Building and Sustaining Thriving Online Communities

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An online community can create a vibrant space for members to interact, share ideas, and support one another. It can not only enhance member engagement but also foster a sense of belonging and add significant value to membership.

But what can really happen when a leading membership body wholeheartedly embraces an online community? 

We were joined by Kayleigh Mapstone, Head of Membership and Projects at British Mensa and Mark Eichler, Chief Product Officer at Cantarus how the MyMensa Community achieved incredible engagement in its first year, including over 15% of members visiting and contributing online.

Throughout the webinar, delegates had the opportunity to put their questions to Kayleigh and Mark. Knowing that many of these answers will be valuable to others in the NFP sector, we have complied and detailed the responses given by our speakers into four common themes below:

1. Implementing a community platform
2. Launching a community platform
3. Member adoption of a community platform
4. Maintaining engagement in an online community

If you are looking for more information on understanding how to build and sustain a thriving online community, you can access the full webinar recording by completing the form on this page, or by contacting us at hello@hartsquare.co.uk.

Theme 1: Implementing a community platform

Q. What was the implementation project like? How long did it take?

Kayleigh Mapstone: We began considering the community project back in January 2022. However, we paused to complete other priorities before re-engaging with providers in June 2023. After evaluating options, we chose Cantarus for its strategic fit.

We officially kicked off the project in August 2023, spending the following months developing the community. We involved our volunteers in November 2023 to familiarise them with the platform and gather their feedback. We then conducted a soft launch in January 2024, starting with our volunteers and a select group of key members. By February, we expanded access to a wider audience and ultimately opened it up to everyone. This phased approach helped ensure that members understood the community’s purpose and value. Overall, the project was completed relatively quickly, but we were deliberate in our approach to ensure its effectiveness.

Mark Eichler: An important aspect of the implementation was the training. We didn’t just train the Mensa staff; we also provided training for the volunteers. This involved group sessions to help them understand the platform, iterate on community management, and ensure they were well-supported. It wasn’t just about launching the platform and stepping back; thorough training was essential.

Q. Which community platform/software did you chose to build the Mensa community on and why?

Kayleigh Mapstone: We decided to go with Discourse, specifically the Canton team who uses Discourse, and we implemented Disco.Us as our community platform. The reason for this choice is that it was the most adaptable platform to suit our needs.

In terms of what we were looking for, Discourse stood out for its ease of use and the continuous developments it undergoes. It’s a very clear and user-friendly platform with excellent support. One of the features we found particularly helpful is the ability for users to access best practices and see what others are doing within the platform.

Theme 2: Launching a community platform

Q. Did you trial a community on social media or did you go straight into a community platform?

Kayleigh Mapstone: We already had a community using a closed Facebook group, so we knew a community was a valuable member benefit, the community offers us so much more than our Facebook community and is used in different ways to our Facebook community. For example, long form conversations, access to Special Interest Groups etc.

Q. Is it better to have members or customers drive the launch of the platform before you formally begin, or is it more effective to start the project centrally and then get member buy-in once it’s underway?

Mark Eichler: Ideally, a community project thrives when there are enthusiastic volunteers ready to take part. If that eagerness leads to members initiating the exploration of modern solutions for engagement, generating member insights, and improving access to knowledge, then absolutely—a community platform should be considered.

However, I’m not sure that most members fully understand what a community platform entails. While I’m a big fan of Discourse Forums, even the name “forum” can carry outdated connotations, making it seem like a text-heavy, old-school solution, rather than the dynamic, private, Facebook-style platform it can be. There are also important cost and staffing considerations that typically need to be managed centrally by the organisation.

So, I wouldn’t wait for members to ask for a community platform if you’re already seeing clear signs that it’s needed. Instead, you might consider running a consultant-led workshop to review community solutions and gather feedback. But if you identify these needs, it’s best to address them proactively—before a member takes the initiative to create their own platform or LinkedIn group. This can lead to unofficial, fragmented communities that may lack key features like Single Sign-On (SSO) or CRM integration, which are critical for maintaining best practices and ensuring long-term success.

Theme 3: Member adoption of a community platform

Q. Which channels did your members use to communicate and engage as a community before this initiative? And how did you encourage them to adopt the new technology?

