Fri, 02/20/2026 - 12:21pm
The Fancy Speaks
AKC in the 21st Century
By
By Pam Mandeville
Most people in the dog world don’t know me. I didn’t grow up “in dogs.” My life changed entirely some 40 years ago when I got my first show dog, and I’ve gone on to be a (mostly) owner-breeder handler. Part of my professional career involved working at AKC for 5 years where I met my late husband, John, who worked there for 27 years.
I care deeply about AKC’s survival. But the AKC of the 20th Century…and we’re still living with that AKC…is not one that will survive in the 21st Century without fundamental, revolutionary change. We need an earthquake as soon as possible. NOW, when neither the US economy nor public attitudes favor us, is the time to do it. We need to live in TODAY’S world, not yesterday’s.
Since I belong to 2 AKC Member Clubs, I can share my concerns with my Delegates; both are what I consider to be good delegates. But I believe more than those two should be involved in the conversation. I would ask readers to direct this to your Delegates; even if the only Member Club you belong to is your Parent Club, you have a delegate.
The AKC Board elections are on March 7th. Here’s 6 questions the candidates should address:
1. Through 2018, detailed, standard Financial Reports were available. Starting in 2020, these were replaced by 5 slides that bucketed information into few categories. This makes it difficult for AKC’s core constituency to understand the organization’s financial status, especially when they are also asked to shoulder higher fees. At the December 2025 Delegates’ Meeting, a slightly more detailed YTD report was given; however, those slides are only available on the Delegates’ Portal. Will you require reports with greater financial transparency for the core constituency?
2. Will you commit to an independent feasibility study of having two locations vs consolidating in NC to include such factors as the costs of consolidating (including escape clauses that may be in leases), as well as comparing commercial space and operations (including salaries and wages as well as remote work)?
3. Registrations peaked in 1992 at 1.4 million dogs. Within 10 years, they decreased by 25%; by 20 years, they were down 67%. In 2024, they were at 510, 127. That decline was barely impacted by the addition of over 60 breeds in that period. Registration income is the financial driver of AKC, including registration fees, related income and impacts sponsorships and advertising. There have been many initiatives to increase registration, but none have stopped this inexorable slide. How should AKC adapt to a world that is about 1/3 the size it once was?
4. Dog show entries have similarly dropped. In 2012, 125,422 unique dogs competed in conformation events, dropping 24% to 94,910 in 2024. Note that’s dogs, not people; even my smartest dog can’t fill out an entry form herself. What initiatives will you offer to support dog clubs as they deal with a shrinking sport?
5. AKC’s governing structure was developed over 140 years ago with few changes. What changes will you drive in the STRUCTURE of the AKC Board and the AKC Delegate body?
6. In a nation in which financial disparity has become increasingly pronounced, with a median income of $83,000 against a median cost of living of $78,500, how do you propose AKC adjust to the reduced financial ability of people to own, breed, and exhibit purebred dogs?
Obviously, these questions come from a certain perspective, and I have opinions on the answers. That’s less relevant than seeing they are discussed. What’s more important is that all of us…not just the AKC Board, AKC Staff and the Delegates…recognize OUR obligation to stop just whining about judges, look reality in the face and demand our leadership do the same.
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Fri, 02/20/2026 - 12:21pm