Admin Wiki - User contributions [en]

2025Q1 Reports: Treasurer

2025-02-19T04:02:12Z

DavidYarowsky:

ACL's financial health continues to be very strong, in spite of and in fact to some degree because of the exceptional risks and challenges of the past 5 years and our response to them.

ACL's combined financial reserves are $6.4 million (USD) of 12/31/24. This total includes the central ACL organization, and all of ACL's many chapters and SIGs including the EMNLP conferences, and it represents a mean 10% year-to-year growth in financial reserves since 6/30/2023, given both the ongoing success of our 2022-2024 conferences and registration income received for ACL 2023-2024.

These financial reserves remain important, given that ACL self-insures and because of the ongoing financial volatility, risk and future unpredictability in the conference landscape, and our need to make very large cash deposits for future meetings.

However, the scale of these financial reserves provides ACL with opportunities for investment in both long-overdue infrastructure improvement (such as for our reviewing platforms, and for multimodal development of the ACL anthology) and for new initiatives (focused particularly on greatly expanded support for diversity and inclusion). ACL is also intentionally investing more to partially subsidize its conferences from past reserves to keep registration fees at a more affordable level, especially for students, in the face of unusually high conference cost structures in both Toronto and Singapore.

In 2024, ACL further diversified its reserves across a greater variety of interest bearing accounts and investments.

An investment advisory committee chaired by Associate Treasurer Jon May has been formed and is proposing plans for further diversification into higher yielding investments of our reserve funds.

ACL's membership revenue continues to be critically important to funding its journals and anthology and other core services. On average between 2018-2024, ACL's core services were supported by:

Core Services Income:

• 97% Membership fees • ~0% Royalties/Licensing Fees • 3% Other earned revenue • 0% Journal subscriptions and open access charges

Core Services Expenditures:

• 33% ACL Office, Legal/Accounting, IT Infrastructure (Anthology) • 66%+ TACL and CL Journals and other initiatives As we stand today, ACL's membership fees are focused on its core services, which include not only our journals but also ACL's very leanly run office, legal and accounting costs, and our IT infrastructure (which includes the ACL Anthology). And as our journals continue to grow significantly in size and scope, those costs continue to grow steadily as well.

Even in a fully virtual-conference world these crown jewels depend on fully paid membership fees at a roughly 5000 person level, which may not be sustainable in some potential financial futures.

The central reason that ACL does depend so much on our membership fees is because we have *no* journal subscription or open access charges. Now we of course could change that financial model and make the journal authors and users pay for our journals all by themselves, but there appears to be strong consensus that its a good thing that our complete half century of scholarship is freely available to everyone rather than stuck behind a paywall like at some of our peer institutions.

Sponsorships continue to be extremely important to our conferences, covering more than 25% of conference expenses in the past year, with have particularly enabled longstanding and growing substantial investment in student support and diversity and inclusion initiatives.

The conference expense structure has changed dramatically post-COVID, due both to inflation (which is particularly high for food, ACL's single largest conference expense), and to the very high infrastructure costs of hybrid conferences (for both the virtual platform and hosting costs as well as the substantially increased on-site costs for the interactive platform). As ACL invests in improving the hybrid experience, these costs have increased substantially and are not fully covered by virtual registration fees.

ACL is still facing a challenging financial future as we work to reimagine our conference structures, balancing the wishes of those who are passionately eager to return to the energy and personal interaction opportunities of live meetings and those who see the transformative potential and advantages of virtual or hybrid meetings, and incurring combined costs for both substantially greater than either model by itself.

2025Q1 Reports: Treasurer

2025-02-19T03:59:40Z

DavidYarowsky:

ACL's financial health continues to be very strong, in spite of and in fact to some degree because of the exceptional risks and challenges of the past 4 years and our response to them.

ACL's combined financial reserves are $6.4 million (USD) of 12/31/24. This total includes the central ACL organization, and all of ACL's many chapters and SIGs including the EMNLP conferences, and it represents a mean 10% year-to-year growth in financial reserves since 6/30/2023, given both the ongoing success of our 2022-2024 conferences and registration income received for ACL 2023-2024.

These financial reserves remain important, given that ACL self-insures and because of the ongoing financial volatility, risk and future unpredictability in the conference landscape, and our need to make very large cash deposits for future meetings.

However, the scale of these financial reserves provides ACL with opportunities for investment in both long-overdue infrastructure improvement (such as for our reviewing platforms, and for multimodal development of the ACL anthology) and for new initiatives (focused particularly on greatly expanded support for diversity and inclusion). ACL is also intentionally investing more to partially subsidize its conferences from past reserves to keep registration fees at a more affordable level, especially for students, in the face of unusually high conference cost structures in both Toronto and Singapore.

In 2024, ACL further diversified its reserves across a greater variety of interest bearing accounts and investments.

ACL's membership revenue continues to be critically important to funding its journals and anthology and other core services. On average between 2018-2024, ACL's core services were supported by:

Core Services Income:

• 97% Membership fees • ~0% Royalties/Licensing Fees • 3% Other earned revenue • 0% Journal subscriptions and open access charges

Core Services Expenditures:

• 33% ACL Office, Legal/Accounting, IT Infrastructure (Anthology) • 66%+ TACL and CL Journals and other initiatives As we stand today, ACL's membership fees are focused on its core services, which include not only our journals but also ACL's very leanly run office, legal and accounting costs, and our IT infrastructure (which includes the ACL Anthology). And as our journals continue to grow significantly in size and scope, those costs continue to grow steadily as well.

Even in a fully virtual-conference world these crown jewels depend on fully paid membership fees at a roughly 5000 person level, which may not be sustainable in some potential financial futures.

The central reason that ACL does depend so much on our membership fees is because we have *no* journal subscription or open access charges. Now we of course could change that financial model and make the journal authors and users pay for our journals all by themselves, but there appears to be strong consensus that its a good thing that our complete half century of scholarship is freely available to everyone rather than stuck behind a paywall like at some of our peer institutions.

Sponsorships continue to be extremely important to our conferences, covering more than 28% of conference expenses in the past year, with have particularly enabled longstanding and growing substantial investment in student support and diversity and inclusion initiatives.

The conference expense structure has changed dramatically post-COVID, due both to inflation (which is particularly high for food, ACL's single largest conference expense), and to the very high infrastructure costs of hybrid conferences (for both the virtual platform and hosting costs as well as the substantially increased on-site costs for the interactive platform). As ACL invests in improving the hybrid experience, these costs have increased substantially and are not fully covered by virtual registration fees.

ACL is still facing a challenging financial future as we work to reimagine our conference structures, balancing the wishes of those who are passionately eager to return to the energy and personal interaction opportunities of live meetings and those who see the transformative potential and advantages of virtual or hybrid meetings, and incurring combined costs for both substantially greater than either model by itself.

