Community Transformation FAQs

(Updated 04 September 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 them here.

Quick links:

• Regional and National Hub structure
• September written update
• BCS Member Survey - Help shape the future of your local BCS community  

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?

Regional and National Hubs are the new primary governance structures for BCS communities across larger geographic areas.

Each Hub will replace the governance arrangements of several existing Branches, bringing activity together under a single committee responsible for planning, coordination, governance and budget management across its region or nation.

The Hub model is intended to:

• Improve collaboration across a wider geography.
• Create more resilient leadership teams.
• Simplify governance and administration.
• Enable more consistent member experiences.
• Improve volunteer support and succession planning.
• Strengthen engagement with members, employers, universities and external stakeholders.
• Ensure all areas within a region or nation are represented in planning and decision-making.

While local Branch committees will not continue as separate governance bodies, local engagement remains important. Local Network Leads will help represent local communities and support local activities within the wider Hub structure.

What is the proposed structure of Regional and National Hubs?

You can access the structure of Regional and National Hubs, as well as each Hubs' profile and the accompanying Branch mapping here. 

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 intended to reduce community activity. It is intended to simplify governance and improve support by moving towards a Hub-based structure.

Existing Branches will transition into Regional or National Hubs and will no longer operate as separate governance entities alongside them. Instead, a single Hub committee will govern activity across a wider geography.

Local engagement, events, networks and volunteer involvement will continue through the Hub structure, supported by roles such as Local Network Leads.

Specialist Groups are currently outside the first phase of implementation. Work on their future governance arrangements is planned to begin following the Hub pilot and further consultation.

What is happening to Specialist Groups?

Specialist Groups are not part of the initial Hub implementation phase.

The current focus is on piloting and implementing Regional and National Hubs. Planning for Specialist Group transformation is expected to begin after this phase, with consultation and engagement taking place before any changes are implemented.

Governance arrangements for Specialist Groups are expected to follow similar principles to those being developed for Hubs, although details have not yet been finalised.

Will local activities and events continue?

Yes.

Maintaining strong local engagement is a core objective of the transformation programme.

While local Branch committees will transition into wider Hubs, local activities, events and networking opportunities are expected to continue. Hubs will be supported by Local Network Leads who will represent local communities and help ensure local priorities are reflected in planning and delivery.

Activities requiring funding will be agreed and administered through the Hub, helping ensure consistency, transparency and effective use of resources across the wider region or nation.

What are Local Network Leads?

Local Network Leads are volunteers who represent local communities within a Regional or National Hub.

They help maintain local relationships, support local engagement activities, champion local priorities and ensure their area is represented within Hub planning and decision-making.

Multiple Local Network Leads may be appointed within a Hub to provide broader geographic coverage.

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.

What Hub committee roles are planned?

Every Hub will have a number of standardised committee roles.

Mandatory positions include:

• Chair
• Vice Chair
• Treasurer
• Secretary

Additional operational roles may include:

• Events Lead
• Policy Lead
• Engagement/Communications Lead
• Partnerships Lead
• Local Network Lead
• Hub Volunteer

The exact structure will be determined by each Hub based on its needs and priorities.

Will my current volunteer role change?

Some volunteer roles, titles and responsibilities are expected to change as communities transition to the Hub model.

Hub committees will use a more standardised role structure, including mandatory roles such as Chair, Vice Chair, Treasurer and Secretary, alongside operational roles that can be tailored to local needs.

BCS will work closely with Hub Chairs and existing volunteers to map current volunteers into appropriate future opportunities wherever possible.

Not every volunteer will necessarily hold a formal committee position. The programme is also exploring more flexible ways to volunteer, including project-based and ad hoc opportunities that allow people to contribute according to their availability and interests.

What happens to existing elected Chairs and committee members?

Existing committee members remain important to the transition and are encouraged to participate in the development of their future Hub.

Current arrangements will continue during the transition period unless otherwise communicated. However, some governance structures and committee positions may change as Hubs are established.

Existing volunteers will be invited to express interest in future Hub roles and will be given opportunities to apply for committee positions as recruitment progresses.

Will Chairs continue to be elected?

Hub Chairs will be appointed through a transparent recruitment and selection process rather than elected through the current Branch AGM process.

Existing volunteers will be invited to apply first, with the aim of filling as many positions as possible from within the current volunteer community.

Applications from the wider membership would only be considered if a suitable candidate is not identified from the existing volunteer cohort.

Once appointed, Hub Chairs will help shape the wider Hub committee structure and support recruitment into other Hub roles.

How will volunteers be recruited into Hub roles?

Recruitment will begin with Hub Chair appointments.

Existing volunteers will be given the first opportunity to apply. Following appointment of the Hub Chair, recruitment for other committee positions will take place, with Chairs helping determine the structure and requirements of their Hub.

The aim is to retain as much existing volunteer knowledge and experience as possible while establishing effective Hub leadership teams.

What should groups do during the current AGM season?

Branch AGMs should continue to take place during the transition period.

However, unless there is a specific operational requirement, groups are encouraged not to undertake significant recruitment activity for positions that may change as part of the Hub transition.

Where a Chair is stepping down and no Vice Chair is available, Branches should contact the BCS Communities team for support and guidance (groups@bcs.uk).

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.

What new governance documentation is being introduced?

To support the new operating model, BCS is introducing:

• A Volunteer Agreement outlining expectations and responsibilities for both BCS and volunteers.
• Hub Terms of Reference setting out governance arrangements and requirements.
• Updated operational processes to support increased volunteer self-service.

These documents are intended to provide greater clarity, consistency and support for volunteers.

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. 

Improvements being developed include greater self-service capability, including delegated event management tools, clearer role descriptions, simplified governance documentation, improved volunteer guidance, and more flexible opportunities for volunteers to contribute through project-based activities without requiring formal committee positions.

What does "self-service" mean for volnteers?

The transformation aims to give volunteers greater autonomy over community activities while reducing administrative dependency on BCS staff.

Examples being explored include delegated event management processes, improved digital tools, clearer guidance and greater access to resources that enable volunteers to deliver activities more independently, while still benefiting from support and oversight when required.

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.

Local activities will continue to be supported through Hub funding arrangements. Requests for funding will be managed through the Hub structure to ensure transparency, oversight and alignment with agreed programmes and priorities.

What about existing governance arrangements that individual groups have developed?

To support a more consistent experience across the community, Hubs will operate under a common Hub Terms of Reference and Volunteer Agreement. These documents will provide clarity on responsibilities, governance expectations and the relationship between BCS and volunteers, while still allowing Hubs flexibility to develop programmes and approaches that meet 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.

Consultation continues through volunteer briefings, survey activity, pilot implementation, engagement sessions and feedback exercises. Input from volunteers, members and governance bodies remains an important part of shaping 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.