When I look back at previous columns and reflect on my term as treasurer, which ends June 30, I realize just how much has happened—and been accomplished—over the past three years.
For one, I’m proud of finishing the work started under my predecessor, Maggie Farrell, on the financial piece of the American Library Association (ALA) Operating Agreement, which governs the relationship between ALA and its membership divisions. I’m also pleased with the progress made in improving communication within the Association on finances.
I am not, however, greatly encouraged by the current financial health of the Association. In past columns and in reporting to the ALA Executive Board, Council, and other forums, I have shared real numbers but have otherwise tried not to alarm members. I am an optimist, and I try to approach adversity with a can-do attitude. Unfortunately, I no longer believe that approach serves any of us well as we face the realities of the current and upcoming fiscal years.
This fiscal year will be challenging. Our final LibLearnX conference will take place January 24–27 in Phoenix, and we expect to lose heavily on it if the previous two are any indication. ACRL 2025 in April is the remaining division conference of the fiscal year, which means that divisions will contribute less than last year. ALA earns pass-through grants that go toward supporting libraries, per our mission, and contributing to overhead. But these grants will also show up as expenses in the books and have an impact on liquidity. If other revenue-generating units in ALA, such as Membership and Publishing, do not meet or exceed their targets, then the Association will be very pressed indeed.
The 150th anniversary campaign will offset some of these financial shortcomings. Gifts to ALA—and I surely hope that the campaign is a success!—that are realized in the fiscal year will be tracked as revenue. As with much fundraising of this nature, however, the intent is to grow the endowment, which will provide long-term financial benefit to ALA. But that does not fill existing gaps in the operational side of the budget.
Last year I wrote that there was a need for a stronger push toward generating additional revenue. This remains the case. In recent years, the Association has, unfortunately, relied too greatly on contributed revenue (such as donations and grants) and therefore needs to find and nurture other sources. Continuing Education is one such source. Another is regrowing a membership to its pre-pandemic peak.
The other ongoing and necessary measure that’s needed: managing expenses and realizing efficiencies. In the face of ALA’s financial position, it is incomprehensible to have duplicative work across the Association and among the divisions related to publishing and conferences, for example. ALA staffers continue to tighten this aspect of the finances—efforts for which I am grateful.
Last year I wrote that our financial situation was not precarious, and I truly did not think that at the time. But in truth, it is. I regret that I leave my successor the challenges ahead, and I wish them future improved financial circumstances to navigate.
As I have done in my previous columns as treasurer, I’ll conclude by recognizing ALA’s Finance and Accounting Office. It has been a pleasure collaborating with Chief Financial Officer Dina Tsourdinis and her team in our efforts to keep the Association moving forward financially.
