quote:

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>
> The first point you allow to stand abovce relates to active rated adult
> players - which appears not to have changed much since 1970, when even
> demographic growth in the country should more than have doubled it.
>
> Both Johnson and Tapper thought this had nothing to do with USCF - and maybe
> it does not! But it does have to do with chess activity in this country. I
> raise the issue not to argue against USCF's current orientation to its
> mission, but because any mention of chess development in the country is
> viewed as an attack on USCF - which I suppose it is in a passive sense, in
> that USCF's mission statement seems to state the reason for its existence as
> promoting chess to the mainstream culture.
>
> I rarely raise abstract issues for their own sake - and in pursuing chess
> education contacted these views by Johnson and Tapper which essentially
> said, "go for it, but stop bothering USCF about its Mission statement."
> Which is a very clear statement for them to make. What is less clear is the
> board's or the delegate's attitudes to these issues - not the rhetorical
> stance of 'what will happen', but a measure of actual engagements of what
> has happened.
>
> As I see it, while reluctant to change the mission statement, there has been
> no serious interest in developing chess to the mainstream these past 10
> years - and therefore! no conflict in pursuing the subject independently of
> USCF.
>
> Cordially, Phil Innes

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>
> Lost in America
> Chess Searches for Purpose
>
> Tent Theory
>
> Surprisingly enough, the purpose of the United States Chess Federation
> (USCF) has been interpreted in two basic ways. The first is often
> called the small tent approach and the second is referred to as the big
> tent approach.
>
> The small tent approach maintains that the organization is about
> running for-profit chess tournaments. The goal is to grow the number of
> tournament players. The target market is the core of approximately
> 15,000-20,000 regular adult tournament players and about double that
> number in scholastic tournament players. The focus is internal on
> membership service for the tournament player. The idea is to give the
> tournament player the best playing experience possible and be content
> with the membership never getting much larger than this base tournament
> constituency. This limited target market is the small tent.

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> The big tent approach maintains that the organization is about learning
> and playing the game of chess is part of one's culture, just as one
> would teach one's kids a musical instrument or judo, for example. The
> goal is to extend the role of chess in American society. The focus is
> external to the organization on chess as an art and recreation being
> fun and a stimulating elective activity. The target market is the
> approximately 15,000,000-20,000,000 American chess players, both hard
> core tournament as well as the casual chess player. The idea is to
> encourage people to learn and play chess and to contribute to the
> growth and quality of chess activity with the American public. This
> broad target market is the big tent.
>
> In practice the USCF has embraced the small tent approach. Based on
> past USCF results there may be room to improve on that approach.

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> What is Our Purpose?
>
> According to the Bylaws of the United States Chess Federation (USCF)
> the purpose of the Federation shall be educational and instructional,
> to broaden and develop chess as art and recreation, as a significant
> element of culture in America. The Federation shall cooperate with
> schools, colleges, hospitals, military bases, community centers,
> recreation departments, and other groups and institutions, in teaching
> chess, conducting tournaments, and other activities. The Federation
> shall disseminate information through its publications and
> representatives, and the Federation shall select the official USA
> representatives in all international chess affairs. The Federation
> shall encourage and support chess programs for handicapped individuals
> and the participation of handicapped in chess activity, including,
> where feasible, the expansion of opportunities for meaningful
> participation by handicapped individuals in all chess competition.

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> Social Welfare Underlies Purpose
>
> The USCF is tax-exempt as a social welfare organization described in
> Internal Revenue Code (IRC) section 501(c)(4), as an organization that
> must not be organized for profit and must be operated exclusively to
> promote social welfare.

quote:

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> To be operated exclusively to promote social
> welfare, an organization must operate primarily to further the common
> good and general welfare of the people of the community (such as by
> bringing about civic betterment and social improvements). An
> organization is not operated primarily for the promotion of social
> welfare if its primary activity is operating a social club for the
> benefit, pleasure, or recreation of its members, or is carrying on a
> business with the general public in a manner similar to organizations
> operated for profit.