2025Q1 Reports: Treasurer

2025-02-19T03:32:00Z

DavidYarowsky: Created page with "In progress."

In progress.

2024Q1 Reports: Treasurer

2024-03-01T23:36:27Z

DavidYarowsky: Created page with "ACL's financial health continues to be very strong, in spite of and in fact to some degree because of the exceptional risks and challenges of the past 4 years and our response..."

ACL's financial health continues to be very strong, in spite of and in fact to some degree because of the exceptional risks and challenges of the past 4 years and our response to them.

ACL's combined financial reserves are $5.8 million (USD) of 6/30/2023 at the end of the 2nd quarter. This total includes the central ACL organization, and all of ACL's many chapters and SIGs including the EMNLP conferences, and it represents a mean 10% year-to-year growth in financial reserves since 6/30/2022, given both the ongoing success of our 2022-2023 conferences and registration income received for ACL 2023.

These financial reserves remain important, given that ACL self-insures and because of the ongoing financial volitility, risk and future unpredicability in the conference landscape, and our need to make very large cash deposits for future meetings.

However, the scale of these financial reserves provides ACL with opportunities for investment in both long-overdue infrastructure improvement (such as for our reviewing platforms, and for multimodal development of the ACL anthology) and for new initiatives (focused particularly on greatly expanded support for diversity and inclusion). ACL is also intentionally investing more to partially subsidize its conferences from past reserves to keep registration fees at a more affordable level, especially for students, in the face of unusually high conference cost structures in both Toronto and Singapore.

In 2023, ACL further diversified its reserves across a greater variety of interest bearing accounts and investments.

ACL's membership revenue continues to be critically important to funding its journals and anthology and other core services. On average between 2018-2023, ACL's core services were supported by:

Core Services Income:

• 97% Membership fees
• ~0% Royalties/Licensing Fees
• 3% Other earned revenue
• 0% Journal subscriptions and open access charges

Core Services Expenditures:

• 33% ACL Office, Legal/Accounting, IT Infrastructure (Anthology)
• 66%+ TACL and CL Journals and other initiatives
As we stand today, ACL's membership fees are focused on its core services, which include not only our journals but also ACL's very leanly run office, legal and accounting costs, and our IT infrastructure (which includes the ACL Anthology). And as our journals continue to grow significantly in size and scope, those costs continue to grow steadily as well.

Even in a fully virtual-conference world these crown jewels depend on fully paid membership fees at a roughly 5000 person level, which may not be sustainable in some potential financial futures.

The central reason that ACL does depend so much on our membership fees is because we have *no* journal subscription or open access charges. Now we of course could change that financial model and make the journal authors and users pay for our journals all by themselves, but there appears to be strong consensus that its a good thing that our complete half century of scholarship is freely available to everyone rather than stuck behind a paywall like at some of our peer institutions.

Sponsorships continue to be extremely important to our conferences, covering more than 28% of conference expenses in the past year, with have particularly enabled longstanding and growing substantial investment in student support and diversity and inclusion initiatives.

The conference expense structure has changed dramatically post-COVID, due both to inflation (which is particularly high for food, ACL's single largest conference expense), and to the very high infrastructure costs of hybrid conferences (for both the virtual platform and hosting costs as well as the substantially increased on-site costs for the interactive platform). As ACL invests in improving the hybrid experience, these costs have increased substantially and are not fully covered by virtual registration fees.

ACL is still facing a challenging financial future as we work to reimagine our conference structures, balancing the wishes of those who are passionately eager to return to the energy and personal interaction opportunities of live meetings and those who see the transformative potential and advantages of virtual or hybrid meetings, and incurring combined costs for both substantially greater than either model by itself.

2023Q3 Reports: Treasurer

2023-07-11T17:37:04Z

DavidYarowsky: Created page with "ACL's financial health continues to be very strong, with sufficient capital reserves to weather a very challenging and risk filled period of both change and growth for our org..."

ACL's financial health continues to be very strong, with sufficient capital reserves to weather a very challenging and risk filled period of both change and growth for our organization.

ACL's combined financial reserves are $5.8 million (USD) of 6/30/2023 at the end of the 2nd quarter. This total includes the central ACL organization, and all of ACL's many chapters and SIGs including the EMNLP conferences, and it represents a mean 10% year-to-year growth in financial reserves since 6/30/2022, given both the ongoing success of our 2022-2023 conferences and registration income received for ACL 2023.

These financial reserves remain important, given that ACL self-insures and because of the ongoing financial
volitility, risk and future unpredicability in the conference landscape, and our need to make very large cash deposits for future meetings.

However, the scale of these financial reserves provides ACL with opportunities for investment in both long-overdue infrastructure improvement (such as for our reviewing platforms, and for multimodal development of the ACL anthology) and for new initiatives (focused particularly on greatly expanded support for diversity and inclusion).

ACL's membership revenue continues to be critically important to funding its journals and anthology and other core services. On average between 2018-2022, ACL's core services were supported by:

Core Services Income:

• 97% Membership fees
• ~0% Royalties/Licensing Fees
• 3% Other earned revenue
• 0% Journal subscriptions and open access charges

Core Services Expenditures:

• 33% ACL Office, Legal/Accounting, IT Infrastructure (Anthology)
• 66%+ TACL and CL Journals and other initiatives

As we stand today, ACL's membership fees are focused on its core services, which include not only our journals but also ACL's very leanly run office, legal and accounting costs, and our IT infrastructure (which includes the ACL Anthology). And as our journals continue to grow significantly in size and scope, those costs continue to grow steadily as well.

Even in a fully virtual-conference world these crown jewels depend on fully paid membership fees at a roughly 5000 person level, which may not be sustainable in some potential financial futures.

The central reason that ACL does depend so much on our membership fees is because we have *no* journal subscription or open access charges. Now we of course could change that financial model and make the journal authors and users pay for our journals all by themselves, but there appears to be strong consensus that its a good thing that our complete half century of scholarship is freely available to everyone rather than stuck behind a paywall like at some of our peer institutions.

Sponsorships continue to be extremely important to our conferences, covering more than 28% of conference expenses in the past year, with have particularly enabled longstanding and growing substantial investment in student support and diversity and inclusion initiatives.

The conference expense structure has changed dramatically post-COVID, due both to inflation (which is particularly high for food, ACL's single largest conference expense), and to the very high infrastructure costs of hybrid conferences (for both the virtual platform and hosting costs as well as the substantially increased on-site costs for the interactive platform). As ACL invests in improving the hybrid experience, these costs have increased substantially and are not fully covered by virtual registration fees.

ACL is still facing a challenging financial future as we work to reimagine our conference structures, balancing the wishes of those who are passionately eager to return to the energy and personal interaction opportunities of live meetings and those who see the transformative potential and advantages of virtual or hybrid meetings.

