The power of international collaboration – bringing down walls and creating new frontiers for associations

Internationalisation can mean different things, but in the context of this briefing ‘internationalisation’ for associations means the coming together or joining of national associations, with a common set of aims, goals or visions. National associations should never feel threatened about losing identity: internationalisation is about finding ways to work together on matters of joint interest, while retaining national leadership for the domestic market and to deliver what our members want. 

Internationalisation does not, in my view, mean simply expanding into other markets. This has been the pitfall of many associations as a lack of local knowledge and a conflict with cultures can mean business disaster and a perceived threat to local independence. Some associations have been successful with international expansion but, for most associations, the capacity to research and expand independently is simply not affordable. Nor is it usually sustainable in the long term. Which then requires collaboration and partnership across national associations. 

Within the associations sector there are challenges, but also growth, opportunity and innovation. One of the easiest things to do is to forget that we often work in our own silos or in our own country, our own cultural issues do not easily translate across international borders and this can be seen as too great a challenge in the association sector. However, for those who get it right, the rewards are greater than the risk and the effort associated with internationalisation strategies. 

A step by step approach is required to internationalisation. The approach set out below is designed to safeguard precious resources, ensure you take stakeholders with you on the journey and plan your collaboration for maximum impact.  

So who is this article for?

Some associations have well established international collaborations, structures, networks and membership associations in their own right. Some have fledgling international groupings while others have yet to embark on this road. This briefing is designed to help those who want to start but have yet to set foot on the path, but also assist those who have set out and perhaps want to address problems along the journey or ask why their international collaboration just isn’t working for them.

What is the benefit for my association?

The first question before you even set out is: what do you want to achieve? Is there a specific goal in mind? If not, it may be hard to develop any cohesive strategy based on just altruism, the general ‘feel good’ factor or the desire to experiment. A lot of valuable time and energy can be wasted without a clear aim or principle. The same is also true of how you calculate success. Even if you can identify the benefits, be sure you agree ways to calculate the impact. This can be in the form of ‘hard’ targets (e.g. membership numbers, turnover or media hits) or ‘soft’ targets (e.g. analysing ways in which co-operating has evolved your association, improved reach in other markets, or goodwill feelings).

So, common aims may be linked to membership growth (partnering with other national associations to help mutually retain or recruit) or perhaps to lobby across borders on issues affecting national associations (e.g. a European wide strategy to influence in support of a profession). 

The other point of view to consider is what your fellow associations in other countries will make of the idea? Try putting yourself in their shoes. What will they say to your idea or vision? Will they sign up to it or will they see it as a threat? Without a clear vision that different national associations can identify with, the idea may be lost as soon as it sees the first light of day. 

One simple way of undertaking the simple analysis yourself is through a SWAT analysis. Using a team or individual approach, brainstorming the Strengths, Weaknesses, Opportunities and Strengths of a collaboration can be the first starting point on the journey or, if you are already on the journey, a useful ready reckoner check of the benefits or drawbacks of what you are seeking to achieve. A SWAT analysis template looks like this: 

You will see that the matrix above had the positive elements on the left and the negative on the right. It is useful what analysing the results to begin thinking of the diagram as a set of scales. Is there a clear weighting in one directions? Is this realistic, is it something that surprises you? Do you need to think again about your idea or does this analysis support your instincts?

One example of an international association, of sorts, is the European Union. National governments have come together in the common interest, to tackle issues of border security, health and welfare, the environment, along with business and the economy. The principle is that no individual national identity should be lost, but everyone should gain in one way or another. Differences of opinion and conflict remain, but like all good ‘dysfunctional families’, without disagreement, how do we develop new ideas and compromise?

This example proves that international collaboration is not expected to be perfect or a solution to all problems. But, on balance, collaboration can be of benefit and produce more benefits than drawbacks. 

How are you going to do it?

Having identified what potentially binds associations together in a common purpose, the next stage is the planning of engagement and delivery. This part of the process can be stripped down to three key tasks. This is the research phase, before you undertake any actual engagement with anyone else.

