Community Transformation FAQs

(Updated 24 July 2026)

These FAQs will be updated as the transformation project progresses. 

If you’d like to submit additional questions to be added to the FAQs, you can provide it here.

Why is BCS changing the community structure?

The current community model has evolved over many years and now includes a large number of branches, specialist groups, networks, and volunteer-led activities. While many of these communities are successful, the overall structure can be difficult to navigate (especially for new members), inconsistent in governance and support, and challenging to scale effectively.

The transformation aims to create a clearer, more sustainable model that better supports volunteers, strengthens member engagement, and enables BCS to deliver greater value to the profession.

What problems is the transformation trying to solve?

The transformation is designed to address challenges such as:

• Recruiting and retaining volunteers.
• Providing a more consistent member experience.
• Reducing duplicated effort across groups.
• Improving collaboration and knowledge sharing.
• Effective utilisation of outputs from the BCS Community for the benefit of the wider profession.
• Supporting strategic priorities for the profession.
• Simplifying governance and administration.
• Improving access to volunteer support and resources.
• Improving agility to respond to regional/national agendas.

The programme is informed by extensive member and volunteer feedback gathered through multiple reviews and research activities.

Haven't similar transformation programmes been attempted before?

Previous reviews have considered aspects of the community structure, and volunteers have reasonably questioned how this programme will differ.

The current transformation is based on extensive mixed method research and feedback, with a focus on addressing practical challenges experienced by members and volunteers. 

Continued volunteer involvement will play an important role in ensuring the programme delivers meaningful improvements.

What are Regional and National Hubs?

Hubs are proposed community structures designed to coordinate and support activity across wider geographic areas.

They are intended to:

• Improve collaboration between volunteers.
• Create more resilient leadership teams.
• Strengthen support for local events and initiatives.
• Improve engagement with members and external stakeholders.
• Provide opportunities to respond to regional and national priorities.
• Act as a stronger connection between communities and BCS.
• Ensure UK-wide coverage of BCS members. 

What are Faculties?

Faculties (working title) are proposed communities focused on broad professional, technical or sector themes.

Their purpose is to:

• Support strategic priorities within the profession.
• Provide leadership in key subject areas.
• Coordinate specialist activity.
• Encourage thought leadership and knowledge sharing.
• Create clearer pathways for member participation.

The Faculty model is still being developed and will continue to evolve through consultation and feedback.

How do Faculties relate to existing professional frameworks and specialist communities?

The Faculty concept has been informed by a range of professional models and frameworks, including existing industry structures, the SFIA and IFIP frameworks.

Faculties are intended to provide an organising framework for specialist communities while remaining flexible enough to adapt as technologies, industries and professional needs evolve.

Are Branches and Specialist Groups being closed?

The transformation is not about reducing community activity. It is about reorganising it into a model that provides stronger coordination, better volunteer support, clearer governance and greater sustainability.

The intention is for Regional and National Hubs, together with Faculties, to become the primary community structures.

During the transition, existing branches and specialist groups will continue to operate and play an important role. Over time, their activities will be aligned with, the Hub and Faculty structure.

The objective is to preserve and strengthen local, specialist, and member-led engagement while moving towards a simpler and more effective community model centred on Hubs and Faculties.

Will local activities and events continue?

Yes.

Local engagement remains a core principle of the proposed model. Members should continue to see local events, networking opportunities, and community activities.

The role of Hubs is to strengthen support for local activity rather than remove it.

What about diversity, inclusion, and member support networks?

Communities that support diversity, inclusion and member representation are recognised as important parts of the BCS community landscape.

The programme acknowledges that these communities may require different arrangements from geographically or technically focused groups, and further work is planned in collaboration with the existing groups to ensure they continue to thrive.

What will happen to international sections?

International sections are outside the scope of the current transformation programme.

Existing international arrangements are expected to remain unchanged while broader strategic considerations are explored separately.

Will my current volunteer role change?

Current volunteers remain essential to the success of the community.

While some role titles, responsibilities, and reporting arrangements may evolve over time, volunteers will be supported through any transition and provided with clear guidance about future opportunities.

What happens to existing elected Chairs and committee members?

Current terms of office and existing committee arrangements are expected to continue until otherwise communicated.

Will Chairs continue to be elected?

