About Me 

Absolute Transparency

The USPSA organization has lost the trust of the membership by running a massive annual budget deficit and a history of disciplining members who call out issues while allowing worse behavior among area directors and employees. A push for transparency has been met with even greater friction. Absolute transparency is a requirement to begin to rebuild the trust of the membership as we work with members to steer USPSA back where it should go. Livestreaming and recording of board meetings should be mandatory except for topics requiring legal protection such as HR matters. Additionally, budgets and detailed profit and loss statements should be accurately and timely reported for every Level 3+ match as well as for the USPSA org. This is necessary for membership to understand how events are run and hold leadership accountable.

 

Total Accountability

Corporate Structure

USPSA needs an executive director that is experienced running a multi-million dollar national non-profit with all of the corporate structure reported to the executive director; this includes the National Range Officers Institute. The bylaws need to be updated to reflect this change.

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Elimination of Corruption

For too long, the Area Director and director level employee positions have been viewed as a reward for years of running matches and volunteerism for the sport. As such, these positions have come with the benefit of the non-profit person paying for travel to, attendance, and associated costs to matches and events beyond what is necessary to fulfill the fiduciary duty of these roles. Since USPSA has been running an annual deficit of approximately $500,000 for many years, this is unacceptable and unsustainable. Eliminating these incentives among the area directors and employees alike is absolutely paramount to getting USPSA back on track.

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Reimbursement

Just as in the professional world, travel and expense reimbursement shall only be for expenses reasonably incurred while conducting the job. I will create a policy that all Area Directors, the President, and corporate staff shall not be reimbursed for the travel to and attendance of any match unless they are working the match as staff and only equal to the reimbursement policy of the volunteers staffing said match. Travel through the director's area is not required under the bylaws but highly encouraged. Until USPSA has two consecutive years of positive budget surplus, all travel by an Area Director and the President shall be on their own dollar unless they are staffing a match as outlined above.

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I personally commit to applying this policy to myself immediately and throughout my tenure as Area Director. I ask that all Area Directors and the President commit to the same.

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Stop the Financial Hemorrhaging

Layoffs and Halt of Programs

Just like for-profit businesses, there are times when layoffs are unfortunately necessary to bring financial losses under control. All employees and employed positions must be reviewed and up for layoff immediately. All programs must be put on immediate halt and then reviewed for financial sustainability. This includes but is not limited to the Front Sight Magazine and National Range Officers Institute programs.

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Nationals

There should only be two annual national events: USPSA and IPSC Nationals. The integrity of the national champ title should be competitive among the best competitors in the nation. Multiple events waters down the title by allowing the same competitors to compete in multiple events. Slots to nationals should be given out on a performance basis. I will review the slots policy and welcome the expert advice of members on how to make it based purely on performance.

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For major events, the contracts between the range, clubs, and USPSA must stipulate that hosting ranges may not host matches with stages that appear to be very similar to stages within the matchbook for said match. A club hosting major events must be held liable for violating this clause with penalties that may include losing USPSA affiliation, removal from consideration of hosting major events in the future, and/or termination of any other contracts signed with the club. I will consult with experts in law, competitive shooting, match officiating, etc. to define a clear line on what constitutes a breach of contract.

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Improve the Classification System

Within my first year as Area Director, I commit to improving the existing classification system. High Hit Factors should be data driven, mathematically consistent, and transparent to the members. All new classifier stages will undergo a provisional period of data collection.

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For my entire term, I commit to the development and implementation of a skill rating system similar to Elo in chess and Match Making Rating (MMR) used in e-sports in addition to improving the classification system. A skill rating system comparing stage and match results for all matches has already been proven to be feasible by expert mathematicians and software engineers in the membership. I will levy that expertise to develop a national rating system for all matches.

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Focus on Local Development

Local matches are the bread and butter of USPSA. It is what you and I shoot the most. I will push for programs, aid, and assistance that helps Sections run better clubs. This includes an RO training program where the first part of training is online and the second part is conducted by experienced ROs at local clubs. A portion of the training fee will be reimbursed to clubs for running the second half of the RO training. I will consult with match directors who run successful matches and produce a best practices document(s) for matches - levels 1-4.