The ATA Chronicle - July/August 2020 - 9

ASSETS, LIABILITIES, AND NET ASSETS

being. Of course, the virtual option is
far from ideal. It misses out on those
people who attend the conference
primarily to network, meet prospective
clients, catch up with friends, and
enjoy time away from their workplace.
But by hosting a virtual event, ATA
will provide opportunities for
professional development, continuing
education, advanced training, division
meetups, a job fair, and hopefully even
some interaction with many of our
traditional exhibitors.
We're working on the details right now.
The best that I can sum up, financially
speaking, is that no matter what path we
follow, we'll likely be facing a loss, so the
prudent thing is to minimize it as much as
possible. A virtual ATA61 seems to be the
right way to do so.

of course, is well before the current
economic crisis.
At the same time, Total Liabilities
continued to decline (-11.2%) from
$1.58 million to $1.41 million. In
ATA's case, our Deferred Accounts line
item represents membership services
we owe to people who have joined the
Association. So, when our Deferred
Accounts are shrinking, we can interpret
that to mean fewer members. As of
December 2019, Deferred Accounts
were down (-26.1%) to $1.10 million,
from $1.49 million in 2018.
Given that both Total Assets and Total
Liabilities shrunk by a similar dollar
amount, ATA's Net Assets (i.e., the
difference between the two) declined
only slightly (-2.5%) to $3.20 million,
as of December 31, 2019, compared to
$3.28 million a year before.

We'll finish up this report by looking at
ATA's Consolidated Statement of Financial
Position as of December 31, 2019. (See
pages 10 and 11.)
Overall, there was a slight drop
(-2.5%) in Total Assets, from $3.28
million a year ago to $3.20 million at
the end of December. This small
change, however, masks some larger
moves among assets that mostly offset
one another.
For instance, we saw a drop (-16.3%)
in Total Current Assets, which fell from
$2.16 million to $1.81 million, as part
of moving some cash into investments.
As a result, the drop was offset by
increases (+32.8%) to Investments,
which rose from $1.00 million to $1.33
million, year-on-year. This figure,

Figure 3: Financial Results for ATA Programs (Rounded to the Nearest Thousand)

100%
80%
60%

850,364

155,766

966,108
2,910

3,477

1,330

40%
20%

180,210
162,812

738,353

116,134

53,379

10,502

24,538

42,648

(53,379)

(10,502)

(21,628)

(41,318)

PD-

PD-

785,898

0%
-20%

112,011

(7,046)
(112,657)

-40%
-60%

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The ATA Chronicle - July/August 2020

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