2026 Association Trends, Part 2: Non-Dues Revenue and Board Governance Best Practices

Association Trends Redefining Revenue and Board Governance in 2026

Does your association’s revenue model need a boost? Most rely on annual events or membership fees. When an unexpected crisis hits or member expectations shift, the whole financial foundation cracks. This isn’t about a lack of insight or effort. Association leaders are identifying real opportunities and thinking strategically about the future. What’s become harder is keeping pace with the growing complexity of execution. Turning strategy into measurable results now requires infrastructure, capacity, and governance practices that many organizations were never designed to support at this scale.

In Part 1 of our 2026 Association Trends series, we explored the broader forces reshaping associations, from evolving member expectations and leadership demands to the growing need for adaptability and resilience. Part 2 builds on that foundation, moving from macro trends to practical application. Through conversations with Jenny Faucher, Business Development & Strategic Partnerships and former President & CEO of Managing Matters (now part of AH), and Paul Hanscom, Vice President of New Business Development at Association Headquarters, we explore what sustainable growth looks like in practice, how associations are building non-dues revenue that lasts, and which governance practices help organizations stay resilient, focused, and positioned to thrive.

How to Build Sustainable Non-Dues Revenue (Not Just Chase Quick Wins)

Insights from Jenny Faucher

Most associations treat non-dues revenue like a side project. It gets assigned to someone who's already managing three other priorities. The result? One-off initiatives that generate short-term cash but don't build lasting value. Jenny Faucher sees this pattern constantly. After years leading Managing Matters and working with associations across Canada, she's identified where revenue strategies stall and what actually works. Her insights help associations better understand innovation by highlighting the structural opportunities that support progress.

What is Non-Dues Revenue?

Non-dues revenue is income associations generate outside of membership fees. This includes education programs, certifications, sponsorships, events, consulting services, research products, and industry partnerships. 

Where Associations Get Stuck Turning Ideas into Revenue

"The problem isn't a lack of ideas. It's a lack of structure," Jenny explains. "Associations find opportunities all the time. But they can't turn those ideas into something repeatable and sustainable. You get a lot of one-offs instead of a real revenue strategy."

Two things hold them back: capacity and clarity. Revenue work gets piled onto someone who's already managing membership, events, and communications. There's no clear owner, no dedicated time, and no realistic timeline. There’s also a natural hesitation around risk, which can lead to promising ideas paused or deprioritized rather than fully developed. "As we move into 2026, the associations that will do well are the ones that stop generating ideas and start executing consistently. That means having enough resources behind the work, not just assigning it as an add-on responsibility."

5 Factors That Slow Non-Dues Revenue Progress

1.    No dedicated owner with protected time to execute
2.    Unclear revenue targets and success metrics
3.    Insufficient budget for testing and iteration
4.    Risk aversion that prevents launching before everything is perfect
5.    Lack of systems to scale successful pilots

What's Actually Working for Non-Dues Revenue in 2026

Jenny's advice is refreshingly practical: "What works best right now is when non-dues revenue is closely tied to what the association already does well. Education, events, certification, and research continue to be strong foundations, especially when they're designed around real member needs rather than just revenue targets."

The challenge isn't finding new revenue sources. It's building more predictable, diversified income. Too many associations still rely almost entirely on one annual conference or a handful of sponsors. If that event underperforms or a major sponsor steps back, it can create significant budget pressure.

"Looking ahead to 2026, there's opportunity to build more year-round, relationship-based revenue. Modular education that members can access on their schedule. Longer-term partnerships with corporate supporters, not just transactional sponsorships. Services that create ongoing value beyond a single conference or certification exam."

The Restoration Industry Association (RIA) demonstrates this approach perfectly. By implementing strategic membership programs and year-round partnership opportunities, RIA achieved remarkable results in just one year: 25% membership growth (adding 327 members), nearly 40% increase in sponsorship and exhibitor revenue, and 23% convention attendance growth with 530 first-time attendees. Their success came from lowering barriers to entry, expanding enterprise memberships by 62%, and building customizable partnership packages that delivered ROI for industry partners.

