Brad
The consolidation/merger was a hot topic at our local chapter, and we told our governor that we did not want it, our board voted what we told them to vote.
Part of the problem was that it was a consolidation, not a merger. While the technical differences between these two methods, the laymans cut is that a consolidation is sort of worked out as you go along, without any real plan, a merger is a more defined process with each party having an understanding about how and what is to take palace. Further, the action as presented to take place in a very short time frame, as I recall, within six months, and after that had happened, we were to work out the details of how the two organizations would blend. There were also serious concerns about NAIFA finances at the time, and no one had any answers regarding the debt or even how many members there were. Not surprisingly, many in ASA felt that ASA was being asked to bring in a sick child but was being told to treat it as a healthy adult.
The primary objection was that nobody had answers to any of the questions, and they were asking the rank and file to accept on blind faith that the secret and back door negotiations had everything worked out or would be satisfactorily worked out down the the way. Maybe you were comfortable with the knowledge that you had as an insider, but the membership of my chapter was not comfortable. Many of the real property side of the house were resentful about the same kind of behind the doors stuff that went on during the merger of the Society and Institute, and they felt the members were closed out of the loop in the decision making. To my way of thinking, and that of almost every member in our chapter, the idea of "trust us the leadership, we know what we are doing and we don't need your input" is not an acceptable leadership process in a voluntary organization.
Having said that, the idea of the organizations to get together is a good one, and I am not opposed to the concept. Get a plan in place, one that answers all of the organizational, financial and professional questions, explain it to the members and I am sure such a plan will pass. It is good that leadership has grand visions, they also need concrete plans to enable the vision.
Regards
Tom Hildebrandt GAA