals

of the Next Generation
The group also discussed the importance of understanding why students and other young
professionals choose their professions. It’s important to understand where this audience
comes from, and where they want to go, so that we can make a better connection to the
value provided by a professional organization.

It will be important for associations to provide a mechanism to engage early career
professionals with leaders of industry. At the same time, associations must increase their
relevance to corporate executives by cultivating a relationship where the association is seen as
a partner and a solution provider to the industry. In building this relationship, we must focus
on the future projected employment needs of the company and the deficiencies identified in
the current workforce to build programs to bridge the skills and knowledge gap.
The idea of presenting a career roadmap was discussed. A career roadmap would showcase
the opportunities available to professionals through professional organizations at every
stage in their careers. This roadmap would highlight the products and services of the
organization along with other resources and intangible benefits that might come with
networking and leadership opportunities. The analogy was made to having an “agent” and
how an association can help an individual’s career progress if that member takes advantage
of what the association has to offer.
It will be important recognize the achievements of early career professionals and students
and keep them engaged with the association. The association should also work to make sure
they are recognized for their achievements with their employers.
Beyond Dues: Engaging the Younger Generation in a Meaningful Way
In an effort of collaboration, engineering and scientific societies should take inventory of

messages and positions that have been developed and distributed to encourage younger
generations (or women and minorities) to join society activities. We must come up with
an on target positive message as to why younger generations or under-represented groups
should join our societies. Is the message that we are sending out right now attracting them?
Reference was made to research funded by the National Science Foundation (NSF) and
carried out by a committee of the National Academy of Engineering (NAE). The final report
of the research was titled “Because Dreams Need Doing: New Messages for Enhancing
Public Understanding of Engineering,” and it was published in January 2007.
Associations face the challenge of dealing with transition in the work force. How will we deal
with losing retirees with experience, as we gain younger degreed professionals and younger
PhDs? Is the new generation going to volunteer in the same way as our seasoned volunteers
have? What are some ways in which younger generations volunteer? How can we find out what
they are willing to do? As an association, should we consider shifting the way we do business to
suit the level of volunteerism of younger generations or under-represented groups?

Special Circumstances: Dealing with the Unique Needs of Today’s Members
The millennials are a generation that does not know how to exist without technology.
Multitasking is all they know and we have a short window of time in which to capture their
attention, hence the popularity of the internet, pod casts, and text messaging. If we don’t
stimulate thought and interest, they will move on, perhaps never to return.
Partnerships with younger professionals and under-represented groups may present a

new form of networking that has considerable value to the millennials. These partnering
opportunities should not be limited to activities within an association but should involve
multiple professional societies—extended networks beyond what we currently have been
able to realize. While we once thought of certain groups as competitors, we should now
examine the potential of having them as partners. How can we share and build alliances
with other societies? Is it viable to establish joint dues programs where an individual
can join one or more organizations through one payment? This is a way for the younger
generation to experience and benefit from multiple groups. This line of thinking led to a
discussion on the role of members and examining what a professional organization might
look like that did not have members. Would their ongoing ability to provide solutions to the
marketplace be inhibited? The group concluded that while it is complex, it may be possible
to serve the market and the professionals within it without requiring membership or
without paying dues.
The group also discussed the policy of waiving or reducing dues for unemployed members.
Should societies continue to provide training as a solution for those who are unemployed?
Do we run the risk of undervaluing our membership societies if we waive dues? Is someone
who makes a sacrifice (paying dues) a “better” contributor/member then someone
who does not? Research has shown that engagement is a substantial factor correlating
to retention rates. The more active the member, the more likely they are to renew their
membership.