Non-Dues Revenue Strategies That Work:

•    Year-round modular education programs members can access on-demand
•    Multi-year corporate partnerships (not one-time event sponsorships)
•    Certification and credentialing programs tied to industry standards
•    Industry research and benchmarking reports sold to corporate clients
•    Digital products that extend annual conference content throughout the year

What's the difference between sponsorship and partnership revenue?

Sponsorships are typically transactional: a company pays for logo placement at an event. Partnerships are relationship-based: companies engage year-round through education programs, research collaborations, or industry initiatives Partnerships generate more predictable revenue and deeper corporate engagement than one-time sponsorships.

The Mindset Shift Boards Need to Make

"The biggest shift is moving away from seeing non-dues revenue as a way to plug a budget gap," Jenny says. "When it's treated as a short-term fix, decisions get rushed and under-resourced. The question should be: how do we create long-term, sustainable solutions?"

Boards and senior leaders need to see revenue development as essential to building organizational resilience. That means being willing to test ideas, learn from failures, and give initiatives time to mature. Not everything will generate immediate returns, and that's okay. The long-term payoff comes from being intentional and patient. This approach requires strong board management and operations infrastructure, which is where many associations struggle without external support.

Canadian Association Trends: Unique Challenges and Opportunities

Canadian associations face a unique set of pressures. The market is smaller. Costs are rising. Many organizations have to navigate bilingual requirements. Member expectations are changing faster than budgets can accommodate. But there's real opportunity too. "Canadian associations are well positioned to lead with trusted data, thoughtful advocacy, and high-quality education," Jenny notes. "I also see more room to think beyond traditional borders through partnerships or reaching international audiences."

One Piece of Advice for Long-Term Growth

"Make revenue part of your strategy, not something that sits beside it," Jenny advises. "The associations that are best positioned for growth are clear on where they add the most value and then build revenue models that support that work." It's less about doing more and more about doing the right things well. And you don't have to reinvent the wheel. There are organizations that specialize in helping associations achieve these goals. 

Board Governance Best Practices That Enable Growth

Insights from Paul Hanscom

Revenue strategies don't succeed in a vacuum. Behind every growth initiative is a governance framework that plays an important role in how effectively ideas move from strategy to action. Paul Hanscom has spent his career helping association CEOs and boards navigate this tension. As Vice President of New Business Development at AH, he works with organizations struggling to move from vision to execution. His perspective is shaped by decades of building high-performing organizations, earning his CAE designation, and completing a certificate in Leading Innovation from Dartmouth College.

What Are Board Governance Best Practices for Nonprofits?

Board governance best practices for nonprofits include: 
•    Focusing 80%+ of meeting time on future strategy vs. past performance
•    Establishing clear metrics for measuring success
•    Empowering staff to execute without micromanagement 
•    Adopting a stewardship mindset for long-term sustainability
•    Regularly evaluating governance policies to ensure they support organizational goals

Where Vision and Execution Get Stuck

"Leaders get stuck when they have a vision of success without building a bridge between that future and the association's current state," Paul explains. "A goal of 'leading the industry's digital transformation' isn't credible if your tech stack and staffing model are still built for 2019."

Measurable growth requires a dashboard that the board and CEO agree on, with success defined by numbers everyone understands. Without that clarity, you're just hoping things work out. This is where AH's strategic planning services become critical. We help associations build the infrastructure that connects board vision to operational reality.

What Distinguishes Associations That Scale Successfully

"The differentiator is resource elasticity," Paul says. "Successful associations have a spectrum of solutions to achieve their targets: dedicated staff, AMC support, specialized partners, AI automations, and subject matter experts with plug-and-play expertise." This flexible model allows faster growth with the right resources exactly when needed. Overhead stays lean while the organization punches way above its weight class.

Building Resource Elasticity:

• Combine full-time staff with AMC support for specialized functions
• Use project-based consultants for initiatives without hiring permanent staff
• Leverage automation for routine tasks (renewals, data entry, reporting)
• Partner with subject matter experts who know association work
• Scale resources up or down based on strategic priorities without restructuring

What Practical Innovation Actually Looks Like

Forget the fantasy of disrupting your industry. "Innovation doesn't have to be reimagining your value proposition," Paul explains. "Practical innovation is simpler. Look for friction points or improvement opportunities in how members experience value."