2021Q3 Reports: Treasurer

2022-05-24T17:33:53Z

DavidYarowsky:

ACL's financial health continues to be very strong, with sufficient capital reserves to weather one of the most challenging and risk filled fiscal environments in our history.

ACL's combined financial reserves are $4.2 million (USD) of 6/30/2021 at the end of the 2nd quarter. This total includes the central ACL organization, and all of ACL's many chapters and SIGs including the EMNLP conferences, and it represents a mean 28% year-to-year growth in financial reserves since 6/30/2020, given the exceptional success of our 2020 virtual conferences.

These financial reserves remain critically important: We risked losing nearly half of *ACL’s combined reserves to cancellation penalties for ACL2020 and EMNLP2020 if these venues had not been successfully rescheduled to future years.

For this reason, ACL/NAACL/EMNLP are contractually committed to hosting 4+ large live on site conferences in 2021 2022. *ACL’s future financial health depends on making them a great success!

ACL's membership revenue continues to be critically important to funding its journals and anthology and other core services. On average between 2018-2020, ACL's core services were supported by:

Core Services Income:

• 97% Membership fees
• ~0% Royalties/Licensing Fees
• 3% Other earned revenue
• 0% Journal subscriptions and open access charges

Core Services Expenditures:

• 36% ACL Office, Legal/Accounting, IT Infrastructure (Anthology)
• 64%+ TACL and CL Journals and other initiatives

As we stand today, ACL's membership fees barely cover its core services, which include not only our journals but also ACL's very leanly run office, legal and accounting costs, and our IT infrastructure (which includes the ACL Anthology). And as our journals continue to grow significantly in size and scope, those costs continue to grow steadily as well.

Even in a fully virtual-conference world these crown jewels depend on fully paid membership fees at a roughly 5000 person level, which may not be sustainable in some potential financial futures.

The central reason that ACL does depend so much on our membership fees is because we have *no* journal subscription or open access charges. Now we of course could change that financial model and make the journal authors and users pay for our journals all by themselves, but there appears to be strong consensus that its a good thing that our complete half century of scholarship is freely available to everyone rather than stuck behind a paywall like at some of our peer institutions.

Before COVID, our conferences were supported roughly 81% by registration fees and 19% by sponsorships, which in particular enabled longstanding and growing substantial investment in student support and diversity and inclusion initiatives.

COVID-19 has dramatically changed that basic model. Now we rely on our various forms of sponsorship to cover 41% of our costs of the ACL 2020 meeting based on early projections, those costs have shifted dramatically, with about 85% of our direct expenditures now going to audio visual services and hosting, which to do them well and robustly is quite expensive.

ACL is still facing an unprecedentedly challenging financial future as we work to reimagine our conference structures, balancing the wishes of those who are passionately eager to return to the energy and personal interaction opportunities of live meetings and those who see the transformative potential and advantages of virtual or hybrid meetings.

2022Q1 Reports: Treasurer

2022-05-24T17:31:19Z

DavidYarowsky:

ACL's financial health continues to be very strong, with sufficient capital reserves after having successfully weathered one of the most challenging and risk filled fiscal environments in our history, given cautious financial planning and risk mitigation for very negative potential scenarios which thankfully did not come to pass.

ACL's combined financial reserves are $5,960,000 (USD) as of 5/2022. This total includes the central ACL organization, and all of ACL's many chapters and SIGs including the EMNLP conferences, and it represents 43% year-to-year growth in financial reserves since 6/30/2021, given both cautious financial planning and risk mitigation strategies, and the exceptional success of our 2020 and 2021 conferences.

These financial reserves continue to remain quite important; COVID remains a very unpredictable force in conference planning, given our large 2+ years in advance financial commitments and future registration numbers which are extremely difficult to estimate

ACL /NAACL/EMNLP continue to have large legacy (pre-COVID) financial commitments to multiple future meetings (e.g. we look forward to seeing you in person at NAACLs 2022/24 in Seattle and Mexico City!)

However, our increasing financial buffers provide opportunities for new investments, and sustainable equitable reductions in registration fees.

ACL's membership revenue continues to be critically important to funding its journals and anthology and other core services. On average between 2018-2021, ACL's core services were supported by:

Core Services Income:

• 97% Membership fees
• ~0% Royalties/Licensing Fees
• 3% Other earned revenue
• 0% Journal subscriptions and open access charges

Core Services Expenditures:

• 36% ACL Office, Legal/Accounting, IT Infrastructure (Anthology)
• 64%+ TACL and CL Journals and other initiatives

As we stand today, ACL's membership fees barely cover its core services, which include not only our journals but also ACL's very leanly run office, legal and accounting costs, and our IT infrastructure (which includes the ACL Anthology). And as our journals continue to grow significantly in size and scope, and our rolling review infrastructure have technology support needs, ACL's costs continue to grow steadily as well.

Even in a fully virtual-conference world these crown jewels depend on fully paid membership fees at a roughly 5000 person level, which may not be sustainable in some potential financial futures.

The central reason that ACL does depend so much on our membership fees is because we have *no* journal subscription or open access charges. Now we of course could change that financial model and make the journal authors and users pay for our journals all by themselves, but there appears to be strong consensus that its a good thing that our complete half century of scholarship is freely available to everyone rather than stuck behind a paywall like at some of our peer institutions.

ACL continues to face a very difficult to predict financial future, and hybrid conferences have costs substantially in excess of an all in person or all virtual conference of the same total size. As we work to adapt our conference structures to meet the wishes of our membership, we will seek to use our financial reserves to improve fairness, access and equity for those members who choose to participate in our conferences both in person and virtually.

2022Q1 Reports: Treasurer

2022-05-24T17:28:50Z

DavidYarowsky: Created page with "ACL's financial health continues to be very strong, with sufficient capital reserves after having successfully weathered one of the most challenging and risk filled fiscal env..."

ACL's financial health continues to be very strong, with sufficient capital reserves after having successfully weathered one of the most challenging and risk filled fiscal environments in our history, given cautious financial planning and risk mitigation for very negative potential scenarios which thankfully did not come to pass.

ACL's combined financial reserves are $5,960,000 (USD) as of 5/2022. This total includes the central ACL organization, and all of ACL's many chapters and SIGs including the EMNLP conferences, and it represents mean 43% year-to-year growth in financial reserves since 6/30/2021, given both cautious financial planning and risk mitigation strategies, and the exceptional success of our 2020 and 2021 conferences.

These financial reserves continue to remain quite important; COVID remains a very unpredictable force in conference planning, given our large 2+ years in advance financial commitments and future registration numbers which are extremely difficult to estimate

ACL /NAACL/EMNLP continue to have large legacy financial commitments to multiple future meetings (e.g. we look forward to seeing you in person at NAACLs 2022/24 in Seattle and Mexico City!)

However, our increasing financial buffers provide opportunities for new investments, and sustainable equitable reductions in registration fees.

