Membership organisations play vital roles for the stakeholders they serve. For industry, they champion sector interests and can influence policy at the highest levels. For members, they’re a gateway to insights, connections and career development.
But impact requires investment. While membership dues are important, they alone might not be enough to support the sustained growth and innovation that keep the organisation at the forefront. That’s why diversifying revenue streams isn’t just smart; it’s necessary.
To inform our most recent whitepaper, we spoke with experts from the Irish Rugby Football Union (IRFU), the Lighting Industry Association (LIA), the Institute of Chartered Accountants in England and Wales (ICAEW) and the Chartered Institute of Professional Development (CIPD) about the work they’re doing to make learning a strategic revenue engine for their associations—driving member engagement and financial sustainability.
We’ve captured the highlights here. To get all the insights, download your copy of Funding the future: Why earning through learning is critical for modern membership organisations.
Funding the future: Why earning through learning is critical for modern membership organisations
Learn how leading membership bodies are using strategic learning to strengthen resilience, deliver more value and expand their impact.
Creating flexible, personalised learning experiences
Membership organisations are reimagining how, where and when they deliver education—moving from purely traditional, face-to-face formats to online, hybrid and blended programmes. For the IRFU, which was heavily reliant on in-person training until the COVID-19 pandemic, leaning into digital and blended approaches has helped meet the needs of modern learners while reducing costs tied to physical delivery.
The more classroom-based learning we put online, the more time we found we could invest in honing the practical skills of referees and coaches. People can now learn at their own pace, working to their own schedule. It’s about bringing the learning to them.Colin Moran national training and education manager, IRFU
Content is also becoming more modular, making it both easier to consume and quicker to update. CIPD has seen higher engagement as learners move more seamlessly through related materials. It’s also been able to repurpose content across multiple formats, maximising its value.
When we interview an expert, we don’t just use that as a one-off piece of content. We look at whether it can be used in a podcast, in a magazine article, as part of a written guide or within a learning module.David D’Souza director of profession, CIPD
Supporting career growth with tailored pathways
With the Industrial Skills Strategy Council predicting that 20% of the UK workforce could be under-skilled for their jobs by 2030, membership organisations have a clear opportunity to help members stay ahead.
ICAEW is doing just that, introducing learning pathways that target specific topics alongside its flagship ACA qualification to meet evolving needs.
Specialised pathways allow learners to access more specialised or niche content as part of their ACA—meaning we can deliver even more value back to both students and their employers.Andrea Cook director, specialised and lifelong learning, ICAEW, ICAEW
Unlocking operational efficiency and agility
Online learning can also boost scalability, helping organisations serve a greater number of learners without adding excess burden to already busy teams. The LIA has witnessed major gains by shifting from instructor-led training to self-paced formats.
Our instructor-led training had high costs, including trainer fees, administration and venue hire, with a low contribution margin of approximately 5%. By moving to online, self-paced learning, we have been able to maintain our income while significantly reducing our overheads, leading to a projected 75% contribution margin within the next 18 months.Teresa Beazley commercial and training manager, LIA
Expanding reach and impact
Membership organisations are also looking beyond traditional boundaries—forming corporate partnerships and growing globally.
BSLM is doing both. It’s helping companies deliver lifestyle medicine training to their employees and has recently signed a multinational client with nearly 60,000 staff.
We’re able to offer accessible tools and resources that are relevant to people at all levels within the organisation. Not only is this beneficial to staff, but it also has implications for the company, helping to reduce sickness and increase productivity. It’s the flexibility of our learning platform that has opened up these opportunities to us.Andrew Howie chief finance and commercial officer, BSLM
It’s also focusing on international growth. Since 2023, it has delivered more than 70,000 hours of online education to over 2,500 people across 25 countries—generating revenue that can be reinvested into operations and member services. Overall, education now accounts for over half of BSLM’s turnover.
Make learning a strategic growth engine for your membership organisation
Associations are transforming learning into a core business strategy to enhance member engagement, generate revenue and ensure sustainability.
The whitepaper makes one thing clear. Learning is more than simply a member benefit—it’s a powerful tool for funding the future.
Funding the future: Why earning through learning is critical for modern membership organisations
Learn how leading membership bodies are using strategic learning to strengthen resilience, deliver more value and expand their impact.
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