Defining and Creating
Expectations for a Truly Global
Organization and Achieving a
Fully Integrated Business
Creating an effective and truly global organization requires

a consistent strategy and a deep understanding of what a
global organization actually is, what it takes to get there, and
what an organization can expect to encounter along the way.
Globalization is one of the most important business models
an association can consider, and achieving a fully integrated
business is an additional model that many organizations
struggle with today. Removing silo mentalities and activities is
a challenge in many organizations because of the models that
we’ve used to operate our societies in the past, and because
of natural separation between products, services, and staff.
John D. Engman, Director of Organization Markets at the

Project Management Institute, delivered a presentation
about PMI’s global initiatives and strategies, and Chuck Lage
of PMI gave a presentation on removing the silo mentality
from business operations using a balanced scorecard
methodology.
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Developing a Global Strategy: Asking the Right Questions, Identifying the
Right Metrics, and Defining Success
The globalization presentation given by John Engman of PMI gave the group some background
on the organization so that it could better understand its globalization plans, experience, and
advice. PMI’s governance structure includes a board of directors with seven directors from the
US and nine directors from four additional regions of the world. The headquarters office is
known around the world as the Global Operations Center, and their official language is English,
but they have advocacy offices with modest staff in multiple locations around the world.
PMI’s focus is shifting from individuals to organizations, and they’re currently working to
bring several separately incorporated entities together. Their organizational business model
stresses a pricing model based on value first, rather than cost.
PMI recommended that an association considering globalization begin with a series of

internal questions to help develop strategy. Questions could include: What do you want to
do when globalizing? What does it mean to be global? What is your motivation for going
global? Who are your current/potential members (individual and/or company)? Who are
your current/potential association and industry partners and what are their strategies?
Engman also stressed the importance of studying the impact of NOT going global. Can an
organization afford to “stay American?” Credibility outside of North America must also be
studied, and depending upon the industry or profession and the targeted international
opportunities, the United States stigma could be positive or negative.
There are numerous alternatives for global structures that must be paired with the
organization’s motivation for going global and the metrics that will be used to determine
success. There is not a one size fits all model. Important questions about global structure
include: Will there be chapters/sections locally and what governance/authority/business
acumen will be expected of them? Who will look at opportunities for affiliation, not only
with like organizations but other synergistic entities?
The approach that an organization follows should include identifying target countries
and determining an estimated level of effort that will be deployed. The number of current
members in the country should be known along with future estimates and anticipated
growth rates. Remember, there are infrastructure challenges to overcome, along with legal
issues, currency exchange rates, finances, tax implications, and on and on. Based on the
answers to all of these questions, the association can determine what success looks like
for their particular situation. There will most likely be different measures of success for
different countries/regions, even within the same organization’s global strategy. Business
plans for each region should be developed and implemented.

How Global is Global: What Does “Going Global” Really Mean?
It was reported that 70% of membership organizations are headquartered in the US.
So, what does it mean to be global? Is providing services such as education and training
enough, or do we need to maintain membership around the world? Are organizations
prepared to service members around the world with a competitive model? Will your
organization have employees in other countries or will you franchise your operations?
An additional consideration in this area is the organization’s governance structure. As

American-based associations begin to make international inroads, the US face of the staff
can become an issue if not managed properly. An association should consider their staff
diversification planning hand-in-hand with international growth so that culture differences
are understood, accepted, and incorporated into future plans. Lessons can be learned from
for-profit multinationals that have overcome many of these hurdles and implemented
centralized and decentralized approaches to staffing and offices. An organization becomes
truly global when it does not need staff with an “international” title and the global
operations center can handle members from around the world in their native tongue and
consistent with native customs.
Complexity Reigns: Opportunities and Challenges in a Global Organization
As activities become more complex and involve more people and more components,
project management becomes a necessary skill. Organizations must also look at modifying
products to meet cultural expectations, including language barriers. Can an association
afford to say that English is the only language in which they conduct business? With what
frequency must organizations hold meetings outside of their “home” country and how
will they handle logistics and manage expenses? Can associations partner with local
“sister” organizations in particular countries that can serve as a go-between to foster
communications and build collective synergy in the market?
One of the main benefits of globalization is its ability to broaden access to the best talent
and resources. This allows for the establishment of a top-notch network to facilitate
knowledge creation and dissemination like never before. Members can access other
members and content that would otherwise not be available to them, causing a “pull” rather
than a “push” for the professional society. Affiliating with other organizations can be an
effective way to quickly build content and network.