ACL's membership revenue continues to be critically important to funding its journals and anthology and other core services. On average between 2018-2021, ACL's core services were supported by:

Core Services Income:

• 97% Membership fees
• ~0% Royalties/Licensing Fees
• 3% Other earned revenue
• 0% Journal subscriptions and open access charges

Core Services Expenditures:

• 36% ACL Office, Legal/Accounting, IT Infrastructure (Anthology)
• 64%+ TACL and CL Journals and other initiatives

As we stand today, ACL's membership fees barely cover its core services, which include not only our journals but also ACL's very leanly run office, legal and accounting costs, and our IT infrastructure (which includes the ACL Anthology). And as our journals continue to grow significantly in size and scope, and our rolling review infrastructure have technology support needs, ACL's costs continue to grow steadily as well.

Even in a fully virtual-conference world these crown jewels depend on fully paid membership fees at a roughly 5000 person level, which may not be sustainable in some potential financial futures.

The central reason that ACL does depend so much on our membership fees is because we have *no* journal subscription or open access charges. Now we of course could change that financial model and make the journal authors and users pay for our journals all by themselves, but there appears to be strong consensus that its a good thing that our complete half century of scholarship is freely available to everyone rather than stuck behind a paywall like at some of our peer institutions.

ACL continues to face a very difficult to predict financial future, and hybrid conferences have costs substantially in excess of an all in person or all virtual conference of the same total size. As we work to adapt our conference structures to meet the wishes of our membership, we will seek to use our financial reserves to improve fairness, access and equity for those members who choose to participate in our conferences both in person and virtually.

2021Q3 Reports: Treasurer

2021-08-03T14:00:12Z

DavidYarowsky:

ACL's financial health continues to be very strong, with sufficient capital reserves to weather one of the most challenging and risk filled fiscal environments in our history.

ACL's combined financial reserves are $4.2 (USD) of 6/30/2021 at the end of the 2nd quarter. This total includes the central ACL organization, and all of ACL's many chapters and SIGs including the EMNLP conferences, and it represents a mean 28% year-to-year growth in financial reserves since 6/30/2020, given the exceptional success of our 2020 virtual conferences.

These financial reserves remain critically important: We risked losing nearly half of *ACL’s combined reserves to cancellation penalties for ACL2020 and EMNLP2020 if these venues had not been successfully rescheduled to future years.

For this reason, ACL/NAACL/EMNLP are contractually committed to hosting 4+ large live on site conferences in 2021 2022. *ACL’s future financial health depends on making them a great success!

ACL's membership revenue continues to be critically important to funding its journals and anthology and other core services. On average between 2018-2020, ACL's core services were supported by:

Core Services Income:

• 97% Membership fees
• ~0% Royalties/Licensing Fees
• 3% Other earned revenue
• 0% Journal subscriptions and open access charges

Core Services Expenditures:

• 36% ACL Office, Legal/Accounting, IT Infrastructure (Anthology)
• 64%+ TACL and CL Journals and other initiatives

As we stand today, ACL's membership fees barely cover its core services, which include not only our journals but also ACL's very leanly run office, legal and accounting costs, and our IT infrastructure (which includes the ACL Anthology). And as our journals continue to grow significantly in size and scope, those costs continue to grow steadily as well.

Even in a fully virtual-conference world these crown jewels depend on fully paid membership fees at a roughly 5000 person level, which may not be sustainable in some potential financial futures.

The central reason that ACL does depend so much on our membership fees is because we have *no* journal subscription or open access charges. Now we of course could change that financial model and make the journal authors and users pay for our journals all by themselves, but there appears to be strong consensus that its a good thing that our complete half century of scholarship is freely available to everyone rather than stuck behind a paywall like at some of our peer institutions.

Before COVID, our conferences were supported roughly 81% by registration fees and 19% by sponsorships, which in particular enabled longstanding and growing substantial investment in student support and diversity and inclusion initiatives.

COVID-19 has dramatically changed that basic model. Now we rely on our various forms of sponsorship to cover 41% of our costs of the ACL 2020 meeting based on early projections, those costs have shifted dramatically, with about 85% of our direct expenditures now going to audio visual services and hosting, which to do them well and robustly is quite expensive.

ACL is still facing an unprecedentedly challenging financial future as we work to reimagine our conference structures, balancing the wishes of those who are passionately eager to return to the energy and personal interaction opportunities of live meetings and those who see the transformative potential and advantages of virtual or hybrid meetings.

2021Q3 Reports: Treasurer

2021-08-03T13:57:42Z

DavidYarowsky:

ACL's financial health continues to be very strong, with sufficient capital reserves to weather one of the most challenging and risk filled fiscal environments in our history.

ACL's combined financial reserves are $4.2 (USD) of 6/30/2021 at the end of the 2nd quarter. This total includes the central ACL organization, and all of ACL's many chapters and SIGs including the EMNLP conferences, and it represents a mean 28% year-to-year growth in financial reserves since 6/30/2020, given the exceptional success of our 2020 virtual conferneces.

These financial reserves remain critically important: We risked losing nearly half of *ACL’s combined reserves to cancellation penalties for ACL2020 and EMNLP2020 if these venues had not been successfully rescheduled to future years.

For this reason, ACL/NAACL/EMNLP are contractually committed to hosting 4+ large live on site conferences in 2021 2022. *ACL’s future financial health depends on making them a great success!

ACL's membership revenue continues to be critically important to funding its journals and anthology and other core services. On average between 2011-2019, ACL's core services were supported by:
Core Services Income:

• 96% Membership fees
• 1% Royalties/Licensing Fees
• 3% Other earned revenue
• 0% Journal subscriptions and open access charges
Core Services Expenditures:

• 37% ACL Office, Legal/Accounting, IT Infrastructure (Anthology)
• 63%+ TACL and CL Journals and other initiatives
As we stand today, ACL's membership fees barely cover its core services, which include not only our journals but also ACL's very leanly run office, legal and accounting costs, and our IT infrastructure (which includes the ACL Anthology). And as our journals continue to grow significantly in size and scope, those costs continue to grow steadily as well.

Even in a fully virtual-conference world these crown jewels depend on fully paid membership fees at a roughly 5000 person level, which may not be sustainable in some potential financial futures.

The central reason that ACL does depend so much on our membership fees is because we have *no* journal subscription or open access charges. Now we of course could change that financial model and make the journal authors and users pay for our journals all by themselves, but there appears to be strong consensus that its a good thing that our complete half century of scholarship is freely available to everyone rather than stuck behind a paywall like at some of our peer institutions.

Before COVID, our conferences were supported roughly 81% by registration fees and 19% by sponsorships, which in particular enabled longstanding and growing substantial investment in student support and diversity and inclusion initiatives.

COVID-19 has dramatically changed that basic model. Now we rely on our various forms of sponsorship to cover 41% of our costs of the ACL 2020 meeting based on early projections, those costs have shifted dramatically, with about 85% of our direct expenditures now going to audio visual services and hosting, which to do them well and robustly is quite expensive.