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> Directors Adherence to Purpose is Required
>
> Nonprofit corporations are organized to achieve specific objectives or
> purposes, which are generally set forth in the organization's bylaws
> and charters. Adherence to the purpose of the organization is critical
> as they form the basis for the corporation's tax exemption and, thus,
> its status as a nonprofit entity. Moreover, the stated purpose guides
> the distribution of the organization's assets at dissolution. All
> directors must know the corporation's purpose and the persons or
> interests it serves, and be prepared to serve accordingly.
>
> Pursuant to their fiduciary duty of obedience, directors of nonprofit
> organizations may not deviate from their duty to fulfill the particular
> purposes for which the organization was created. If they do
> substantially deviate from the organization's stated purposes, courts
> or attorneys general may institute legal action on behalf of the
> organization to unwind transactions which are contrary to the
> organization's stated purposes. Nonprofit directors may be liable to
> the corporation for any harm it suffers as a consequence, or for any
> amounts expended if the transaction cannot be unwound. Thus a nonprofit
> board's job starts with putting into words why the organization exists
> and what it hopes to accomplish. Successful boards, understanding their
> accountability to community and membership needs, give voice to the
> enduring values, stories, and aspirations that shape the organization.
> They translate these elements into a compelling articulation of
> mission, vision, and core values that guides major decisions and
> everyday activities. To survive in a changing world, organizations must
> be focused and flexible. Successful boards take community and
> membership needs into account when making decisions. Such boards treat
> questions of mission, vision, and core values not as exercises to be
> done once, but as statements of crucial importance to be drilled down
> and folded into deliberations.
>
> Mission Explains Purpose
>
> Mission is the phrase or sentence used to explain an organization's
> purpose to the public. It is written in everyday language, and should
> generally state the obvious. For example, the mission of a school
> district could be: "To educate children"; of a hospital: "To take care
> of the sick". Sometimes, the same words are used for purpose and
> mission. In other instances, the words chosen to express purpose speak
> to people in the organization, while those used for mission speak to
> outsiders.
>
> The mission must be clear, concise and compelling that is well
> understood by all parties, internally and particularly externally, and
> have unrelenting and rigorous management to the realization and
> execution of that mission. While the organizations purpose stays
> relatively the same over time the mission evolves and adapts providing
> the flexibility in anticipating and meeting changing circumstances and
> conditions.
>
> Successful organizations have exceptionally clear missions that, in
> different ways, speak to their essential purpose and character. These
> organizations also measure - and announce - their success in
> meeting their missions, typically through explicit quantitative
> results. Such quantitative results, which are related to measurable
> programmatic accomplishments, are important because they indicate the
> clarity, appeal, impact and value of the mission to volunteers, funders
> and others. Further, these organizations relentlessly manage to the
> realization of their missions, recognizing that all decisions, programs
> and activities are critical paths in moving towards achievement of
> their primary purpose.
>
> The most important guideline for a board on all decision-making is the
> mission statement. If the mission is not central at every board
> meeting, it is easy to lose focus on the true purpose of the
> organization. Not accomplishing anything towards the mission is no
> longer an option. Program decisions need to be based on a strategy
> platform that focuses the mission on outcomes. Understanding exactly
> where the money comes from and where the money goes for each core
> program is essential to keep the mission and associated outcomes on
> track. Ultimately an organization must stay true to the purpose it was
> founded even as the mission evolves.
>
> What Have We Accomplished Towards Our Purpose?
>
> In its Bylaws the Federation is pledged:
> A. To operate exclusively for educational, recreational, and social
> welfare purposes;
> B. That no part of its contributions, dues, or net income shall inure
> to the benefit of any individual, except that trophies or prizes
> awarded in the course of its educational and promotional program shall
> not be so construed;
> C. That the Federation is not operated for profit and that neither
> principal nor income of any of its funds may be used in any attempt to
> influence legislation;
> D. To promote the study and knowledge of the scientific game of chess;
> E. To foster the development of players and to help those who seek to
> become masters;
> F. To encourage the formation of chess groups, clubs, and associations;
> G. To hold a tournament no less often than once every two years for the
> Chess Championship of the United States and to confer upon the winner
> of such tournament the title "United States Chess Champion"; and
> H. To hold an open tournament every summer in the United States.
>
> Testing everything against purpose becomes the standard check of
> organizational direction. In this regard, has the organization been
> successful?
>
> How has the USCF promoted the study and knowledge of the scientific
> game of chess?
> How has the USCF fostered the development of players and to help those
> who seek to become masters?
> How has the USCF encouraged the formation of chess groups, clubs, and
> associations?
>
> How many additional regular members? How many additional masters? How
> many additional affiliates? How many additional participants in the
> U.S. Open? How many additional spectators or prize funds or the U.S.
> Chess Championship?
>
> Addressing these questions will keep the organization focused in the
> proper direction.
>
> Back to Basics
>
> In summary, the United States Chess Federation (USCF) is a
> not-for-profit membership organization devoted to extending the role of
> chess in American society. According to the Bylaws of the US Chess
> Federation the purpose of the Federation shall be educational and
> instructional, to broaden and develop chess as art and recreation, as a
> significant element of culture in America. It is important to note the
> original object for which the USCF was formed, as elaborated in the
> USCF corporate charter was:
>
> (a) To promote the study and knowledge of the scientific game of chess.
> (b) To foster the development of players and to help those who seek to
> become masters; to encourage the formation of chess groups, clubs, and
> associations.
> (c) To hold a tournament once every two years for the chess
> championship of the United States and to confer upon the winner of such
> tournament the title "United States Chess Champion."
> (d) To hold an open tournament every summer in some major city of the
> United States.
>
> The Executive Board with the guidance of a Board of Delegates is
> responsible for the management of the USCF. The primary role of the
> Board is to ensure that the USCF's mission is appropriate to its
> nonprofit purpose and that it accomplishes that mission efficiently.
> I'm sure the USCF leadership feels they have been acting efficiently
> consistent with the corporation mission and purpose.
>
> In my view the purpose of the USCF is solid but seems to have become
> misplaced or even lost. The Board has become preoccupied with
> tournament activities and fallen into a system impacted by special
> interest. Over time the corporation emphasis appears to have shifted
> from chess promotion to chess promoters. In the view of many, the focus
> has become internal rather than external and means may have become
> ends. We have been told over the past twenty years that the issue of
> purpose and results must take a back seat to the corporation's
> financial survival.
>
> Recent USCF events though difficult, have created a great opportunity
> for positive change. If the USCF wants to truly grow, it must be
> refocused and be willing to adapt and take advantage of this
> opportunity. This means that the USCF ought to be run as a business,
> not a private club. The main business of the USCF must be to advance
> chess. Its obsession for such advancement must be external. To be
> successful towards this end, the USCF must return to the basics of a
> not-for-profit membership corporation focused on its purpose. To do so
> its mission and actions must become refocused on that purpose and back
> to its stated reason to exist. Without a purpose there is no point.
>
> Regards,
> Wayne Praeder
>