What I find is that most people confuse the ANA organization, its structure and goals and board members and all of their "stuff," with the ANA Money Museum, as if they were one and the same. If only they were. One is the dog. One is the tail. The problem is that for many years the tail has been wagging the dog.

My primary purpose is to offer a positive suggestion on how the ANA could change its organizational structure in such a way that it could avoid many of the problems and issues that now plague it and that would allow the ANA Money Museum to become the dog and not the rump tail of the organization.