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*Note: The following is from our archived collection of older documents, and may not reflect the most current information.

September 2005 Vote FAQ
September 2005 Vote FAQ

1. Why does SLA need to restructure its dues?  If there's a need for more money, can't the Board of Directors simply reduce expenses first?

In the past decade, SLA has evolved its range of member benefits, programs and services significantly. Anyone who has been a member for that length of time will agree that we are not receiving the same mix of benefits and services today that we received back then. In 1995, the Association published Special Libraries, a quarterly academic journal; we now publish Information Outlook, which still publishes academic writing from members, but gives us much more. In 1995, SLA's online presence was very limited. Today, www.sla.org offers a range of member-only resources, and each and every SLA division boasts its own hub for unit information and activities. Since 1995, our membership directory has evolved from a static, print publication into a dynamic, always updated, searchable online resource. Our staff -- which once stood near 40 total -- is now slimmed down to 28. Our educational offerings have moved from almost exclusively live events requiring travel to mostly online (live and recorded) sessions, with the SLA Annual Conference serving as the hub for live event learning. Just in the past year, SLA has taken steps to reduce budgetary expenses: We've saved on staff salaries by outsourcing technology support and shifting a key staff to half-time status; we've changed the paper on which Information Outlook is printed in order to significantly reduce the cost of production; we've negotiated a new printing contract for IO that further reduced our production costs, and even acquired new representation for the sale of advertising space in IO -- bring additional savings to our budget. We've invested in e-communications -- and now e-voting -- in order to provide more regular touches with members and expand interaction among them -- both resulting in lower costs. So, as you can see, the Board, the Finance Committee, and staff have always sought new ways to innovate and bring about lower expenses for the Association. It is baked into our DNA. The moment in the Association's history at which we stand now is one of those times when we are faced with a strategic opportunity: to continue supporting the existing services (which continue to evolve), provide opportunity for new services, AND offer a new proposition to the profession so that we can continue to grow our membership. These things are intertwined with one another, as we must continue to offer what we have AND develop new programming in order to drive new membership.

2.  Give me one good reason why I should pay more dues to SLA.

SLA is the best global community for information professionals who want to advance and diversify their careers. With the introduction of Click University, SLA stands to serve as the premiere continuing education provider in the profession. We are on the rise, and we are poised to do great things for you and your career.

3. Will the two-tier system generate more money or less money for SLA?

Over time, the new dues structure will generate greater revenue for SLA programs, services, chapters, and divisions. The increase in revenue will allow for many initiatives that have been delayed for years to be funded and implemented ? initiatives that have been requested and expected by members.

4. If my dues go up, what additional services will I get? What are the exact plans? When can I expect to see improvements?

In particular, SLA will be focusing resources on the following investments into Click University:

  • Acquisition of course libraries that will focus on core areas of professional and executive development
  • Conversion of a variety of SLA learning experiences into self-paced online courses
  • Enhancement of the Virtual Learning Series and the Career Development Series to meet competencies-based goals by improving content and hiring professional instructors
  • Purchase of an Internet-based video and audio delivery system for all live and recorded SLA learning experiences
  • Contract with internationally recognized field experts to deliver a balanced set of learning experiences that meet the needs of SLA's diverse audience
  • Translation of a focused set of courses into other languages, particularly French and Spanish
  • Construction of an Internet studio at SLA's Global Headquarters for the purpose of producing live and recorded learning experiences for SLA members

Additionally, SLA will be:

  • Contracting with a globally recognized consultancy to conduct a wide-ranging compensation study for the profession
  • Creating a more personalized content management focus for the SLA Web site, and evolving the site towards version 5.0
  • Conducting research via partnership with like-minded organizations, but delving into specific studies that will drive the value proposition for the profession.

The timeline for delivery on any or all of these initiatives depends on the availability of many resources, including financial and personnel needs. Rest assured, though, that your goals will be prioritized by the SLA Board of Directors, so that the most important goals for the membership are realized first.

5. If my dues are going up, why should I have to pay to take courses on Click University?

The investment in Click University through member dues helps to build the experience so that it drives immediate value for you and other students. That's why SLA provides Click as a member-only service. The average cost per course currently stands at US$2.60 -- a small price to pay for quality learning.

Your membership dollars support content acquisition, technological enhancements and course development, but we must generate modest returns in order to continue the development of Click University as the first and only learning community for the profession.

Over time, as Click becomes a self-sustaining enterprise, you can expect that your dues dollars will be re-invested in new initiatives that will enhance your member experience.

6. If dues go up, how much of that will go toward paying for the new headquarters?

The new SLA International Headquarters and subsequent enhancements to the facility were funded entirely from the proceeds of the sale of SLA?s previous headquarters in Washington, DC USA. SLA holds no mortgage or other debt on its facilities at this time.