There are also many significant challenges encountered when trying to localize products
and services in a foreign land. Interrelated regional organizations can help, but language
barriers must be effectively countered. The technology behind translation sites and
translation software does not appear to be mature enough at present to catch nuances that
can be very dangerous when overlooked or misinterpreted.
Global vs. International: What’s the Difference?
The group discussed significant differences between global and international organizations.
Consensus was that “international” meant between companies while “global” referred to
around the world. PMI was referenced as an organization with members doing work around
the world and having globally developed standards and stringent activities with worldwide
involvement. It was pointed out that simply delivering services in another language is not
globalization, and that we need to be sensitive to Americanizing the world and bringing
America to other places is not what true globalization is about. Changing minute details of
products and services based on the country in question is not getting the job done, and we
must fundamentally understand that we can learn from other countries and other cultures and
that we have a responsibility to open up two-way communication and delivery channels.
When an organization is truly global, the location of the headquarters should be irrelevant.
Some noted a distinct difference in the globalization of science versus the globalization of
engineering, and pointed out the differences in terminology and education techniques. Others
felt that running an association is the same, regardless of the product that members deliver.
Differences in cultures will also play a role in the types of structures organizations choose
to create in different regions of the world. For example, China does not have “membership
organizations,” because the major driver for the Chinese culture is community. Culture within
a profession has more commonalities. The needs and wants of the professional are similar in
different countries, but must be approached in different ways based on the culture.
The association trinity of purpose is knowledge, community, and advocacy. The group felt
that credibility must be added as another dimension. The group discussed the importance
of local chapters/sections in other countries to an organization’s global credibility. Some
associations have seen success with a mixed model, maintaining chapters in some places
with affiliates in others. Currency is generally handled in US dollars, despite the location of
the affiliate or section, due to tax implications.
Professional associations may also become a union by law in some countries.

Responsibilities and liabilities for a union are very different and must be understood in

advance. The influential role of the government should be understood in any foreign land
and organizations need to be prepared to deal with the expected bribes that are common
practice in many lands.
As an example of handling chapters in other countries, PMI explained that they collect
money from all chapters, and chapters get grants to hold meetings in their respective
countries. The chapters must be incorporated locally in order to hold a meeting, which is
accomplished with an MOU focused on allowable activities, financial instructions, etc. PMI
then rebates the chapter dues back to the chapter for various programming initiatives. The
group discussed the added value of international credit cards, which help with currency
conversion and payment options. It was noted, however, that many outside of the US do not
hold international credit cards.
As far as global offices are concerned, it was noted that board members often want global
offices in their backyard and around the world, but that is not feasible for any organization.
Each association must carefully evaluate their ability to afford globalization. Many
factors come into play, including the organization’s stomach for change, persistence, and
dedication, along with the direction that the industry they represent is going.

Cultivating Leaders From Within
the Volunteer Ranks
As members of many organizations retire, and the industry

struggles to find younger professionals to take their places,
the volunteer culture at many organizations will take a
serious hit. It will become crucial for organizations to learn
how to cultivate not only volunteers, but true leaders who
can inspire the next generation and lead their organizations
into the future. SAME’s Bob Wolff and AIHA’s Steven Davis
gave presentations on this important topic.
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B uilding on the model presentations of SAME’s Bob Wolff and AIHA’s Steven Davis,
the working group discussed the challenge of the graying of the profession and
the declining leadership pool.
Jeffrey Cufaude of www.ideaarchitects.org put together a leadership training program with

AIHA to build the leadership skills of members engaged in association activities. The program is
held at Hamburger U outside of Chicago, and AIHA invests $75,000 every other year to provide
this leadership opportunity to 40 leaders who are selected from a rigorous application process.
AIHA staff spends approximately 400 hours per year coordinating and planning the leadership
institute event that last 2 ½ days. Since the program runs every other year, AIHA is planning to
develop a 1 ½ day program for graduates to take during an off year.
AIHA has focused on students and early career professionals, and this activity has led to 3
of 16 Board of Director slots being allocated to the young leaders. The program has been
very successful, and they are now pursuing corporate sponsorship to continue the program.
The training is not unique to AIHA and has a program focusing on four main elements: 1)
Interpersonal perspective 2) Organizational perspective 3) Collaborative teamwork efforts
and 4) Managing your future.
While AIHA and SAME have developed programs, and others have similar activity
underway, it was felt that this might be a real opportunity for synergy and collaboration
between organizations and potentially even open up a new business model for CESSE.
The working group felt that based upon recent studies of the millennial generation, we need
to build causes around advocacy and find ways to include current students in training and
education opportunities, thus increasing the likelihood of a life-long commitment to the
society. It was also noted that working up the ladder to a leadership role is not of interest to
the millennial generation, and we must figure out how to overcome this challenge.
Mentoring is an effective training mechanism and offers a long term network, so the group
felt that organizations should seek a balance between students/early career professionals
and industry leaders. Early- and mid-career specialized opportunities are needed, with a
combination of lectures on career development and roundtable follow-up discussions.
Past successes have been realized by using peers and volunteers to conduct training along
with academia and consultants. Minorities should be emphasized and education should
bring together diverse cultures and backgrounds to provide an adequate appreciation for
the challenges faced by any multinational corporation or international society. Affiliation
with a well known university would also add prestige to such a program. A 3-year Kellogg
program was referenced that might provide guidance for developing an association
leadership program that addresses diversity.

