Saving Genealogy Societies: How to Overcome 7 Challenges

Anyone involved in a genealogy society knows that preserving the past takes a lot of work. Between maintaining collections, answering research inquiries, organizing programs and keeping the organization running, there’s rarely a shortage of things to do. Unfortunately, there isn’t always enough money, time or volunteer support to do it all.

Many societies are navigating declining revenues, aging infrastructure and the challenge of recruiting volunteers and retaining members. These problems are often interconnected, which makes it difficult to address one without considering the others. For smaller, volunteer-run organizations, even routine tasks can become overwhelming when responsibilities fall on just a handful of people.

And while there’s no single solution that will work for every society, all organizations can take some practical steps to strengthen their operations and plan for the future. Here are seven common challenges facing genealogy societies and strategies for addressing them.

1. Declining Revenues and Financial Sustainability

Membership dues have traditionally provided a steady source of income for many genealogy societies, supplemented by donations, sales of publications, research fees, and educational and fundraising events. However, these revenue streams might not cover the growing costs of operating an organization these days.

Even societies without physical headquarters have quite a lot of expenses: Hosting a website and/or digital database, purchasing archival supplies and scheduling educational programming all cost money. Organizations that maintain buildings must also account for utilities, repairs, property taxes and other ongoing expenses.

How to address it

Raising membership fees is perhaps the most obvious solution. But that can be counterproductive for societies that are already concerned about retaining members.

Add membership tiers

Instead, start by periodically reviewing membership structures. Offer different membership levels—such as individual, household or sustaining memberships—to provide options for people with different budgets.

For example, a sustaining membership might allow supporters to contribute more than the standard annual fee. Or student or “under-35” memberships might allow younger professionals who have limited budgets to join and become contributing, engaged members.

Diversify income

You could also consider developing additional sources of revenue. For example, if an organization has traditionally hosted only in-person workshops, they might want to consider adding a digital element to attract a wider audience. Perhaps they could even offer recordings of past events. Likewise, an organization that has previously only sold paper copies of their publications may find more profit in selling them as eBooks.

Grants are another resource worth investigating. Community foundations, historical organizations and state humanities councils might offer funding for preservation, digitization or educational projects. However, grants are often restricted to specific activities and shouldn’t be treated as dependable operating income.

Re-evaluate savings

Financial sustainability also involves making thoughtful decisions about existing funds. There’s certainly value to keeping some money in reserve. But your savings might be better spent investing in services that benefit members or attract new ones: acquiring new library materials, digitizing records, improving websites, or paying speakers.

In a similar way, societies should consider hiring professionals to assist with certain activities, rather than relying on volunteers.

2. Preserving Collections and Keeping Them Accessible

Many genealogy societies have valuable collections of manuscripts, photographs, books, newspapers and other historical materials. Depending on the organization’s size, these collections might be housed in a dedicated research library, shared municipal space (such as a public library) or even a volunteer’s home.

Unfortunately, facilities that once met an organization’s needs might no longer provide sufficient storage, accessibility or environmental protection. After all, paper records become brittle, photographs deteriorate, and improperly stored materials can suffer damage from moisture, pests, light and fluctuating environmental conditions. And small volunteer teams may lack the training or resources to address these problems.

At the same time, researchers increasingly expect to find information online. Societies may struggle to maintain websites, digitized collections and searchable databases while continuing to care for their physical materials.

How to address it

The goal isn’t simply to preserve records or put them online, but to ensure they remain accessible in the future.

Prioritize materials

Start by identifying collections that need attention and assessing existing storage conditions. To prevent damage to a collection, use appropriate archival-quality supplies, establish handling procedures, and improve storage environments.

Every society should also develop collection-management (also called collection-development) policies that define what they collect, how donations are accepted and who is responsible for maintaining and caring for materials. See the Society of American Archivists for some examples and a guide to creating a collection development policy from the International Federation of Library Associations and Institutions.

For digital collections, consider what the organization can realistically maintain. After all, digital resources require more than a one-time expense. Files need ongoing management, storage, backups and (when necessary) migration to newer formats or systems.

Prepare for disasters

Additionally, a written disaster plan is extremely important. This should identify priority collections, emergency contacts, and procedures for responding to emergencies like natural disasters, floods and fires. The National Archives has a great guide and recommendations.

Upgrade systems, including websites. Old announcements, difficult navigation and broken links can frustrate members and researchers when using a website. Fortunately, fixing an outdated website may not require an expensive custom-coded redesign. A simpler platform (such as WordPress, Wix or Squarespace) might allow volunteers to work independently, better serving the organization and costing less.

Seek partnerships

Partnerships with public libraries, universities, historical societies and archives may provide opportunities for shared storage, digitization or digital hosting of collections. Any arrangement made with another organization or institution, however, should clearly establish ownership, access and responsibility for maintaining the materials online.