If it takes six clicks and a manual password reset to access a member benefit, fixing that is innovation. If you automate renewal from a physical form to a seamless digital experience, that's innovation. If your new member onboarding is a PDF attachment instead of a structured 90-day journey, you have low-hanging fruit. "Start with the less exciting but real challenges stakeholders face when they try to engage. These innovations have the highest likelihood of improving perceived value and reducing friction in the member experience."

The National Board for Certification of School Nurses (NBCSN) shows how practical innovation can unlock growth when it’s focused on reducing friction and expanding access. By modernizing credentialing workflows, simplifying the application and recertification experience, and introducing voucher programs that allowed school districts to support exam costs, NBCSN made certification easier to access and scale. The impact was significant. Since 2018, certificant growth increased from under 4,000 to more than 6,000, revenue nearly doubled, and total assets grew beyond $1 million, demonstrating how targeted operational innovation can drive both mission impact and financial strength.

Governance Habits That Enable Growth

"Growth-minded boards adopt a stewardship mindset," Paul says. "They seek to shape the future of the profession. They focus on the horizon (3, 5, even 10 years out) and trust staff to manage the operational route to get there." If a board meeting includes more than 20% of time dedicated to reviewing past performance reports, the focus needs to shift. What's on the horizon? What changes does the association need to undertake to be indispensable when we get there?

How often should boards review governance policies?

Best practice is conducting a comprehensive governance policy review annually, with quarterly check-ins on strategic priorities and operational effectiveness. This ensures policies support current organizational goals rather than reflecting outdated practices.

One Strategic Capability to Invest in Now

"Looking ahead, associations need to grow their capacity to translate signal intelligence into value creation," Paul advises. "The most successful organizations won't just collect data and request feedback. They'll be adaptive to real-time industry shifts and rapidly translate them into value." This happens in three ways:

1. Education: Offering resources that address professional pain points beyond standard core competency training
2. Expert Connections: Serving as a forum that links members to subject matter experts they can trust
3. NextGen Leader Cultivation: Identifying emerging niches and providing members with platforms to be recognized as new leaders

"By building infrastructure to interpret industry activity and refine it into actionable support, associations evolve from legacy institutions into indispensable navigators. Member value isn't a static set of benefits. Associations need to evolve how they create value, and the capacity to do so will be increasingly important."

Actions to Take Now

Sustainable growth doesn't come from doing more. It comes from doing the right things, with the right structure, and the right leadership mindset. Here's where to start:

This Quarter:

1. Audit your revenue streams: What percentage comes from non-dues sources? How predictable is each stream?
2. Review your last three board meeting agendas: What percentage of time was spent on past performance vs. future strategy?
3. Identify one member friction point you can eliminate this month (login issues, renewal process, benefit access).

This Year:

1. Develop a 3-year non-dues revenue roadmap with clear owners, timelines, and success metrics.
2. Evaluate your governance structure: Does it enable execution?
3. Build resource elasticity by identifying which functions could be outsourced or automated.
4. Test one new revenue initiative with a small budget and clear learning objectives.

Long-Term (3-5 Years):

1. Build infrastructure to translate industry trends into member value (education, expert connections, leadership development).
2. Shift from event-dependent revenue to year-round engagement and income.
3. Develop board governance practices that focus 80%+ of meeting time on strategic priorities.

What This Means for Your Association

The association trends shaping 2026 aren't asking leaders to do more. They're asking leaders to be more strategic. To align non-dues revenue with genuine member value. To adopt governance practices that enable growth instead of slowing it down. To build the infrastructure that supports execution, not just good intentions.

At Association Headquarters, we help associations build the revenue strategies and governance structures needed for sustainable growth. We don’t just advise; we execute alongside you as fractional staff and strategic partners. Whether you need full-service management, added capacity alongside your executive director, or targeted project support, AH’s model gives you access to the right expertise at the right scale.

If you’re considering what sustainable growth could look like for your organization, reach out today.

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