It was noted that associations often provide training on governance but leaders go away
with no enhanced leadership skills. A leadership institute should be focused on developing
leaders, and learning should not be limited to understanding how the association operates.
While an understanding of the association is an important component, it may best be
handled through another training opportunity or added on as a distinct but separate
component of a leadership institute.
Many organizations may have a centralized headquarters location that would be ideal for a
training institute, while also allowing for efficiencies in cost. McDonald’s Hamburger U was
also proposed as an ideal venue with a great set up.
In 1983, McDonald’s invested $40 million in Hamburger University, a 130,000-square foot

facility on an 80-acre campus located at McDonald’s Corporate Offices in Oak Brook, IL.
This industry-leading facility includes:
• 13 teaching rooms
• 300-seat auditorium
• 12 interactive education team rooms
• 3 kitchen labs
• State-of-the-art service training labs
Today in the U.S., there are 22 regional training teams and additional HAMBURGER
UNIVERSITY campuses in Sydney, Munich, London, Tokyo, Hong Kong and Brazil. All
apply Hamburger University’s Global Learning Approach, which allows training materials
and tools to be integrated into different languages and cultures. More information on
Hamburger U can be found at: http://www.mcdonalds.com/corp/career/hamburger_
university/our_facility.html
For the AIHA program, personalized invitations and a formal application process lend to
the overall credibility of the program. Costs may be subsidized by sections, employers, or
corporate sponsorships.
Pre-event materials help set the stage and webinars are effective in providing a fundamental
knowledge base to build on in a face-to-face setting, which emphasizes the networking
component. As part of a distance learning program, archived seminars can also be
incorporated into a reference library. An electronic component of the training also allows
more international participation where time zones might be an inhibitor or where language
comprehension takes more time than in a real-time lecture.
The working group felt that a joint effort had great potential and that the first step would
be to conduct a brief survey, allowing for an inventory of current programs to be created.

It may be feasible for CESSE to take the lead in putting together a joint training institute
where each society could determine how many slots they would utilize and how they would
determine which members to send. While no business case was analyzed on site, it was felt
that the potential might exist through a combined effort to assemble a better program at a
lesser cost than any one organization could manage alone.
The working group encourages CESSE to consider sending out the sample survey found in
Appendix A and to discuss the potential for coordinating such a program.

Ensuring the Success of Individual
Membership Organizations for the
Next 100 Years, and Recognizing
and Focusing on What Industry/
Government Will Want from
Engineers/Scientists in the Future
Times change, and individual membership societies may

need to adapt to changing times in order to maintain
relevancy for the future. In addition, associations may
benefit from a renewed recognition and focus on what the
industry and the government will require of engineers and
scientists in the future. With a strong strategy, associations
can re-position themselves to better address the problems
and challenges of the future. ASME’s Virgil Carter and
SAME’s Bob Wolff gave model presentations about
activities and initiatives in this important area.
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B uilding on the model presentations, the working group discussed the challenge of
maintaining relevancy and meeting constituent needs for the next 100 years.
This Isn’t Your Parents’ Organization: Challenges to the Value Proposition