3. Volunteer Shortages and Burnout

Volunteers are the foundation of many genealogy societies. They:

• Staff research libraries
• Answer inquiries
• Maintain websites
• Organize events
• Transcribe records
• Write newsletters
• Edit journals
• Post on social media
• Serve in administrative roles and/or on boards of directors

However, many organizations heavily depend on the same small group of people for years.  That can–and often do–result in serious problems when those individuals step away. Volunteers might also become overwhelmed when their responsibilities grow without additional support.

And recruiting replacements isn’t always easy. For many working-age adults and students who are interested in genealogy, they are unable to volunteer during traditional weekday hours. And older groups (such as retirees) might face health, mobility or travel difficulties.  Plus, members who live outside a society’s geographic area might also have limited opportunities to contribute.

How to address it

Recruiting new volunteers requires societies to reconsider how people participate in their organizations.

Create diverse volunteer options

Offer flexible volunteer opportunities that accommodate different schedules and levels of commitment. Also think about what tasks can be done remotely to increase your pool of possible volunteers—for example: transcribing records, indexing digitized collections, and creating newsletters. Smaller, project-based opportunities are also great to appeal to members who can’t commit to long-term positions.

Spread out work

Societies should also clearly define volunteer responsibilities and periodically evaluate their workloads so no one gets overwhelmed and resigns. Dividing large projects into manageable tasks can help prevent a small group of people (or a single person) from taking on more than they can reasonably accomplish.

Many volunteer organizations have increasingly turned towards hiring professionals for projects that require more time than is reasonable for a volunteer or expertise that they don’t have. Platforms like Fiverr, Freelancer and UpWork are great ways to find freelancers at affordable prices.

Decide what not to do

It’s also worth reconsidering activities that no longer serve members or can’t be maintained. Organizations don’t have to continue offering a specific program or service simply because they’ve always done so.

Don’t pressure members

Being an active member shouldn’t require volunteering. Some people join genealogy societies primarily to attend lectures, access resources or connect with other researchers. And others might have previously volunteered but no longer can because of work, health or other situations.

Avoid continually asking members to take on additional work, which can contribute to burnout and disengagement. Respect different levels of participation, which will in turn help maintain positive relationships with members while building a sustainable volunteer program.

Acknowledge work

Finally, saying “thank you” goes a long way. Volunteer appreciation is a big part of having members come back and volunteer again.

4. Leadership and Succession-Planning

Many societies rely heavily on retirees who have the time and flexibility to volunteer during traditional weekday hours. Although these individuals contribute invaluable knowledge and experience, organizations may struggle to maintain operations if they haven’t recruited or prepared others to assume their responsibilities when the time comes.

Consider a society whose website, membership database or research library is maintained by just one person. What happens if that volunteer retires, moves away or becomes unavailable?

Without documented procedures or trained successors, an organization risks losing access to important information and institutional knowledge.

Societies that rely on the same leadership for decades might also struggle to attract new board members or introduce changes to established practices. Even when longtime leaders are willing to step aside, finding someone prepared to take over can be difficult.

How to address it

Create a transition plan

Succession-planning should begin a long time before a volunteer or board member announces their departure. Experienced members should document their responsibilities and procedures for tasks, then gradually introduce them to others. This includes everything from processing donations (which can be a huge headache) to managing memberships to maintaining administrative accounts and passwords.

Also, help your organization prepare for change by regularly reviewing bylaws, defining board responsibilities and establishing leadership transitions. Term limits, where appropriate, may create opportunities for new members to participate in governance.

Encourage meaningful participation

Societies should also encourage members to become involved in decision-making before even approaching them with possible leadership positions. New volunteers should have opportunities to contribute their ideas and participate in decisions that affect the organization’s future without being immediately shut down because “We’ve always done it this way.” Serving on a committee, helping plan a program or shadowing an experienced board member can provide opportunities to learn how the organization operates.

Recruiting younger volunteer should also involve more than asking them to manage technology or social media. Providing meaningful experiences, training and opportunities to contribute to the organization can help develop the next generation of society leaders.

5. Declining Membership and Engagement

Genealogy has changed considerably in the digital age. Researchers can access millions of records from home, connect with relatives through DNA testing, and participate in online genealogy communities. These developments have changed what members expect from their societies.

An organization might have hundreds of members on its roster but only a small number that regularly attend meetings or participate in activities. Although not every member needs to be actively involved, declining participation can signal a problem worth investigating.

How to address it

Societies should consider what makes their membership valuable and ensure those benefits reflect the needs of the people they serve.

Stay curious

Before launching a recruitment campaign, societies should consider why existing members may be disengaging. Perhaps the programming no longer reflects their research interests or they have difficulty attending meetings. Maybe they simply haven’t felt connected to the organization or may have stepped away due to personal circumstances.