The proposed model includes some leadership roles (i.e., Hub and Faculty Chairs and Vice Chairs) being appointed through a transparent recruitment and selection process rather than elected.

Where appointments are used, we will recruit from within the existing BCS membership using clear role profiles and open processes designed to identify the skills and experience required for the role.

Further governance details will be shared as the model develops.

Does this make BCS less member-led?

The intention is to remain member-led while introducing governance arrangements that support consistency, accountability, and effective leadership.

Volunteer and member involvement will continue to be central to community activities, leadership opportunities and decision-making.

Will groups lose their autonomy?

No.

The aim is to balance local and specialist independence with stronger coordination, support and shared good practice.

The transformation is intended to enable communities to be more effective, not to centralise every decision.

How will the transformation improve the volunteer experience?

The programme aims to:

• Make volunteering easier.
• Simplify governance and administration.
• Improve access to support and resources.
• Increase knowledge sharing between communities.
• Reduce reliance on a small number of volunteers.
• Improve communications.
• Strengthen volunteer recognition.
• Enhance event delivery and member engagement support.

Volunteer experience improvements are a core objective of the programme.

How will the transformation help attract and retain volunteers?

The transformation aims to make volunteering more rewarding and accessible by:

• Reducing unnecessary administration.
• Clarifying roles and responsibilities.
• Improving support and recognition.
• Creating stronger volunteer networks.
• Making it easier for people to become involved and contribute.

Will there be opportunities for volunteers to share ideas and good practice?

Yes.

One of the objectives of the new model is to improve collaboration between communities and make it easier for volunteers to learn from each other's successes, challenges and innovations.

The programme is exploring new ways to facilitate regular knowledge sharing and volunteer networking.

How will the transformation improve support for volunteers and members?

Research identified several areas where volunteers and members would like better support, including systems, processes, communications, and access to expertise.

The programme aims to improve support by:

• Simplifying structures.
• Concentrating resources more effectively.
• Creating clearer support pathways.
• Enhancing self-service tools and guidance.
• Improving communication and collaboration across communities.

How will Hubs and Faculties be funded and supported?

Hubs and Faculties are expected to become the primary structures through which BCS provides operational support, engagement, and coordination. The intention is for budgets to be granted at a Hub/Faculty level and allocated based on their agreed programme(s). This provides Hubs and Faculties the autonomy to utilise funds based on what they deem strategic priorities.  

The aim is to direct staff support, communications, and resources through fewer organisational units while maintaining community-led activity.

Detailed resource, budget and governance arrangements will be communicated during implementation.

What about existing governance arrangements that individual groups have developed?

Research found significant variation across existing communities.

The proposed model aims to introduce more consistent governance frameworks and Terms of Reference while retaining enough flexibility for communities to operate effectively and respond to local needs.

Will volunteers be consulted before changes are implemented?

Volunteer feedback has, and will continue to be a key part of the transformation programme. Briefings, workshops, consultation activities, and engagement sessions are being used to gather feedback and inform implementation decisions.

How can members and volunteers influence the outcome?

Members and volunteers can contribute by:

• Attending briefing sessions.
• Participating in workshop activities as required:
  • Sharing concerns and suggestions.
  • Providing feedback on proposed structures and processes.
  • Helping test and refine new approaches during implementation.

What is the timeline for the transformation?

Implementation is planned as a phased programme.

Regional Hubs are expected to be introduced first, followed by Faculties and related process improvements.

Detailed timelines for individual communities and transitions will be communicated as planning progresses.

Should groups continue with their planned activities during the transition?

Yes.

Branches, specialist groups and other communities should continue running events, meetings, AGMs and other planned activities as normal unless specifically advised otherwise. 

Individual group budgets will be issued in August 2026.

The transformation programme is intended to be managed in a way that minimises disruption to ongoing community activity.

How will success be measured?

Success will be assessed through a combination of measures including:

• Volunteer recruitment and retention.
• Volunteer satisfaction and engagement.
• Member participation and experience.
• Community activity levels.
• Collaboration across groups.
• Delivery of strategic priorities.
• Effectiveness of support provided by BCS.

What about wider professional issues such as professional licensing?

Professional licensing and regulation are important topics within the profession, but they are outside the scope of the current community transformation programme.

The focus of this initiative is on community structures, volunteer support, governance and member engagement.