Kayleigh Mapstone: We initially had a closed Facebook group, which was one of the primary ways our members connected. It was a common channel for us, and we still maintain that group. However, what we’ve seen recently is a shift—our community members themselves have become advocates for the new platform, encouraging others to join.

Facebook served us well for many years. Our members used it and grew with it. But when we launched our new community platform, we saw a rapid transition. In no time, around 2,000 of our members migrated from Facebook to our new community platform.

Mark Eichler: The role of social media in membership communities is something we’re all familiar with. However, we typically view social media platforms as more challenging in terms of member retention and participation. Managing a closed Facebook group, for example, can be difficult, especially without proper integration into our broader systems. People tend to remain in these groups without contributing to the membership fees or fully engaging with the value the organisation offers.

That’s why we encourage members to use social media, like Facebook or LinkedIn, mainly for marketing purposes—helping them see the value in the richer conversations and better resources available in dedicated community platforms. These platforms offer more control over the quality of discussions and assets, ensuring a stronger, more engaged community.

Q. Do you have tips on how to get a smooth online member joining experience straight into the community experience?

Kayleigh Mapstone: We’ve implemented a new portal, and everything is integrated to work together smoothly. We have an API link connecting our CRM to the portal, which allows members to use a single sign-on to access both the member area and the community. It’s the same space they log into regularly, so there’s no learning curve—they’re immediately familiar with the interface. This connection between the CRM and the portal ensures that the entire joining process is automated, without any manual intervention from our side. That seamless integration is crucial for creating a smooth transition into the community and making sure new members feel instantly connected.

Mark Eichler: Single sign-on and CRM integration, as well as AMS integration, are critical elements. Different organisations will have varying capacities to pre-populate their communities, depending on their data agreements with members. Some organisations might choose to automatically add members to the community based on their contracts and data rights, ensuring the online space is populated with a representative directory from the start. Just like a directory is only valuable when it includes all members, the same holds true for the online community.

For a seamless onboarding experience, cross-promotion is key. Highlight the value of the community across your marketing channels—whether it’s through Facebook groups, email newsletters, or your main website. Feature some of the exciting conversations happening within the community and direct members to explore that space. Reinforcing the value of the community through consistent promotion helps guide new members into engaging more actively from the outset.

Theme 4: Maintaining Engagement in an online community

Q. How was the engagement in the community initiated and maintained. How much work do Mensa staff put into it? Or is it member/volunteer led and driven?

Kayleigh Mapstone: It’s really a blend of both. We have a strong, dedicated team of volunteers who are responsible for various areas of the organisation, and much of the engagement stems from them. That said, I’m involved daily—asking questions, responding to members, and ensuring there’s an active presence. It’s not just me though; we also have a Member Engagement Manager who focuses on nurturing the community.

In terms of effort, it comes from multiple sources. We allocate about 10 hours a week to maintaining an active presence in the community. The rest of the engagement is driven by our volunteers. Engaging with our volunteers is crucial to this success. We make sure they have the tools they need to run with initiatives and contribute meaningfully. Volunteer engagement, training, and support are key parts of our strategy.

Mark Eichler:. Engaging volunteers is essential, especially for an affinity group like Mensa. It’s important to understand your audience and what motivates them. Mensa members come to the community for conversations and interactions that are unique to this space—discussions that resonate more deeply when led by fellow members, rather than staff.

In any membership organisation, but especially in one like Mensa, volunteers can bring something that staff cannot. The key is recognising and promoting the opportunity for volunteers to step into those roles, showcasing their expertise and passions, and leading conversations that contribute to the overall value of the community.

When you build an engaged community, you can’t just create the space and hope for the best. Many organisations make this mistake. They have special interest groups, committees, and regions, but if those leaders aren’t equipped with the right tools and training, engagement can fall flat. It’s essential to guide them—show them how to post content, run polls, facilitate discussions, and mark key conversations. This is what we call “modeling”—demonstrating what’s possible in the community space so that volunteers can see its potential and lead effectively.

Q. We don’t have volunteers at our organisation, are there any other ways that community platforms could be run e.g. member led?