ACL is still facing an unprecedentedly challenging financial future as we work to reimagine our conference structures, balancing the wishes of those who are passionately eager to return to the energy and personal interaction opportunities of live meetings and those who see the transformative potential and advantages of virtual or hybrid meetings.

2021Q3 Reports: Treasurer

2021-08-03T13:54:49Z

DavidYarowsky: Created page with "."

2021Q1 Reports: Treasurer

2021-03-20T14:31:51Z

DavidYarowsky:

In calendar year 2020, ACL's working assets increased from USD 2,838,654 to 3,389,196 a gain of 19%. This reflects the relative success experienced by ACL and its 2020 conferences in dealing with the transition to all virtual meetings in CY 2020. This USD 550,542 increase was neither expected nor intended; ACL set registration fees for its 2020 all-virtual conferences with the intention of a combined break-even financial outcome with only a small contingency buffer. However, the surplus was due to the much higher than expected attendance at its conference (an all-time record of 4,973 at ACL 2020 and 4,069 at EMNLP 2020), and associated growth in ACL's membership and membership revenue. Prior to 2020, ACL had longstanding attendance data records and planning experience whereby physical conference attendance was generally able to be predicted within modest bounds given growth extrapolation. However, ACL (and the academic conference planning field in general) had no prior data on what to expect regarding virtual attendance during the COVID-19 emergency, given multiple factors including the substantially lower registration fees vs. reductions in institutional conference attendance budgets and potential sharing of virtual conference access credentials between individuals. Another source of uncertainty was the stability of ACL's industrial sponsorship, which fortunately remained strong even during the challenging economic climate and virtual changes.

Calendar year 2021 presents new risks. At least 3 of *ACL's conferences will be 100% virtual in 2021, and while our 2020 conferences provide important benchmark data, robust predictions remain difficult during this period of continued uncertainty. *ACL is working to keep costs low in balance with improvements in experience quality, and we strive to keep registration fees as low as possible, especially for students, and to provide additional funding to support access by less affluent communities.

Going forward, predictions of attendance and costs in expected future hybrid conferences remains particularly challenging and of greater consequence, given the need for commitments (both financial and contractual) several years in advance that can result in either inadequate space if physical attendance exceeds expectations, and the associated potential to need to cut-off physical attendance registrations, in contrast with the increased financial risks of potentially lower-than-expected physical attendance given higher fixed costs and contractual commitments to variable costs and numbers before even early registration closes. This continued substantial uncertainty in ACL's next hybrid phase requires increased contingency planning, mitigated in part by ACL's prior reserves.

ACL's financial reserves are also critically important for supporting and backstopping its multiple new initiatives, including those requiring new information technology and data hosting resources, new journal support, and especially including those providing financial support for increasing diversity and improved access of under-represented and under-resourced communities to ACL conferences, and to help make any such policy and expectation changes sustainable in the long run.

ACL has made substantial progress in 2020 in modernizing its accounting systems and practices, and will be investing a very large effort in 2021 to make adjustments to its business and financial organizational structures consistent with the ACL institution's greatly increased scope and complexity over the past several decades, and the need to facilitate its sustainable and effective continuation of such management into the continually challenging future.

2021Q1 Reports: Treasurer

2021-03-20T14:28:31Z

DavidYarowsky:

In calendar year 2020, ACL's working assets increased from USD 2,838,654 to 3,389,196 a gain of 19%. This reflects the relative success experienced by ACL and its 2020 conferences in dealing with the transition to all virtual meetings in CY 2020. This USD 550,542 increase was neither expected nor intended; ACL set registration fees for its 2020 all-virtual conferences with the intention of a combined break-even financial outcome with only a small contingency buffer. However, the surplus was due to the much higher than expected attendance at its conference (an all-time record of 4,973 at ACL 2020 and 4,069 at EMNLP 2020), and associated growth in ACL's membership and membership revenue. Prior to 2020, ACL had longstanding attendance data records and planning experience whereby physical conference attendance was generally able to be predicted within modest bounds given growth extrapolation. However, ACL (and the academic conference planning field in general) had no prior data on what to expect regarding virtual attendance during the COVID-19 emergency, given multiple factors including the substantially lower registration fees vs. reductions in institutional conference attendance budgets and potential sharing of virtual conference access credentials between individuals. Another source of uncertainty was the stability of ACL's industrial sponsorship, which fortunately remained strong even during the challenging economic climate and virtual changes.

Calendar year 2021 presents new risks. At least 3 of *ACL's conferences will be 100% virtual in 2021, and while our 2020 conferences provide important benchmark data, robust predictions remain difficult during this period of continued uncertainty. *ACL is working to keep costs low in balance with improvements in experience quality, and we strive to keep registration fees as low as possible, especially for students, and to provide additional funding for access by less affluent communities.

Going forward, predictions of attendance and costs in expected future hybrid conferences remains particularly challenging and of greater consequence, given the need for commitments (both financial and contractual) several years in advance that can result in either inadequate space if physical attendance exceeds expectations, and the associated potential to need to cut-off physical attendance registrations, in contrast with the increased financial risks of substantially lower-than-expected physical attendance given higher fixed costs and contractual commitments to variable costs and numbers before even early registration closes. This continued substantial uncertainty in ACL's next hybrid phase requires increased contingency planning, mitigated in part by ACL's prior reserves.

ACL's financial reserves are also critically important for supporting and backstopping its multiple new initiatives, including those requiring new information technology and data hosting resources, new journal support, and especially including those providing financial support for increasing diversity and improved access of under-represented and under-resourced communities to ACL conferences, and to help make any such policy and expectation changes sustainable in the long run.

ACL has made substantial progress in 2020 in modernizing its accounting systems and practices, and will be investing a very large effort in 2021 to make adjustments to its business and financial organizational structures consistent with the ACL institution's greatly increased scope and complexity over the past several decades, and the need to facilitate its sustainable and effective continuation of such management into the continually challenging future.

2021Q1 Reports: Treasurer

2021-03-20T14:26:20Z

DavidYarowsky: Created page with "In calendar year 2020, ACL's working assets increased from USD 2,838,654 to 3,389,196 a gain of 19%. This reflects the relative success experienced by ACL and its 2020 confere..."