Membership surveys and conversations with inactive members can provide valuable insight. Rather than assuming that nonrenewals reflect a loss of interest in genealogy, societies should ask what services members value and what might encourage them to participate again. Reaching out to previous members who didn’t renew creates a great opportunity to learn the why, but also get feedback for the future

Make members feel welcome

Attracting new members accomplishes little if they don’t feel welcome once they join. Long-established societies often have close knit groups of members who have known one another for years and while these relationships are valuable, newcomers may find it difficult to become part of the community–especially if they are younger.

A new member might be 23 years old, queer, a person of color or from a completely different socioeconomic class. Those differences can feel make them feel intimidated to walk into a meeting full of people who differ from them who have been doing the same thing for decades.

Introducing new members to others with similar research interests, encouraging participation in discussions, and following up after meetings can help foster connections. Additionally, following up with more communication and conversations can help new members learn about resources and opportunities to get more involved without directly asking them to volunteer immediately.

Reconsider processes, programming and member benefits

Membership should also be easy to obtain and maintain. Most people under 35, for example, are unlikely to regularly use checkbooks, so online registration and payment options can simplify the process.

In addition, societies should be intentional in what educational opportunities they offer:

Cost: Free workshops or downloadable guides can be an entry point.

Experience Level: Courses on the basics of genealogy can be great for new or prospective members. On the other hand, too many introductory lectures might not engage experienced researchers. Offer a mix of beginner, intermediate and advanced topics that serve members at different stages of their research.

Events: Instead of filling every available minute of a conference or day-long event with presentations, build in time for attendees to connect, discuss research problems and share their experiences. Time for informal networking and collaborative research sessions can be valuable additions to a conference schedule.

Accessibility: Additionally, virtual and hybrid programs can also help members participate regardless of location or ability. Some older members may not have the mobility to access in-person events and meetings; others may not be able to drive at night. And younger members may not be able to attend during the day. Recording lectures and providing captions can further improve accessibility, provided speaker agreements allow for those uses.

Community: Consider adding opportunities for members to make connections. Small-group research sessions like a DNA study group or German research subgroup can be useful and keep people coming back to work together. A mentorship program is also a great example of this. Match an experienced researcher with a newer member or a member with less research experience, to give the latter a reason to stay engaged in the society.

Having events that have nothing to do with genealogy might also be of interest. Give members something to look forward to by creating community through fun events like happy hours, potlucks, trivia nights or even trips to local archives, museums and cemeteries.

Resources: Society publications deserve similar attention. Original research, record transcriptions, local history, and practical research guidance can provide information that members might not find elsewhere. Offer digital delivery to reduce printing and mailing expenses while accommodating members who prefer electronic publications.

Build online communities

Additionally, your modes of communication should be updated. Post useful content on social media to get started: Highlight not only upcoming events, but also genealogy tips, photos, local history and highlight volunteer work.

Also update your website. Prospective members need to know the basic how, where, when, what and why of the organization. Keep the information and schedule current.

Think beyond your website, too. Launch a Discord server for your society or create a moderated Facebook group where users can share stories, local history and research help.

7. Long-Term Sustainability

Many genealogy societies work towards similar goals, sometimes within nearby communities. Yet smaller organizations may struggle to maintain their collections, offer programming, and manage their operations.

These challenges can become serious when a society loses its physical space, faces long-term financial difficulties, or can’t recruit enough volunteers to continue operating. Without a plan, its materials could become inaccessible, fragmented or even lost all together.

How to address it

Work with other organizations

Explore opportunities to collaborate with other groups that share similar missions. A genealogy society and historical society, for example, might share an interest in preserving family papers and documenting the community’s history. A public library, on the other hand, might be able to offer meeting space, technical assistance or access to resources.

Prepare for the next steps

Societies should also consider what will happen to their collections if their organization can no longer operate. Develop a continuity plan in which you identify another repository willing to accept the materials. Then establish procedures for transferring records or outline how digital resources will remain accessible.

Keep in mind that any proposed transfer should account for collection-ownership, donor agreements and legal requirements.

Consider a merger

Collaboration doesn’t have to involve a formal merger. Coming together to share a speaker, organize a joint workshop or develop a digitization project can provide immediate benefits.

On the other hand, in some circumstances, merging with another organization or transferring parts of the collection to another repository might be a sustainable way to preserve records and make them available to researchers. And these decisions shouldn’t be viewed as failures. Planning for institutional continuity is being a responsible collection steward. And it ensures the society’s preservation work will continue to benefit researchers even if the organization itself changes.

Looking Toward the Future

Addressing the challenges outlined above doesn’t require a society to overhaul itself overnight. A practical first step is to look at and assess the organization’s finances, collections, technology and volunteer capacity. From there, society leadership can establish a few achievable goals and develop a plan that outlines timelines, necessary resources and responsibilities.

By making thoughtful decisions, supporting volunteers and adapting to members’ changing needs, genealogy societies can continue serving researchers and preserving family history for generations to come. After all, preserving the past also means planning for the future.

A version of this article was published online in September 2026.

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