The Oklahoma Bar Journal May 2024

F rom the P resident

recommended increase would bring us in line with similarly situ ated states. With that said, I would not be surprised if some of those states on the lower end raise dues in the next few years, illustrating that the OBA is the bargain it has been over the past decade-plus. To conclude, I remind all Oklahoma attorneys that practic ing law in this state is a privilege and not a right. There are many obligations that come with that privilege, which are regulated, supported and enhanced by the OBA. I think it is more than fair for Oklahoma attorneys to pay for that privilege at a dues level that appropriately supports the OBA’s ongoing operations and appropriate building maintenance and upkeep. Other models would require either increased court fees (burdening some of those Oklahomans less able to pay) and/ or funds from Oklahoma’s gen eral revenues (taking away from law enforcement and education). I firmly believe that Oklahoma’s model is the best and most equi table one available. I humbly ask for your support of the proposed OBA dues increase.

year, the OBA is projected to draw down its strategic reserve by $1.26 million. To be clear, OBA operations run on a close to breakeven basis. Rather than ongoing operations, it is building costs and maintenance that create the bulk of the loss in 2024. You should know future projected building costs were included in the cash flow projections that were considered when the board eval uated the dues increase to specifi cally address this issue. There is another factor to consider: “How does the OBA compare to other bar associations around the country?” Not all bar associations are integrated bars that perform all the functions that the OBA does. Kansas and Colorado, for example, are vol untary bars that are not required to maintain an enforcement arm like the OBA Office of the General Counsel. Others, like Texas, have vastly different membership makeups ( e.g. , more than 100,000 members compared to the OBA’s 18,000) and can bring in consider ably larger sums of money to run their operations. The best comparisons, I believe, are South Carolina, Alabama, Oregon, Kentucky, Wisconsin, Arizona and Louisiana. Their aver age dues are $398, so the board’s

(continued from page 4) that the costs of running the OBA will continue to rise over time. One of the things that has put the OBA in a position of strength over the past few years is its strategic reserve. That reserve should be protected and not become a source of fund ing for losses incurred due to the failure of the OBA to reasonably and appropriately raise the dues level. I assure you that, with this increase, the OBA will continue to improve its operations and services – not simply to maintain the status quo. Firstly, an organization is only as strong as the people who work for it. This increase allows the OBA to keep its best personnel and invest in future talent. Secondly, the OBA has been focusing more and more on improving its technol ogy over the past couple of years. You may not see everything that is being done, but a lot of work is taking place. Moreover, we have reorganized the OBA Technology Committee and appointed Collin Walke as chair to review what the OBA does today and recommend a future direction for the organi zation. Thank you, Mr. Walke, for your service. Hopefully, the discussion above makes clear that we cannot do nothing. To add to that point, this

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THE OKLAHOMA BAR JOURNAL