Your Member Data is a Dumpster Fire. Now What?

Matt Kerr • March 25, 2025

By Matt Kerr, IFANR Research Director

At the Institute for Association and Nonprofit Research (IFANR), we are frequently putting out dumpster fires. It is why associations come to us. But some dumpster fires are more preventable than others, and one such case is with a member database.


First, let’s back up and look at what goes into a questionnaire. In addition to asking relevant questions in a meaningful manner, questionnaires might also seek out basic demographic information about the respondent, e.g., age, gender, race/ethnicity, or employment. Knowing this information allows an association to address the needs of its different constituencies.


Sometimes the client will reject adding these questions, insisting that their own database contains this information and that it can easily be appended to the mailing list used to send out survey invitations. Adding these questions to the questionnaire only makes the survey longer. It’s a good idea, but sometimes backfires.


The demographic data is often self-reported by the member, and therein lies the problem. People simply make mistakes when entering their own data. How many times have you mistyped your email address? Or never updated your address when you moved? A former co-worker told me that she incorrectly listed herself as “male” in her client’s own database. This is why we ask these questions again – to give respondents a chance to set the record straight, at least for this one survey.


That said, there are times when the respondent is wrong, but we need to let them think they are correct. A common example of this is when asking membership status. Invariably, a percentage of respondents will indicate that they are current members, when the client’s own records reliably report that they have not been members in several years. We defer to the respondent in these cases. We don’t want to follow up with a question asking someone why they didn’t renew their membership when they think they are still a member. It’s not a perfect solution, but it avoids upsetting the respondent and provides valuable feedback to the client.


And last, but not least, the client can make mistakes with their database. I once had a client that sent me three membership lists – one for current members, another for members, and the last for “never” members. Unfortunately, some appeared on more than one list, in some instances all three lists. The list was supposed to represent a specific moment in time (i.e., the date on which the lists were pulled), so it is unclear how someone could appear on more than one list at the same time. But there it was, and we had a dumpster fire raging out of control. 


So that’s why we try to ask these questions in the survey. The answers allow us to resolve a lot of problems before it is too late to do anything about them. And IFANR can help your organization put out your database dumpster fires. Figuratively speaking, of course. We don’t handle real fires…yet.

By Matt Kerr April 6, 2026
At some point, nearly every association finds itself staring at the same uncomfortable question: “Are our dues right?” It usually doesn’t come up at a convenient time. Maybe revenue is tight. Maybe leadership is hesitant to raise prices. Maybe someone on the board asks how your dues compare to “everyone else,” and no one has a clear answer. Whatever the trigger, it often leaves organizations feeling stuck and feeling caught between the risk of changing dues and the risk of doing nothing at all. That uncertainty is exactly why a structured dues review can be so valuable. It helps replace guesswork with clarity by answering questions like: Are our dues aligned with the value members actually perceive? How do we compare to similar organizations in our space? Are we pricing appropriately across different member segments? What would happen if we increased (or restructured) dues? Where are we potentially leaving revenue (or members) on the table? A good dues analysis doesn’t just produce a number; it provides context, options, and confidence. It blends market benchmarking with member research, so you’re not just looking outward at competitors, but inward at what your members truly value. It also allows you to model different scenarios, helping leadership understand trade-offs before decisions are made. And importantly, it sets the stage for better communication, so that when changes are made, they feel intentional and justified rather than reactive or abrupt. At IFANR, we work with associations that are in exactly this position: uncertain, cautious, and looking for a path forward. Our approach is designed to bring structure to what often feels like an ambiguous challenge, combining data, member insight, and strategic perspective. Whether you’re considering a small adjustment or a broader rethink of your dues model, we help ensure you’re making decisions with clarity and confidence.
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By Joseph Bates April 28, 2025
When Joe Bates, president of IFANR, was vice president of research and strategic initiatives at the Global Business Travel Association, he helped grow the sponsored research program from $100,000 in revenue in 2010 to $1.5 million in 2015. This huge increase in revenue allowed the association to do the following: 1) Published research reports that benefited all members, 2) Generated thought leadership for the association, 3) Earned massive media attention for the industry, 4) Funded other strategic research projects for the organization itself, and most importantly 5) Generated non-dues revenue for the association. The Institute for Association and Nonprofit Research (IFANR) can help your association create a sponsored research program to generate non-dues revenue as well as realize other benefits. Here’s a short “How To” list to get your sponsored research program started: 1. All research sponsors receive recognition on an association “Research Donor Wall” at the appropriate level (Silver, Gold, Platinum, Diamond). The Donor Wall is listed in various places, such as the association’s website, on-site at various conferences, in email blasts, etc. 2. Research sponsors are invited to contribute ideas and questions to studies, however, the association has the final say over all questions to ensure third-party objectivity and credibility. 3. Organizations receive prominent attribution as the research sponsor in the final report. 4. At the completion of each research study, the association issues a press release to the media announcing the report’s key findings. The research sponsor receives attribution in the press release and the opportunity to provide a quote. 5. The research reports are available to all members on the website. Some research reports may require purchase by members who do not chose to participate in the research project. Most research reports are available for purchase by non-members, although some research may be available to members only. 6. Sponsors may be allowed to send the report to their customers and post the report on their website as long as it resides behind a firewall that only customers are allowed to access. 7. Certain research studies may be provided to anyone free of charge and can be posted on the sponsor website for lead-generation and/or other marketing purposes. 8. At the completion of the research study, the association schedules a webinar for members and non-members to present the key findings of the study. The research sponsor receives attribution at the beginning and end of the webinar. In addition, at the beginning of the webinar, the research sponsor is allowed a two-minute “thank you” spot. The sponsor MUST NOT engage in any selling. Typically, sponsors receive the email list of participants for follow-up marketing efforts. 9. For major sponsors, the association presents the results of the research at a conference. The research sponsor introduces the presentation (two-minutes) and receives attribution as the research sponsor. Again, the sponsor MUST NOT engage in selling at this time. 10. Depending upon the level of sponsorship, the association may wish to grant the sponsor exclusive rights to create derivative materials based on the research.
man and woman shaking hands
By Joseph Bates April 21, 2025
There is an art to conducting a good interview. Regardless of the purpose, be that gaining insight on a new app or collecting feedback for a strategic planning meeting, an interviewer usually has about 30 minutes to make a participant feel comfortable, trusting, and open to sharing their personal thoughts and opinions. This can be a challenging environment for the interviewer to create, so here are the top 3 tips that the IFANR team recommends when conducing qualitative interviews! Begin the interview with a brief introductory conversation so that you and the participant can learn a little bit about each other. While the participant is introducing themselves, listen for any commonalities that the two of you share. The interviewer should be prepared to share a little bit about themselves as well. This brief conversation builds trust between the interviewer and the participant, especially if you happen to have something in common! Remember to ask follow-up questions that allow the participant room to expand on their answer, such as “Can you tell me more about that?” or “Tell me a little more about why you feel that way?” Asking these follow up questions might elicit a more complete and detailed answer than your original question! After reading many books and articles on how to effectively conduct interviews (and after conducting hundreds of interviews ourselves!) we remember this…a strong interviewer knows that we are there to bear witness to the participant’s story, to care about what they have to say, to suspend judgement, and to hold surfacing emotions with respect (Atkinson, 1998). Happy interviewing! References Atkinson, R. (1998). The life story interview. Sage.
jbates@ifassociationresearch.com