Membership dues are one of PRSA’s most important income generators, so a drop of any kind is not good, but we were prepared for worse. The key to addressing recessionary challenges is to cut expenses quickly and appropriately, without degrading quality. It’s a balancing act that PRSA performed well. There were plans going into the year for 4 percent or 10 percent reductions depending on trends, and we decided relatively early that it made the most sense to implement the more aggressive cost reductions. Expenses were cut by more than $1.1 million and involved some reorganization that improved efficiency and reduced the national office staff. At the same time, we focused on increasing the value of PRSA membership, delivering some important new programs, including a redesigned Web site and “The Business Case for Public Relations,” an industry advocacy campaign.
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