7. Why don?t you start an a la carte system for dues? If I don?t like the magazine, I don?t have to pay for it, so I can subtract that portion from my invoice. If I don?t like the Web site, just cancel my password and take that part off my bill. Come to think of it, what am I paying ANY dues for? I hardly ever read the magazine or visit the Web site ? and anybody can get onto the discussion lists, even non-members.

The concept of an a la carte plan for participation in the SLA community or use of SLA services is something that will be explored very soon. It is a need expressed by many members, but must be implemented so as to ensure that those services are sustainable.

A review of only the tangible services provided by SLA in determining the value of your membership would ignore the many intangible values you get as an SLA member, including:

  • Access. The global community of information professionals is at your fingertips, 24/7/365. That?s something no other association can offer.
  • Networking. Through live and virtual experiences, you can expand your peer network and advance your career very quickly and easily.
  • Flexibility. Your involvement in SLA can be focused on local, regional, or international interaction, and expand from exposure to peers in your industry or practice to those in many other industries and disciplines. It?s really up to you!
  • Learning. To advance your career, you must develop and enhance your skills and your perspective. SLA is taking the lead in the information professional community on this front, particularly via Click University.
  • Promotion of Your Value and Your Values. SLA aims to tell the world about your skills and your importance to your organization. Further, SLA wants to share the perspective of the global community of information professionals on a range of important policy, economic, and social issues related to the practice.
  • Research. By engaging in studies and partnering with leading research organizations, SLA gets you the information you need to communicate your value and anticipate the needs of your organization.

Of course, services like SLA?s discussion lists are open to non-members, and we embrace this as an opportunity to expand the SLA community and give non-members the exposure to the value of involvement in SLA. We hope this is considered a positive social benefit of our community. Those wishing to invest in their careers by affiliating with SLA are doing so with minimal cost, even after the dues restructuring.

8. I just got a pay increase from $34,000 to $35,000. That comes to a net of about $250 after taxes. You?re asking me to pay more than half of that in dues?

Actually, you already pay US$125 in dues annually, so your net dues increase would be $35. However, consideration of this increase must take into account the complete picture of how your dues impact SLA and the services you receive as a member.

First, your dues have historically held at a price well below the rate of inflation. Second, SLA has historically delivered a broad range of services to the membership despite challenges to fund those services. Third, SLA is already focusing on a new range of services ? including the high quality, low-cost Click University ? that will be supported through your dues. Fourth, the highest SLA dues rate resulting from the proposed restructuring, in comparison to other professional association dues, remain very affordable. For example:

Fifth, your commitment to your professional growth should be measurable, but not simply based on an increase in dues. What would you lose by ending your relationship with SLA? How would you replace those features and benefits? We believe that the network of members, the local interaction found in our chapters, the expertise found in our divisions, and the range of learning experiences you can get via Click University are things you will miss AND cannot be replaced elsewhere. SLA is confident that we are creating THE preferred community for information professionals around the globe, and we want you to be a part of that community.

9. The American Library Association dues top out at $100 ? and the members get a lot more benefits than SLA members get. Why should I pay 60 percent more for SLA dues than I do for ALA?

Actually, a cursory examination of benefits suggests that you actually get more out your investment in SLA than what you would get out of an ALA membership. For starters, your SLA dues automatically include membership in at least one chapter and one division. ALA charges extra fees for participation in its chapters and divisions.

A comparison of ALA dues and SLA dues must take into account the scale of one versus the other. First, ALA has over 60,000 members. Scale is critical for ALA, as their total income from dues is dramatically high, even with members investing a small amount of money. SLA membership stands at just under 12,000 people, one-fifth the size of ALA. So, if you were paying SLA dues in order to match ALA's total dues income, you would be paying $500 per year.

A comparison of benefits provided by ALA and SLA must take into account the quantity and quality of services to be provided. It must also take into account the quality impact of those benefits on a member of either organization. Your participation in SLA ? by definition, a more specific and focused community than ALA ? is automatically more closely connected, not only to peers, but also to association leaders and staff.

Further, SLA services are shaped by member needs and goals. ALA services are clearly targeted towards the public and academic library professional. So provision of more services isn?t necessarily what?s right for you; provision of the right services is what?s right for you!

10. If this passes, will it be possible for SLA to create additional dues tiers? Could it be done within the next three years?

The possibility does exist for SLA to create additional dues tiers in the future. Of course, this would occur in the same way as the current proposal was developed ? with open communication to, and dialogue with, the SLA Chapter and Division Cabinets. However, any new proposal that calls for a dues increase on any segment of the membership could not take effect for at least three years.

11. If this doesn?t pass, will the Board vote to increase dues by the maximum 12 percent?

While the SLA Board of Directors has the authority to increase dues by 12 percent beginning in 2006, no official discussions have been held on the possibility of doing so. That discussion would likely take place at the Board?s October 2005 meeting at SLA Headquarters in Alexandria, Virginia USA.

