Dale Harvey, a show manager who is a former Grand Prix rider, posted his thoughts on social media about the outlook for the U.S. Equestrian Federation as selection of a successor to CEO Bill Moroney is pending. Here is what he had to say:
“The end of Bill Moroney’s tenure as CEO of the United States Equestrian Federation marks a rare and pivotal moment—one that will shape the future of American equestrian sport for decades. This transition is not simply an administrative change; it is a structural inflection point that determines whether USEF evolves into a modern, member‑driven governing body or continues operating through insular, top‑down decision‑making. The stakes are high, and the membership’s willingness to assert its voice will define what comes next.
Why This Leadership Transition Matters
Moroney’s term has been characterized by consolidation of authority, increased regulatory complexity, and a widening gap between USEF leadership and the everyday equestrians who fund the organization. Whether members view his tenure as stabilizing or restrictive, one fact is undeniable: USEF has become increasingly centralized, with major decisions—rule changes, competition structure, licensing, and disciplinary processes—flowing from a small circle of executives and committees.
The departure of a long‑serving CEO creates a rare opening to reassess that structure. Leadership transitions at national governing bodies are infrequent, and when they occur, they often set the tone for the next decade. This is why members must insist on meaningful participation in selecting the next CEO and shaping the strategic direction of the sport.
The Disconnect Between USEF Leadership and Membership
Over the past several years, USEF has faced criticism from athletes, trainers, competition managers, and parents who feel increasingly unheard. Many cite: Opaque decision-making, escalating fees and costs, inconsistent enforcement of rules;a lack of transparency in SafeSport-related processes; limited pathways for member feedback to influence policy.
These concerns are not fringe complaints—they are widespread and persistent. They reflect a structural imbalance between the governing body and the governed. When members feel decisions are made about them rather than with them, trust erodes.
This is why the CEO transition is so critical. It is an opportunity to reset the relationship between USEF and its membership.
Why Members Must Demand a Voice in Selecting the Next CEO
The CEO of USEF is not simply an administrator. They are the architect of the sport’s future. Their philosophy determines:
How competitions are licensed and regulated
How amateur and professional rules evolve
How SafeSport policies are implemented
How grassroots riders are supported
How elite sport is balanced with broad participation
How financial resources are allocated
How transparency and accountability are prioritized
In other words, the CEO shapes the lived experience of every USEF member—from the child entering their first short‑stirrup class to the Olympian preparing for international competition.
Yet historically, CEO selection has been conducted behind closed doors by a small subset of the Board. Members are informed after the decision is made. This model is outdated, misaligned with modern governance standards, and inconsistent with the expectations of a dues‑paying membership base.
Members deserve more than notification—they deserve participation.
What Member Participation Should Look Like
Demanding a voice does not mean every member votes directly on the CEO. Instead, it means establishing structured, meaningful mechanisms for input. These could include:
A public job description outlining qualifications, priorities, and expectations
Open forums where members can express what they want in a leader
Transparent search committee composition, including member‑selected representatives
Publication of finalist profiles, allowing members to provide feedback
Clear communication about how member input influences the final decision
These are standard practices in modern nonprofit governance. They are not radical—they are responsible.
Why the Direction of the Sport Must Also Be Member‑Driven
Selecting a CEO is only part of the equation. Members must also demand influence over the strategic direction of USEF. The sport is facing existential challenges:
Rising costs that push families out
Declining accessibility and diversity
Competition managers struggling under regulatory burdens
Trainers frustrated by inconsistent rule enforcement
Athletes navigating complex qualification pathways
A fractured relationship between USEF and other equestrian organizations
These issues cannot be solved by leadership alone. They require member‑driven priorities, including:
Affordability initiatives
Simplified rule structures
Transparent disciplinary processes
Support for competition organizers
Investment in grassroots programs
Modernization of governance practices
Without member involvement, the next CEO may simply inherit and perpetuate the same structural issues.
The Risk of Silence
If members do not assert their voice now, the opportunity will vanish. A new CEO will be selected, a new strategic plan drafted, and USEF will continue operating as it has—centralized, insulated, and increasingly disconnected from the people it serves.
Silence is not neutrality. Silence is consent.
The Opportunity for Transformation
This moment can be transformative if members choose to engage. A member‑driven selection process and strategic reset could:
Rebuild trust
Increase transparency
Improve accountability
Strengthen the sport’s financial sustainability
Support competition managers and organizers
Empower athletes and trainers
Modernize governance
Create a healthier, more inclusive equestrian community
The end of Moroney’s term is not simply an ending—it is a beginning. It is a chance to redefine what USEF stands for and how it serves its members.
A Call to Action
USEF members must insist on:
Participation in the CEO selection process
Representation on search committees
Transparency in finalist selection
Public forums for member input
A member‑driven strategic plan
This is not about politics. It is not about factions. It is about the future of American equestrian sport.
The next CEO will shape that future. The membership must help choose them—and must help define the direction they will lead.”