A comparison of membership programs at public gardens in the United States
Date
2016
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Publisher
University of Delaware
Abstract
Nonprofit institutions, including cultural attractions such as public gardens, seek revenue from diverse sources, including individual contributions in the form of membership dues. Despite their widespread popularity at cultural institutions, the role and importance of membership programs is not well documented. Based on gaps in previously published research, this study explored similarities and differences in the administration and success of membership programs at public gardens in the United States. The objectives of this research were to distinguish different types of membership programs, signify the role of membership in fundraising initiatives at public gardens, and document the success of membership programs at public gardens.
Quantitative research, including a background study and a survey, recorded information regarding the administration of nearly 300 institutions. Participating gardens were analyzed based on categories of cost (No admission or Yes admission), size based on operating budget (Small, Medium, or Large), and governance (Independent, University, or Municipal). Aspects such as operating budget, visitation, number of memberships, levels, benefits, staffing, member retention rates, revenue generated, and cost of program administration were collected to better analyze administration of membership programs.
The results of this study revealed that while much of membership administration remains the same across garden categories, there were several significant differences based on cost, size, and governance. Three areas of significant difference were observed when comparing No admission gardens with Yes admission gardens: number of memberships, cost of lowest-level membership, and member retention rates. Similarly garden governance displayed only three areas of significant difference: garden visitation, types of memberships offered, and cost of the lowest level of membership.
The size (operating budget) of the garden most frequently had a significant interaction with the administration of membership programs. Significant interactions based on size were observed in nine different areas: operating budget, total garden FTE (full-time equivalent) staffing, FTE dedicated to membership, garden visitation, cost of admission, number of garden memberships, cost to administer membership program, cost of lowest-level membership, and member retention rate. Most often, the significant differences were observed between Large gardens as compared with Medium or Small gardens; there were almost no significant differences between Medium and Small gardens. Most notably, while visitation, number of memberships, and number of staff increased proportionately along with operating budget, average annual member retention rate was lowest for Large gardens, as compared with Small or Medium gardens.
Through this research, membership programs were found to be valuable in their ability to generate revenue, add prospective donors, and connect people with the mission of the organization. Additionally, this study revealed a great need for defining industry-wide metrics for use in measuring success of membership programs. While there is much room for additional research in terms of defining and tracking the success of membership, this research adds to the body of knowledge that begins to address similarities and differences in membership programs and their role in the fulfillment of mission at public gardens.