We’ve Built
The group discussed the fact that traditional association assets fall into three categories:
knowledge, community, and advocacy. Association knowledge assets are being challenged
by Internet resources like Google, wikis, blogs, etc. Community assets are being challenged
by Facebook, Myspace, YouTube, etc. Advocacy assets are being challenged by numerous
Internet coalitions and technologies.
It is becoming more and more of a virtual world and associations may benefit from re-
orienting their assets—knowledge, community, and advocacy—for greater value through
virtual access. Associations are challenged to keep pace with new communication and
social networking tools which appeal to the different generations—Boomers, X, and Y
(Millennials)—as prime participants in the workforce change.
Another challenge for a successful future for associations is to sort out how to successfully
address the conflicting, often competitive reasons for joining. ASAE’s “Decision to
Join” research project identified that the two leading reasons volunteers join and retain
membership are: 1) support of individual personal interests; 2) support of a “higher
purpose”. These two purposes can easily become competitive for association resources
and capacities. An association value proposition that is durable in the future may have to
carefully consider and address both of these reasons for joining.
Future organizational focus and purpose may also be challenged to harmonize the
“profession” vs. the “professionals” in the organization, i.e., “engineering” vs. “engineers.”
This may lead to review of the membership model, examining differing value propositions
for individuals, organizations, and other distinct members and customer groups
One way to address challenges to the value proposition is for associations to make decisions
based on sound data. This can be achieved through more skilled marketing research and
analysis, identifying and segmenting the “voice of the customer” in the key member and
customer markets served (or desired to be served) by the association. Future association
strategy and definitions of success may be more successful when based on sound market-
oriented data.

Gen X and Y (Millennials) Boomers: Who Are These People?
It is generally recognized that there are substantial cultural and age differences among
association members and customers. Rather than thinking of members and customers
as a unified, homogeneous group, successful associations in the future may be those
that recognize and address these cultural and age differences. While there are similarities
among the various generations, there are clearly unique differences in the expectations and
needs of the generations. These characteristics deserve more study and understanding,
incorporating results into ongoing planning, operations, and governance.
For example, it has been suggested that during the career of a Baby Boomer, their first
priority is to the profession (career development), their second priority is to family and
personal satisfaction, and association participation falls to third for active members and
even lower for non-active members or non-members. As the Millennial generation enters
the workforce, it is expected that the first and second priorities may be swapped while still
leaving the associations in third place. However, because of the inversion of the first two,
the expectation from the third priority may be different than in the past.
The X and Y (or Millennial) generations may have less available time, less discretionary
resources, and less desire for extended volunteer careers and leadership ladders than their
Baby Boomer predecessors. Thus associations may need to change their membership and
leadership opportunities to allow emerging generations to “drop in” and “drop out” or
lead specific time-limited tasks as their interest and available resources allow. It is unclear
if the “drop in-drop out” pattern is generational or age-based. Regardless, it seems that
the younger members and customers have substantially different expectations for their
relationship and participation in associations.
Stiff Competition: Fighting for the Same Market Share
Associations appear to face ever stiffer competition for participation and resources.
Examples of competition include reduced time and resources of younger members
and customers as well as external competition from the Internet and from for-profit
organizations (FPO) striving to replicate traditional association programs, services, and
revenue. To respond, associations may need to refine their innovation and governance
models in order to become more nimble and diversified. New models of innovation and
governance may be needed that more effectively address both short term issues (wants)
and long term vision (needs). Traditionally, it has been difficult for associations and
volunteers to focus on long term goals and objectives. It has also been challenging for

many associations to have an effective portfolio management model, with consistent new
program and service development, and with annual retirement of programs and services
that have lost value.
Associations may struggle to maintain unique reasons for existence, while satisfying diverse
member wants, causing a tension for the “right” balance of diversification in new offerings
for prospect markets and continued offerings for existing constituencies. This may place an
increased emphasis on the importance of market analysis for decision-making.
Active portfolio management, based on voice of the customer, may better enable
associations to assess existing programs, products and services, while making decisions on
innovation and new program, product and service development. Associations may also find
that greater attention to change management leadership may be essential, as the pressure
for change—cultural, demographic, technical, and economic—may continue at ever
increasing rates.
Just as in our for-profit counterparts, the business model behind association strategy and
operations may determine the long term viability and health of the organization. The old
association credo may still be true: “no margin, no mission.” Non-dues revenue streams
may be expected to become a much more essential measure of association success than in
the past, particularly if/as member dues-revenues decreases.
Some associations are beginning to report that rather than pay dues, lapsed and non-
members prefer to pay full “retail” prices for programs and products that clearly offer
value to their individual needs. As a result, some organizations may move to unbundling
traditional member-only benefits, allowing members and customers to pay for what they
want or how much they use on an a la carte, “retail” basis. While membership count has
always been a significant measure of association success, membership numbers and dues
revenues may deserve reconsideration, if the limited participation, personal benefits
orientation of the X and Y (Millennial) generations continues to be the norm. This situation
is magnified if employer support of dues continues to be minimized. In such situations,
“membership” may be less of a successful business model and sales of association valued
products may become more and more of a key performance indicator and resource for
future association success.

