Each year, the Council of Representatives elects one-third of the 15-director ASHI Board and an alternate director. Voting closed December 5, 2009.
A Building and Home Inspection Service by Larry Cerro
ASHI is suffering from an identity crisis. There are members who feel that all of our energy should be spent on recruiting new members and growing larger. Others believe ASHI is a society of professionals that should be exhibiting and promoting a higher and higher standard. I recommend that we allow the membership to vote on where they want to go so we can be clear on which of the two has a higher priority.
The other problem ASHI seems to have is separating us from the other home inspectors and convincing the public about what the difference is. This is how we can face the challenges of competing inspector organizations – by keeping our bars higher than the rest. It’s time to make our mantra “Step up to ASHI.”
Andrew J. Kasznay Jr.
Kasznay’s Building Inspection Service, LLC
ASHI needs to grow membership by focusing on the changing business environment and how ASHI can adapt to this new environment. What’s more, we need to exercise fiscal responsibility as we do so. I deeply care about ASHI, its people and its mission, and believe my history and experience will be of value to the society.
Royal Home Inspectors, LLC
Coping with the changing industry in regard to membership growth and dealing with foreclosure and economic issues and the different markets are the most significant current issues. We need to be taking care of the members and helping to make ASHI a stronger platform base in the industry.
Mark S. Londner, AIA
LBI Home Inspection
Let’s set aside membership growth, retention and benefits, governance, chapter development and the continuous evolution of standards and certifications — all unquestionably paramount and appropriately on the minds of leadership and our current minority of regular players.
Many of our significant challenges lie within the realms of communication and participation. Through communication, we can increase member participation—not only to gain better feedback addressing issues on the board, but also to more actively exhibit leadership’s desire not only to listen, but to hear more from individual members and chapters. Through increased communication and participation, we can generate a greater overall understanding and appreciation for the more traditional, while opening the door for new and exciting endeavors, dramatically improving our effectiveness addressing membership growth and retention, financial concerns and chapter development.
Company Family Home Inspection Services
Spring Hill, Kans.
Membership retention and the governance structure of ASHI are the two most significant issues facing ASHI in the next 12 months. Now, more than ever, ASHI members need to understand the value of being a member. I will focus on these values and not dilute or lower the bar to achieve a membership goal. Most of us joined ASHI for the recognition of being the professional that the ASHI logo represents. The goal should be to uphold our standards and provide avenues of revenue and training for our members.
Serving on the Governance Task Force, I experienced the issues involved, and have a deep understanding of this study. This will not be resolved quickly. Our chapters and members must always be our primary concerns when making these changes.
Donald Nelson, Alternate Director
Nelson & Son Building Inspections, Ltd.
Diminishing chapter membership and InspectionWorld participation are the two most significant issues facing ASHI.
The economy aside, ASHI needs to provide better educational programs. This may involve chapters doing co-op seminars. And ASHI needs to reduce the cost of InspectionWorld by changing locations to lower-tier facilities.