In calendar year 2020, ACL's working assets increased from USD 2,838,654 to 3,389,196 a gain of 19%. This reflects the relative success experienced by ACL and its 2020 conferences in dealing with the transition to all virtual meetings in CY 2020. This USD 550,542 increase was neither expected nor intended; ACL set registration fees for its 2020 all-virtual conferences with the intention of a combined break-even financial outcome with only a small contingency buffer. However, the surplus was due to the much higher than expected attendance at both conference (an all-time record of 4,973 at ACL 2020 and 4,069 at EMNLP 2020), and associated growth in ACL's membership and membership revenue. Prior to 2020, ACL had longstanding attendance data records and planning experience whereby physical conference attendance was generally able to be predicted within modest bounds given growth extrapolation. However, ACL (and the academic conference planning field in general) had no prior data on what to expect regarding virtual attendance during the COVID-19 emergency, given multiple factors including the substantially lower registration fees vs. reductions in institutional conference attendance budgets and potential sharing of virtual conference access credentials between individuals. Another source of uncertainty was the stability of ACL's industrial sponsorship, which fortunately remained strong even during the challenging economic climate and virtual changes.

Calendar year 2021 presents new risks. At least 3 of *ACL's conferences will be 100% virtual in 2021, and while our 2020 conferences provide important benchmark data, robust predictions remain difficult during this period of continued uncertainty. *ACL is working to keep costs low in balance with improvements in experience quality, and we strive to keep registration fees as low as possible, especially for students, and to provide additional funding for access by less affluent communities.

Going forward, predictions of attendance and costs in expected future hybrid conferences remains particularly challenging and of greater consequence, given the need for commitments (both financial and contractual) several years in advance that can result in either inadequate space if physical attendance exceeds expectations, and the associated potential to need to cut-off physical attendance registrations, in contrast with the increased financial risks of substantially lower-than-expected physical attendance given higher fixed costs and contractual commitments to variable costs and numbers before even early registration closes. This continued substantial uncertainty in ACL's next hybrid phase requires increased contingency planning, mitigated in part by ACL's prior reserves.

ACL's financial reserves are also critically important for supporting and backstopping its multiple new initiatives, including those requiring new information technology and data hosting resources, new journal support, and especially including those providing financial support for increasing diversity and improved access of under-represented and under-resourced communities to ACL conferences, and to help make any such policy and expectation changes sustainable in the long run.

ACL has made substantial progress in 2020 in modernizing its accounting systems and practices, and will be investing a very large effort in 2021 to make adjustments to its business and financial organizational structures consistent with the ACL institution's greatly increased scope and complexity over the past several decades, and the need to facilitate its sustainable and effective continuation of such management into the continually challenging future.

2020Q3 Reports: Treasurer

2020-07-05T05:15:48Z

DavidYarowsky: Created page with "* ACL's financial health continues to be very strong, with sufficient capital reserves to weather one of the most challenging and risk filled fiscal environments in our histor..."

* ACL's financial health continues to be very strong, with sufficient capital reserves to weather one of the most challenging and risk filled fiscal environments in our history.

* ACL's combined financial reserves are $3,291,243 (USD) of 6/30/2020 at the end of the 2nd quarter. This total includes the central ACL organization, and all of ACL's many chapters and SIGs including the EMNLP conferences, and it represents a mean 24% year-to-year growth in financial reserves since 2015.

* These financial reserves remain critically important: We risked losing nearly half of *ACL’s combined reserves to cancellation penalties for ACL2020 and EMNLP2020 if these venues had not been successfully rescheduled to future years.

* For this reason, ACL/NAACL/EMNLP are contractually committed to hosting 4+ large live on site conferences in 2021 2022. *ACL’s future financial health depends on making them a great success!

* ACL's membership revenue continues to be critically important to funding its journals and anthology and other core services. On average between 2011-2019, ACL's core services were supported by:

Core Services Income:
• 96% Membership fees
• 1% Royalties/Licensing Fees
• 3% Other earned revenue
• 0% Journal subscriptions and open access charges

Core Services Expenditures:
• 37% ACL Office, Legal/Accounting, IT Infrastructure (Anthology)
• 63%+ TACL and CL Journals and other initiatives

As we stand today, ACL's membership fees barely cover its core services, which include not only our journals but also ACL's very leanly run office, legal and accounting costs, and our IT infrastructure (which includes the ACL Anthology). And as our journals continue to grow significantly in size and scope, those costs continue to grow steadily as well.

Even in a fully virtual-conference world these crown jewels depend on fully paid membership fees at a roughly 5000 person level, which may not be sustainable in some potential financial futures.

* The central reason that ACL does depend so much on our membership fees is because we have *no* journal subscription or open access charges. Now we of course could change that financial model and make the journal authors and users pay for our journals all by themselves, but there appears to be strong consensus that its a good thing that our complete half century of scholarship is freely available to everyone rather than stuck behind a paywall like at some of our peer institutions.

* Before COVID, our conferences were supported roughly 81% by registration fees and 19% by sponsorships, which in particular enabled longstanding and growing substantial investment in student support and diversity and inclusion initiatives.

* COVID-19 has dramatically changed that basic model. Now we rely on our various forms of sponsorship to cover 41% of our costs of the ACL 2020 meeting based on early projections, those costs have shifted dramatically, with about 85% of our direct expenditures now going to audio visual services and hosting, which to do them well and robustly is quite expensive.

* ACL is still facing an unprecedentedly challenging financial future as we work to reimagine our conference structures, balancing the wishes of those who are passionately eager to return to the energy and personal interaction opportunities of live meetings and those who see the transformative potential and advantages of virtual or hybrid meetings.

2020Q1 Reports: Treasurer

2020-03-04T00:31:30Z

DavidYarowsky:

ACL's financial health continues to be very strong.

In calendar year 2019, ACL's working assets increased from USD 1,829,535 to USD 2,838,654, a gain of 54%. This reflects both the rapid growth in size of our organization, our increased number of conferences, and their financial success in recent years. This asset base constitutes the combined assets of ACL, its chapters and SIGs, and provides support for our rapidly widening initiatives, increasingly large down payments on our future conferences, and as a buffer for future financial risks.

Unfortunately, the unexpected arrival of 2019 COVID has resulted in potential cancellations for other professional conferences held in spring 2020, and does indeed increase ACL's risk profile, given that over 80% of our income and commitments are conference based. While we are optimistic for the risk profile for our summer 2020 meetings (fortunately there is not one scheduled before July 2020), a primary goal of ACL's leadership in the coming months needs to be to prepare for and mitigate such risks, financial and otherwise.

In addition, a focus of ACL's 2020 financial planning will be to modernize our accounting systems, which have strained under ACL's rapidly increasing size and account's delays. We have solicited and received proposals for improved end-to-end accounting practices, which we hope will allow us to better track the full range of financial metrics important to the organization.

2020Q1 Reports: Treasurer

2020-03-04T00:29:34Z

DavidYarowsky:

ACL's financial health continues to be very strong.

In calendar year 2019, ACL's working assets increased from USD 1,829,535 to USD 2,838,654, a gain of 54%. This reflects both the rapid growth in size of our organization, our increased number of conferences, and their financial success in recent years. This asset base constitutes the combined assets of ACL, its chapters and SIGs, and provides support our rapidly widening initiatives, down payments on our future conferences, and as a buffer for future financial risks.