Conclusions: Success in the Next 100 Years
Competition for available time and resources may continue to be a problem to the extent
that personal, employer, and family demands on individuals discourage membership
participation in associations. It may become critical for associations to structure volunteer
opportunities around available time with realistic expectations communicated and
committed to in advance. It may also be even more important for future association success
to recognize that there are finite limits to volunteer time and involvement. Successful
associations, in the future, may be those that have improved and more effective volunteer-
staff partnerships, which minimize duplication and redundancy of important competencies
and necessary work efforts.
Leadership opportunities for young members may need to be reviewed and modified.
Young members, seeking leadership opportunities, may need new opportunity models, with
real authority and responsibility. These new leadership models may require training and
education, including mentoring and leadership development. The early-career members
may benefit from rethinking the definition of a “membership organization” and aligning it
with their professional needs and personal interests.
The issue of “membership benefits” deserves renewed consideration. For example, are
similar benefits open to non-members? What is the impact of members who come and
go as they desire? Can an individual be a volunteer for a day and then disappear for a year
before desiring to become a volunteer again for a week-long educational opportunity? We
may wish to rethink the value and definition of a member for a successful future.
For a successful future, associations may need to improve forward-looking processes

in order to better see and prepare for future opportunities and threats. If the world
is constantly changing—knowledge, communications, advocacy, technology, global-
economics—associations cannot have status-quo strategic and operational processes.
Forward looking processes such as environmental scanning, competitive intelligence,
continuous improvement, continuous strategic thinking, etc., may be essential in order for
associations to be innovative and entrepreneurial—to accommodate the need to quickly
and efficiently respond to opportunities or threats. Association governance structures may
need review in order to support this approach to innovation and continuous improvement.
More emphasis than ever may need to be placed on forecasting the future and the
opportunities for renewed association relevancy.
To keep pace with the rapidly changing virtual world, organizations may consider Web 2.0
paradigms to support members and customers in their quest to enhance personal and
corporate knowledge and community. This can be done through establishing new sources
for knowledge creation and access, communities for networking as well as advocacy efforts.

It remains to be seen how employers (academic, industry, or government) may support
employees’ participation in associations. At present, we have seen a declining level
of support from employers due to lack of perceived value. This contributes to limited
young member participation in addition to the declining participation of mid- and late-
career professionals. Can employer support for associations be increased? Associations,
concerned about members, dues and non-dues revenues may need to re-consider the
value proposition they offer to employers, as a means for employers to support increased
employee participation.
Are there new approaches to “membership”? Should an association provide service

to a community of practice without regard to individual membership status? Just how
important will the numerical count of dues-paying individual members be in the future?
Will employer or other interest group “corporate” memberships provide a means for
increased association support for larger numbers of volunteers? Are the thousands of free
“memberships” on Myspace, Face Book, etc., a model for future associations? Feedback
from the constituent base is an important ongoing process and must be efficiently utilized.
At the same time, associations should carefully study the emerging “membership” models in
a variety of virtual and real world settings to ensure that the future association membership
model remains relevant and viable.
If existing associations cannot identify and/or change to meet needs, new associations
and for-profit organizations may emerge. This may further stretch available resources and
decrease the relevancy of the existing organization.
Finally, partnerships, alliances and mergers provide opportunities for member-facing

and service-facing collaboration and greater efficiencies among professional associations
that may benefit members and customers. These opportunities may deserve aggressive
efforts to form mutually beneficial relationships that will increase association value in the
marketplace. To accomplish this, associations may need to develop forward-looking data-
based processes as a core competency of their business model. Governance structures may
also need to understand and respond to generational differences and establish a long term
vision for the organization, allowing a level of authority and responsibility to be transferred
from the previous generation to the next.