12. Suppose we turn down the amendment to eliminate the 12 percent cap? Does that mean EVERYONE?S dues will go up 12 percent?

Authority for increasing member dues resides with the SLA Board of Directors. The Board is currently limited to increasing dues no more than 12 percent in any three-year span. In approving the dues restructuring proposal, the Board?s wish was to create greater flexibility and provide some relief to new entrants to the profession, those living and working in less affluent economies, and part-time info-pros. If the proposed amendment to the SLA Bylaws is not approved by the membership, the Board may elect to increase dues up to 12 percent, so as to ensure that SLA programs, services, and initiatives can continue to provide value for the member?s investment.

13. You could have raised the dues by 12 percent a couple of years ago. Why didn?t you do it then? The increase would have been more gradual that way.

Since 1999, the global economy has experienced a market decline, a recession, and a period of very slow economic growth. As a result, the SLA Board of Directors has been very reluctant to authorize increases in dues rates for members. In fact, the Board authorized policies in the early 2000s to allow members to continue their participation in SLA without a significant financial burden.

While a dues increase at some point between 1999 and today would have made a transition to the approved restructured dues system more gradual, the effect on new membership growth and existing member retention during recent years would have been far too deleterious to the Association?s financial stability.

14. The Kentucky chapter petitioned for a dues break two years ago. The economy is getting better now. So why cut the dues for some people and make others pay more?

The Kentucky Chapter?s proposal for a change to the SLA dues structure did occur at a time when the global economy was struggling. However, the the SLA Board of Directors and the Chapter Cabinet considered this an ongoing and very strategic problem. Further, the SLA Finance Committee and Board of Directors moved forward on the matter after hearing from the SLA Chapter Cabinet. A significant majority of the cabinet's membership recommended exploration of a new structure. Given the depth of consideration, SLA is presenting this opportunity in the appropriate, strategic context and not in response to situational needs.

15. Give me a break! Most of us have master?s degrees. The average age of the members is over 40. How many of us do you think are making less than $35,000 a year. Isn?t this just a scam to raise dues way more than the limit in the bylaws?

The ultimate goal of the approved dues structure is not to provide dues relief to the majority of SLA members. The goals here are to a) lower the barriers for participation in SLA for those who would otherwise look elsewhere for their professional community or who cannot afford membership in SLA under the current dues structure; and b) ensure that current and future SLA services, programs, and initiatives are sustainable.

16. Please explain the part about flexibility for the members. If I?m making more than $35,000 a year and I vote against what is essentially an increase in my dues, I?m probably still going to end up paying 12 percent more, because the SLA Board of Directors will likely increase dues by that much. And if I make under $35,000 and all the rich members vote it down, I?ll be paying more too, when I could have been paying less.

The approved restructuring of dues is a first step towards total flexibility. It is certainly not the final stage in achieving flexibility for the membership. But we do believe that the new structure would provide relief to new entrants to the profession, those living and working in less affluent economies, and part-time workers. This was the goal of the SLA Kentucky Chapter and, by extension, the SLA Chapter and Division Cabinets. SLA leaders look forward to a continued evolution of the Association?s dues structure to achieve the appropriate level of flexibility for members worldwide. Clearly, though, the first step means that some will pay more, while others will pay less.

17. What negative implications exist if the new dues structure is not implemented? Will some member benefits go away?

If the new dues structure is not implemented, three things could occur: the SLA Board of Directors could a) decide to increase dues up to a maximum of 12 percent; b) develop a new dues structure that may or may not require a change to the SLA bylaws; or c) decide to do nothing. In any case, SLA staff and leadership could be faced with difficult decisions on the investment of financial resources for existing and future programs, services and initiatives. To be sure, a decision to leave the dues structure and rate at its current state would mean that SLA leadership would need to ensure that the most valuable SLA services (Click University, Information Outlook, the SLA Web site, the SLA Annual Conference, chapter and division allotments, the SLA Salary Survey) continue to receive appropriate funding to advance these experiences and make them meaningful and effective for you.

18. From what I hear, SLA is getting hundreds of thousands of dollars in sponsorship funding. What will the extra dues money go for? Why can?t you just get more sponsorship money from the deep-pocket companies?

SLA generates sponsorship revenue to a) directly support services and programs that benefit SLA members; and b) offset the gap between SLA dues income and the costs of delivering services to SLA members. Our loyal partners in the information industry are being pushed to their limits by requests for sponsor support not only from SLA Headquarters, but also from SLA chapters and divisions. We have reached a point where the pendulum of financial burden has swung back to dues-paying members, as the income generated from dues has been outpaced by the rising costs of doing business.

 

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