I would rate the transition as a 7. Many good things have happened and many changes have been implemented, but there also were many glitches, mix-ups and problems at the national level in the implementation of new programs, software and services.
They will be in the long term, but over the past year there have been breakdowns in specific services as we consolidate the national operation. However, I would speculate that, in general, the membership, as a whole, has not seen a difference.
That is a tough one. Probably, we would have handled the review and proposal of ball specifications differently. We should have clearly articulated our position on the credibility of the game, engaged the industry in the discussion and then proposed possible specifications for input. However, the proposals were just that, proposals for which we asked input from the industry. Based on feedback, we modified one proposal, are in the process of implementing another and withdrew two. That is the nature of having discussions on proposals.
I am not sure if there were any major surprises, just the normal obstacles that are part of one of the largest non-profit mergers to ever be attempted in this country. Life is about adjusting to situations and I believe the board and staff have made adjustments as the transition progressed. I was happy to see the shift in attitude of local associations and their willingness to look at the concept of merger. While the debate for the formation of USBC was at times heated, the volunteers were able to understand the rationale and were interested in getting the changes implemented while serving the members.
The enthusiasm of the delegates at the final ABC and WIBC conventions in response to the report and the genuine excitement to embrace the new organization.
Communication always has been the biggest challenge. With the sheer size of the membership and volunteer force, getting the correct information to everyone is a monumental challenge. Misinformation also is a huge problem and correcting that is a major priority. We have developed multiple communication tools both print and electronic, and the fact that there only is one organization and one message helps to reduce the confusion.
Absolutely. And not only a smaller board, but one board. Previously there were multiple boards and hundreds of people involved in the development of organizational philosophy and planning. The current 24-member board is a tremendous improvement in efficiency. Also, the addition of athlete representatives has provided a unique prospective that we never had in the past.
That is a good question that we don't have the answer to at this time. We can speculate about issues such as last year's natural disasters and the complexities of the new organization, but we are trying to determine if there is a single contributing factor by surveying past tournament participants. But let's not forget that the 12,500 teams expected in the USBC Open Championships to be held in Corpus Christi (Texas) this year is larger than any event outside of Reno (Nev.) other than Baton Rouge (La.).
Efficiencies such as a single membership magazine, a single membership card and a uniform recognition program are all benefits that directly impact the member as a result of the merger. However, USBC members whose local and state associations did not merge would not have seen these efficiencies and consolidation benefits.
I believe the Power Poll does not reflect the achievements of an individual, but of the organization or company he or she represents. When former PBA president and CEO Steve Miller finished on top the previous two years, the PBA was in the midst of major initiatives such as promotions and modifications to its format, while ABC, WIBC and YABA were involved in an internal struggle to merge. The voters look to organizations with focus and impact. USBC is clearly in that position now and I went along for the ride on the Power Poll.