Special Thanks
Each working group was assigned a secretary/recorder from the ISA staff, who participated
in the discussions and organized the final content for this report. Special thanks to:
Kristy Becker
Laura Crumpler
Rodney Jones
Mike Marlowe
Logistical arrangements were also provided by ISA staff:

Debbie Eby
Loretta Floyd
Kim Gordley
Production of this publication was completed by ISA staff:

Jennifer Infantino
Colleen Casper

Appendix A
Sample Leadership Development Survey

Our intent is to understand the best practices of associations and societies for development
of future volunteer leaders.
Training for future leaders may include developing skills in human resources, budgeting,
team work, cultural sensitivity, etc. The focus is on general leadership and not organization
specific operations.
1. Does your society provide leadership training?
2. If so, describe: _________________________________________________________
3. If not, why not:

a. No time ❑
b. No resources ❑
c. No perceived value ❑
d. Other? ❑ __________________________________________________________
4. Frequency of training: __________________________________________________
5. Duration of training event: ______________________________________________
6. Total participants (annually): ____________________________________________
7. Budget (annual): _______________________________________________________
8. Format: ❑ Distance Learning ❑ Face-to-Face ❑ Other
9. Facilitation: ❑ Professional ❑ Staff led ❑ Volunteer led
10. How do you acknowledge participation?

a. Certificate ❑
b. Letter to employer ❑
c. Other ❑
11. How do you measure success? ___________________________________________
12. Would you be interested in participating in a general leadership institute you’re

your members could attend? ❑ Yes ❑ No
13. Information on your organization:

Organization Name: ____________________________________________________
Person completing survey: ______________________________________________
Position: ______________________________________________________________
Phone: ________________________________________________________________
E-mail: _______________________________________________________________

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Building and Preserving

3–4 December 2007

Attracting and Retaining Members/Prospective Members

Defining and Creating Expectations for a Truly Global Organization

Cultivating Leaders From Within the Volunteer Ranks ...........................................................................49

Ensuring the Success of Individual Membership Organizations for

Special Thanks .............................................................................................................................................81

Appendix A—Sample Leadership Development Survey ........................................................................82

Building and Preserving Association Relevancy Into the Future 2

In addition to the dissemination of this valuable information, the summit participants

Building and Preserving Association Relevancy Into the Future 3

ACI—American Concrete ASME—American Society of

AFE—Association For The Automation

AIChE—American Institute AWMA—Air and

American ISA—Instrumentation, Systems,

Building and Preserving Association Relevancy Into the Future 4

The Planning Process

Building and Preserving Association Relevancy Into the Future 5

Building and Preserving Association Relevancy Into the Future 6

Attendees at the summit also decided to consolidate similar topics, so

were merged into one working group, as were

All organizations agreed that a key challenge we face as

Building and Preserving Association Relevancy Into the Future 9

Building and Preserving Association Relevancy Into the Future 10

Building and Preserving Association Relevancy Into the Future 11

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Building and Preserving Association Relevancy Into the Future 15

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Building and Preserving Association Relevancy Into the Future 16

Building and Preserving Association Relevancy Into the Future 17

Building and Preserving Association Relevancy Into the Future 18

Building and Preserving Association Relevancy Into the Future 19

Building and Preserving Association Relevancy Into the Future 20

Building and Preserving Association Relevancy Into the Future 23

Building and Preserving Association Relevancy Into the Future 24

Building and Preserving Association Relevancy Into the Future 25

Building and Preserving Association Relevancy Into the Future 26

Building and Preserving Association Relevancy Into the Future 27

Reaching the Next Generation: Effective Communication and Programming

Building and Preserving Association Relevancy Into the Future 28

Tapping Motivation: Understanding Career Motivations and Goals

Building and Preserving Association Relevancy Into the Future 29

Beyond Dues: Engaging the Younger Generation in a Meaningful Way

In an effort of collaboration, engineering and scientific societies should take inventory of

Building and Preserving Association Relevancy Into the Future 30

Partnerships with younger professionals and under-represented groups may present a

Building and Preserving Association Relevancy Into the Future 31

Creating an effective and truly global organization requires

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