Unfortunately, the unexpected arrival of 2019 COVID has resulted in potential cancellations for other professional conferences held in spring 2020, and does indeed increase ACL's risk profile, given that over 80% of our income and commitments are conference based. While we are optimistic for the risk profile for our summer 2020 meetings (fortunately there is not one scheduled before July 2020), a primary goal of ACL's leadership in the coming months needs to be to prepare for and mitigate such risks, financial and otherwise.

In addition, a focus of ACL's 2020 financial planning will be to modernize our accounting systems, which have strained under ACL's rapidly increasing size and account's delays. We have solicited and received proposals for improved end-to-end accounting practices, which we hope will allow us to better track the full range of financial metrics important to the organization.

2020Q1 Reports: Treasurer

2020-03-04T00:29:04Z

DavidYarowsky:

ACL's financial health continues to be very strong.

In Calendar year 2019, ACL's working assets increased from USD 1,829,535 to USD 2,838,654, a gain of 54%. This reflects both the rapid growth in size of our organization, our increased number of conferences, and their financial success in recent years. This asset base constitutes the combined assets of ACL, its chapters and SIGs, and provides support our rapidly widening initiatives, down payments on our future conferences, and as a buffer for future financial risks.

Unfortunately, the unexpected arrival of 2019 COVID has resulted in potential cancellations for other professional conferences held in spring 2020, and does indeed increase ACL's risk profile, given that over 80% of our income and commitments are conference based. While we are optimistic for the risk profile for our summer 2020 meetings (fortunately there is not one scheduled before July 2020), a primary goal of ACL's leadership in the coming months needs to be to prepare for and mitigate such risks, financial and otherwise.

In addition, a focus of ACL's 2020 financial planning will be to modernize our accounting systems, which have strained under ACL's rapidly increasing size and account's delays. We have solicited and received proposals for improved end-to-end accounting practices, which we hope will allow us to better track the full range of financial metrics important to the organization.

2020Q1 Reports: Treasurer

2020-03-04T00:25:13Z

DavidYarowsky: Created page with "ACL's financial health continues to be very strong. In Calendar year 2019, ACL's working assets increased from USD 1,829,535 to USD 2,838,654, a gain of 54%. This reflects b..."

2019Q1 Reports: Treasurer

2019-03-15T13:59:15Z

DavidYarowsky: Created page with "ACL's combined financial profile remains strong. Over the prior fiscal year the combined ACL financial assets increased in value by 19.9%, from $1,285,684 to $1,595,540. ACL..."

ACL's combined financial profile remains strong.

Over the prior fiscal year the combined ACL financial assets increased
in value by 19.9%, from $1,285,684 to $1,595,540.

ACL's combined revenue of $2,567,870 was realized via:
69.0% Conference registration fees
9.2% Membership fees
19.4% Sponsorships
2.4% Investment and other income

ACL's combined expenses of $2,152,079 were allocated between:
81.0% Conference expenses (and associated bank/credit card fees)
8.9% Publication expenses (including journals and websites)
3.3% Administrative Expenses (including office, professional services, insurance)
1.6% Scholarships
5.2% Other ACL initiatives and expenses

ACL's membership fees match rather directly its primary membership-wide function
of producing its publications.

ACL's direct conference expenses are covered 85% by registration fees and 15% by
supplementary income including sponsorships.

In Q4 2018 we successfully completed final bookkeeping, auditing and tax filing for the 2017 fiscal year
in November 2018, approximately consistent with prior year's timetables but later than ideally desired.

Goals for 2019 include:
* diversification of ACL's asset and currency holdings in a more balanced way
across USD, Euros and perhaps a 3rd currency to better align our asset distribution
with the currency mix with which our major conference expenses and income are denominated,
reducing our institutional exposure to exchage rate fluctutions.

* accelerating the timetable for fiscal year account closing
and final bookkeeping and auditing, and provide improved and faster
mechanisms for non-final conference financial summaries and chapter/SIG
subaccount balances for better real-time financial tracking and future planning.

* Supporting major ACL initiative projects and associated expense growth
in a financially sustainable way

* Provide additional staff support for Priscilla and essential office functions,
all of which have been severely taxed given ACL's tremendous growth in the past decade.

2018Q1 Reports: Treasurer

2018-03-05T01:29:41Z

DavidYarowsky: ACL Treasurer's Report

ACL Treasurer's report, February 2018

For the first time in 10 years, ACL has a new treasurer (David Yarowsky) as of 1/1/18. Past treasurer Graeme Hirst has been extremely helpful and engaged in the transition, and Priscilla, Graeme and I had an intensive 2-day meeting in February for knowledge transfer and forward planning. Tremendous thanks are due to Graeme for his decade of distinguished and tireless service to ACL.

In 2017, because of the quite long process in getting full financial data for prior year conferences, such as missing sponsorships and bills sent to us many months late, bookkeeping for 2016 was sent to our accountants in July 2017, and we were able to submit our IRS return in November 2017 (the deadline for extended extensions). The return was sent to the Exec at the time for information and approval.

I will be working with our bookkeepers (Young Associates) and Priscilla, and hopefully a continuation of invaluable advice and institutional memory from Graeme, in the process of reconciling and closing the books for 2017 this spring, but it will be some time before the work is complete. We are hoping to have the results ready in time for our accountants and auditors (Nisivoccia LLP) to file our U.S. IRS and New Jersey returns by the regular unextended deadline of 15 May.

When the work is complete, we will make a full report to the ACL Exec, including the results of our 2017 conferences, and a report to the membership at the business meeting at ACL 2018 in Melbourne.

2013Q3 Reports: ACL-IJCNLP 2015

2013-07-16T02:46:41Z

DavidYarowsky:

ACL-IJCNLP 2015 - report by Gertjan van Noord

In 2015 there will be a joint ACL-IJCNLP conference in Asia/Australasia/Oceania.