When it comes to the implementation, deciding who leads, who is doing what and who is accountable is crucial. Have clear ‘project sponsors’ or a Task and Finish Group approach to this work. Make sure all those involved know who they are reporting to, when, in what format and what they are required to do. If engagement with potential stakeholders is required, plan the message first and get everyone to use the same message. Having someone, or a small group of people, drive this forward in a passionate way is often crucial. Apathy or indifference will undermine change so it will need clear commitment and vision from those who support it to ensure success. Equally, relying on one person to deliver a complex engagement exercise such as this will often be too much. For associations to engage and grow in this way requires several pairs of hands to make the work easier.

How will I know if it has been a success?

As you begin your engagement strategy remember that for most of us, this is probably the first time. Don’t be afraid to evaluate feedback and amend your message or your contact list as you go. Be fluid and adaptable, don’t be afraid to accept comment and feedback and learn from what people are telling you. 

As with all new strategies you should have established from the outset what your association’s aim was. Evaluation can help determine success by asking: 

• Did you deliver your aim? 
• Was it within the timescale you set? 
• Did you achieve other outcomes you did not originally foresee and which add value? 
• What were the obstacles you came across and how did you learn from them? 

Internationalisation can be a long term project or goal so do not be put off if, within the first couple of years, you do not see the outcomes you hoped for. By hopefully managing expectations and keeping a realistic hold on resources, you will not have committed your association to expensive projects and campaigns. Be prepared to foster long term relationships and keep in mind this is a new venture for you and the other stakeholders you are trying to take with you on the journey.

It is always important to consider communications and the sales ‘pitch’, as part of your success. By focussing on the quick wins, the early benefits and the positive messages you can engage with others who may be reticent while supporting the decision to undertake the journey. But do not ignore the problems and the concerns. To do so can be disastrous. What is important is to focus on the positive messages while analysing the negatives and seeing how you can turn around negative opinions or a lack of progress. 

Systematic reviews should also highlight both wins and losses. Embed routine (annual or more often) reviews of progress and ensure that people are engaged with them. Communicate clearly and succinctly on what has been achieved. If there is delay in your project or plans say so, explain why, most people understand that not everything goes as smoothly as initially planned.

Use case studies and stories to illustrate how things are going. Facts and figures are helpful but stories are incredibly powerful. If there are strong supporters of your strategy then use them to engage with others. Get quotes about how the collaboration is working and what benefit it bought them. Use case studies to highlight the way in which collaboration has benefited associations and identify how others could benefit from being part of your collaboration.

To help readers understand the benefits of collaborations two case studies are identified below:

Case study 1: The European Federation of Associations of Dietitians

Founded 1978, EFAD now has 34 national member associations across Europe. Its aim is to promote the work of dietitians (healthcare professionals focussing on diet and nutrition) across Europe, promote research and improve the health of the European population.

Through a collective voice EFAD developed direct access for national associations to the EU, Brussels policy makers, the World Health Organisation, etc. It has created a stronger voice for the professional bodies it represents, for nutrition, diet and healthy eating, improved policy decision making and accessed major funding for educational and research projects. EFAD is now creating a parallel charity to access industry funding across Europe and create a research fund to help improve nutrition research.

Case Study 2: International Federations Sustainability Study

The International Academy of Sports Science and Technology was established by the International Olympic Committee in 2000. Since 2008 it has undertaken regular research into trends and needs regarding sustainability for International Sports Federations. The Study identifies whether a sport under a Federation meets the needs of the community, the sport and offers greater opportunity for all.

In 2015 42 international federations participated, including 54% of all Olympic Federations. It identified that between 2008 and 2010 sustainability, as a strategic issue, increased from 32% to 83% of all Federations. Sustainability is used as a key indicator to address poverty, environmental impact, health, education and peace building. These factors can be used as powerful arguments to support continued funding for sport, helps share knowledge across participants and supports Federations seeking to build justification for continued or improved funding. 

Summary 

Both our case studies show how associations or federations, operating at a national level, can benefit by sharing resources, knowledge and expertise. Coming together can add value for all members who, without the support of each other, would struggle to achieve the same outcomes.

If you are thinking of working across borders, do not be daunted. Take it step by step and, if in doubt, find support. There are plenty of associations who have done this already and experienced people who will be able to walk with you on your journey. Good luck!