From the outside, it can be hard to know how governing bodies like US Equestrian should (and shouldn’t) function internally and externally. In a presentation at the 2026 USEF Annual meeting, Dr. David Patterson, Senior Governance Advisor at the United States Olympic and Paralympic Committee (USOPC) offered a thoughtful and practical framework for effective governance, grounded in shared values, clear roles, and principled leadership. At its core, the discussion emphasized that sport (and governance within sport) is a powerful teacher. 

“When you are competing, it’s a place where we learn to win, how to lose. We learn how to be teammates,” said Patterson. “When we compete, we are better people.” 

That ethos carried through every aspect of the session, reinforcing the idea that strong governance ultimately strengthens both the organization and the community it serves. 

Fiduciary Duties: The Foundation of Governance 

Board service begins with a clear understanding of fiduciary responsibility, anchored in three core duties: obedience, care, and loyalty. 

Duty of Obedience requires board members to follow the organization’s rules and mission. Mission drift is not an option, and personal agendas must never override organizational purposes. 

Duty of Care calls for the diligence and attentiveness of a reasonable person. Patterson recalled recognizing that “your best tomorrow needs to be a little bit better than it was today.” Above all, governance decisions should strive to do no harm. 

Duty of Loyalty underscores that the whole is greater than the sum of its parts. Boards act as teams, speak with one voice, and commit to collective decision-making—even when disagreement exists behind closed doors. 

Importantly, the session highlighted the duty to dissent, reminding participants that principled disagreement has a place in governance. Board members were encouraged to reflect honestly on their personal boundaries and values, including identifying the line they would not cross and recognizing that resigning principles can be an ethical and courageous act. 

Managing Conflicts with Transparency 

Conflicts of interest were addressed directly and candidly. Patterson reminded attendees that “you are here because of conflicts” and they are inherent in a passionate, interconnected sport. Best practice means addressing conflicts early and transparently, using ethics committees as resources, and knowing when to recuse—whether from a vote or from an entire discussion. 

As one Patterson put it: The best time to address a conflict was then; the second-best time is now. 

Knowing Your Role: Governance vs. Operations 

Clear lines of responsibility are essential. Board members and volunteers were encouraged to understand their mandate: who they are responsible to, who they work with, and what decisions fall within their authority. 

The agenda itself was positioned as a powerful governance tool, with best practices including: 

• One topic per agenda item 

• Explicit requests of the board 

• Clear background information and expert recommendations 

• Defined follow-up actions 

Operational clarity was emphasized repeatedly. While volunteers may support operations, operational authority flows through the CEO, who serves as the critical bridge between governance and execution. As Patterson noted, “Good fences make good neighbors,” and clear reporting lines make work more productive, rewarding, and enjoyable. 

Committees, Task Forces, and Solution Leadership 

The session encouraged a flexible, solution-oriented approach to organizational structure. Task forces were highlighted as an effective first step for addressing specific issues, allowing ideas to be tested before creating permanent committees. This mindset supports innovation while preventing unnecessary complexity and volunteer burnout. 

Embracing the Complexity of US Equestrian 

Finally, the session acknowledged the unique challenges facing USEF and organizations like it: a broad operational footprint, limited resources, and a membership that is at once diverse and deeply interconnected. While differences across breeds, disciplines, regions, and viewpoints are real, Patterson reminded attendees not to let the 3% of differences overshadow the 97% held in common. 

US Equestrian, the session concluded, is both very big and very small, powered by people who care deeply about the sport and who are given meaningful opportunities to contribute. Strong governance ensures that care is channeled into effective leadership, shared purpose, and long-term success for the entire equestrian community.