Mark Eichler: Most organisations fulfil the community management function through a staff member “owning it” as part of their job description. This works especially well when the staff person/team has deliverables as to the community’s use toward the KPIs established at initiation. But community management as a service from a contractor or vendor is certainly an option as well. Regardless how it is staffed, community management should not be too expensive – in terms of pounds or hours – for a small to midsize membership body. On the call, I believe Kayleigh reported about 10 hours per week as the staff commitment from British Mensa, and their engagement is exceptional.

Q. Our Facebook groups have both members and non-members in it and are successful and engaged. We would like to run a member only online community as not everyone likes Facebook and feel that it would be good to offer something just for members but aren’t sure how to compete with ourselves! Any advice?

Mark Eichler: The British Mensa’s example of members saying “come to the community” in the Facebook group is a good example of success. The biggest key to that success is community adoption as the place where specific business activities of the organisation occur. These can be information releases, robust file libraries, posting of videos after the conference, regular Ask-Me-Anything sessions with VIPs, and of course robust official member conversations and the like. There is more to it, but I suggest consideration that you aren’t “competing with yourself” in Facebook land – Mark Zuckerberg is competing with you, and his platform is not worthy of your telling your members to share their data there.

Q. Do you have any tips for longer term engagement – keeping it going after the launch phase?

Mark Eichler: There are best practices here, but when community is fully adopted by an organisation that includes it being the place where official work and communications for the organisation occur. British Mensa is doing this by making it the place where official communications are released and in support of the segments. Broadly when it is a release channel as well as a conversation space use continues. In my experience, drop-off after a successful launch occurs when basic community management best practices are not followed. If the community manager isn’t insuring every post/question has a reply within 24 hours you’ll see members conclude that it isn’t worth “putting myself out there” to ask a question.

Q. Is there a range of demographics among community users? Do you find younger people are more engaged, or is that a challenge?

Kayleigh Mapstone: Yes, we still see more members over the age of 65 than under 35, but within the community itself, there’s a good balance. Our longer-standing, older members are definitely active and participating, but we’ve also made space for younger members to engage. The dedicated area in our community for young members has helped create a strong sense of belonging for them. Currently, around 500 younger members are actively contributing, so we’ve managed to foster a diverse mix in the community.

That said, we haven’t yet fully tailored our content to different age groups, and that’s something we’re aiming to focus on as we move forward. Our next step is to create a more personalised experience for different demographics within the community. We do have a Young Member Volunteer Coordinator who plays a key role in driving content and engagement for this group, and we’ll continue to build on that foundation.

Mark Eichler: To expand on that, an effective community strategy often begins by focusing on a specific demographic that needs additional resources or support. If younger members are a target, a community strategy should address their particular needs—especially those early in their careers. This might include content that guides them through career development, illustrates the value of membership, and offers insight into their professional journey. The key is to actively bring these elements into the community, rather than simply launching it and hoping engagement follows. A targeted strategy will make the platform more attractive and beneficial to younger members.

Q. I’m starting to realise that most of our members are starting to experience survey fatigue. Are there any ways we could collect feedback without relying on methods like surveys?

Kayleigh Mapstone: Collecting feedback isn’t a one-time event; it’s an ongoing process that consistently informs what you do. We’ve recently conducted our annual membership survey using these traditional tools, but I agree, survey fatigue is very real. With surveys, you often only capture the surface-level insights. However, I believe that being present within the community and actively observing the organic conversations can reveal much richer insights.

For instance, our members are currently engaged in an incredible discussion about the growth of the men’s group. We’re noticing these ideas and insights, and we plan to integrate them into our upcoming three-year strategy. The beauty of this approach is that the feedback comes naturally through member interactions. It’s not forced or extracted through a formal survey. By focusing on community conversations and actively listening, we’re seeing ideas form in real time. It’s incredibly powerful.

Mark Eichler: When we talk about fatigue, it often stems from the community being burdened with tasks like filling out surveys or engaging in platforms that aren’t easy to navigate. It’s important to recognise that when members have to hunt for the valuable content themselves, it adds to that fatigue. The solution lies in streamlining the experience—making sure the valuable content is not just available but delivered directly to them in a more digestible form.

For example, we’ve had success with weekly or monthly digests. These provide easy access to the best content without requiring members to sift through posts or conduct their own research. Tools like Discourse Forums, which we’ve implemented for our men’s group, allow members to indicate their preferences, helping us serve them the content they find most valuable without any additional effort on their part.