• michael

    Lots of good stuff in this report. It meshes well with recent information coming out of Cleveland, Pittsburgh and Erie. Our findings (ancedotal) is that the key barrier in any merger is the Executive Director. It appears they weild a singular power to stop any merger talk unless faced down by the Board of Directors. Even then they’ll sabotage discretely.

    I do wish there were greater resources for an Interim Director pool. One who can step in to keep administration going while the Board looks at long term trends and answers the question, “Is it time to find a partner?”