* coordinating committee:

Dragomir Radev (ACL secr) radev@umich.edu

Graeme Hirst (ACL treas) gh@cs.toronto.edu

Gertjan van Noord (ACL past president in 2015) g.j.m.van.noord@rug.nl

Priscilla Rasmussen (ACL business officer) acl@aclweb.org

Jian Su (ACL board) sujian@i2r.a-star.edu.sg

Keh-Yih Su (AFNLP president) kysu@bdc.com.tw bdc.kysu@gmail.com

Yuji Matsumoto (AFNLP vice president) matsu@is.naist.jp

Haizhou Li (AFNLP secretary) hli@i2r.a-star.edu.sg

Gary Geunbae Lee (AFNLP treasurer) gblee@postech.ac.kr

* email alias for this committee: acl15cc@aclweb.org

* domain name: acl2015.org

* call for bids has been sent out

* two bids have been received (march 2013)

* based on comments and suggestions by the coordinating committee, two final bids have been received (may 2013)

* the bid from Beijing has been selected (I can say more about this in case there is interest, but since these reports may be accessible on the web, I do not want to include too much information here)

* proposed location: Beijing, China National Convention Center

* proposed dates: 20-25 July 2015, or 15-20 August 2015

* important dates for the next six months:

T24 (now): select general chair - process has been initialized (coordinating committee)

T24: start creation of work plan (local chair)

T24: plan site visit (ACL office + local chair + coordinating committee)

T18: select program chair(s) (coordinating committee)

T18: select other chairs (general chair)

* also see http://aclweb.org/adminwiki/index.php?title=Conference_planning_schedule

2013Q3 Reports

2013-07-16T02:42:34Z

DavidYarowsky:

ALL REPORTS ARE DUE ON JULY 10, 2013

'''Reports from ACL Management'''

* [[2013Q3 Reports: Office Manager]]
* [[2013Q3 Reports: Secretary]]
* [[2013Q3 Reports: Treasurer]]
* [[2013Q3 Reports: NAACL]] (SUBMITTED)
* [[2013Q3 Reports: EACL]] (SUBMITTED)
* [[2013Q3 Reports: SIG Officer]] (SUBMITTED)
* [[2013Q3 Reports: Conference Officer]] (SUBMITTED)
* [[2013Q3 Reports: Information Officer]] (SUBMITTED)
* [[2013Q3 Reports: Nominating Committee]] (SUBMITTED)

'''ACL 2013'''

* [[2013Q3 Reports: General Chair]]
* [[2013Q3 Reports: Program Chairs]] (SUBMITTED)
* [[2013Q3 Reports: Local Arrangements Committee]] (SUBMITTED)
* [[2013Q3 Reports: Student Research Workshop Chairs]] (SUBMITTED)
* [[2013Q3 Reports: Publications Chairs]] (SUBMITTED)
* [[2013Q3 Reports: Tutorial Chairs]] (SUBMITTED)
* [[2013Q3 Reports: Workshop Chairs]] (SUBMITTED)
* [[2013Q3 Reports: Demo Chair]] (SUBMITTED)
* [[2013Q3 Reports: Mentoring Chairs]] (SUBMITTED)
* [[2013Q3 Reports: Sponsorship Committee]] (SUBMITTED)
* [[2013Q3 Reports: Publicity Chairs]] (SUBMITTED)

* [[2013Q3 Reports: Exhibits]]

'''Journals, Publications, and the Web'''

* [[2013Q3 Reports: CL Journal Editor]]
* [[2013Q3 Reports: TACL Journal Editor]]
* [[2013Q3 Reports: Squibs and Comments]]
* [[2013Q3 Reports: ACL Anthology]] (SUBMITTED)
* [[2013Q3 Reports: ACL Web Site]] (SUBMITTED)
* [[2013Q3 Reports: ACL Portal]] (SUBMITTED)
* [[2013Q3 Reports: ACL Wiki]] (SUBMITTED)

'''Recent Conferences'''

* [[2013Q3 Reports: COLING 2012]] (SUBMITTED)
* [[2013Q3 Reports: ACL 2013]]
* [[2013Q3 Reports: NAACL 2013]] (SUBMITTED)

'''Future Conferences'''

* [[2013Q3 Reports: EMNLP 2013]] (SUBMITTED)
* [[2013Q3 Reports: IJCNLP 2013]]
* [[2013Q3 Reports: COLING 2014]]
* [[2013Q3 Reports: EACL 2014]] (SUBMITTED)
* [[2013Q3 Reports: ACL 2014]] (SUBMITTED)
* [[2013Q3 Reports: ACL-IJCNLP 2015]] (SUBMITTED)
* [[2013Q3 Reports: ACL 2016]]

'''Other Reports'''

* [[2013Q3 Reports: AFNLP Representative]] (SUBMITTED)
* [[2013Q3 Reports: Linguistics Olympiads 2012]]

'''Special Interest Groups'''

* [[2013Q3 Reports: SIGANN]] (SUBMITTED)
* [[2013Q3 Reports: SIGBioMed]]
* [[2013Q3 Reports: SIGDAT]] (SUBMITTED)
* [[2013Q3 Reports: SIGDIAL]] (SUBMITTED)
* [[2013Q3 Reports: SIGFSM]] (SUBMITTED)
* [[2013Q3 Reports: SIGGEN]] (SUBMITTED)
* [[2013Q3 Reports: SIGHAN]] (SUBMITTED)
* [[2013Q3 Reports: SIGHUM]] (SUBMITTED)
* [[2013Q3 Reports: SIGLEX]] (SUBMITTED)
* [[2013Q3 Reports: SIGMOL]]
* [[2013Q3 Reports: SIGMORPHON]]
* [[2013Q3 Reports: SIGMT]] (SUBMITTED)
* [[2013Q3 Reports: SIGNLL]] (SUBMITTED)
* [[2013Q3 Reports: SIGPARSE]] (SUBMITTED)
* [[2013Q3 Reports: SIGSEM]] (SUBMITTED)
* [[2013Q3 Reports: SIGSEMITIC]]
* [[2013Q3 Reports: SIGSLPAT]] (SUBMITTED)
* [[2013Q3 Reports: SIGWAC]] (SUBMITTED)

2013Q3 Reports: EMNLP 2013

2013-07-16T02:40:46Z

DavidYarowsky: New page: EMNLP 2013 will be held in Seattle, Washington, as a stand-alone conference, between October 18-21, 2013, in the Grand Hyatt Seattle, sponsored by SIGDAT. The conference chair is David Yar...

EMNLP 2013 will be held in Seattle, Washington, as a stand-alone conference, between October 18-21, 2013, in the Grand Hyatt Seattle, sponsored by SIGDAT. The conference chair is David Yarowsky, program chairs are Tim Baldwin and Anna Korhonen, the workshop chair is Karen Livescu and publication chair is Steven Bethard. Priscilla Rasmussen is handling local arrangements.

The main conference will be held over 3 days (October 19-21) with 3 parallel sessions. The submission deadline was July 5th and there were an impressive 823 submissions, successfully consistent with a 20-25% acceptance rate given the typical number of paper slots.

Three workshops will be held on October 18:

TextGraphs-8 — Graph-based Methods for Natural Language Processing
Chairs: Zornitsa Kozareva, Irina Matveeva, Gabor Melli, Vivi Nastase

SPMRL-2013 — 4th Workshop on Statistical Parsing of Morphologically Rich Languages
Chairs: Yoav Goldberg, Ines Rehbein, Yannick Versley

Twenty Years of Bitext
Chairs: Chris Dyer, Noah A. Smith, Phil Blunsom

The conference's October date is consistent with SIGDAT's 5-year pattern of holding its North American conferences during North American autumn, preceded by EMNLP 2010 in Cambridge, Mass. and EMNLP 2008 in Hawaii.