I continue to hold an incredibly high level of hope for the future of USA Swimming, a sport that has historically been a source of national pride, producing world-class athletes and Olympic champions. However, I am deeply troubled by the lack of direction, leadership, and accountability that has characterized the organization over the past 15 years. This period has seen a series of missteps and failures that have not only hindered the development of the sport but have also tarnished its reputation.
In the past, USA Swimming had leadership that, while not infallible, operated within a framework of transparency and strategic vision. For instance, during the early 2000s, the organization experienced a surge in success, culminating in the 2008 Beijing Olympics, where American swimmers won a staggering 31 medals, including 8 golds by Michael Phelps alone. This success was not merely a product of the athletes’ talent; it was the result of a well-communicated plan that prioritized athlete development, coaching excellence, and international competitiveness. Today, however, we find ourselves grappling with the consequences of poor leadership choices and a lack of accountability.
As we look toward the upcoming LA28 Olympics, I remain optimistic about the pipeline of talent we have. We are fortunate to have a new generation of swimmers poised to make their mark on the world stage. However, it is imperative that the new CEO of USA Swimming recognizes their primary responsibility: to create an environment that fosters growth and progress for these athletes and their coaches. This means steering clear of the pitfalls that have historically hindered our success. The focus must shift from relying solely on a few standout stars to developing a robust support structure that can sustain our competitive edge, especially as we prepare for the Brisbane 2032 Olympics.
We must learn from the mistakes of the past, particularly those made during the era dominated by Michael Phelps and Ryan Lochte. While these athletes brought unprecedented glory to USA Swimming, we failed to invest in their successors, leading to a talent gap that we are still grappling with today. The consequences of this oversight are evident; we cannot afford to repeat the same mistakes as we move forward.
It is crucial to emphasize that when I refer to USA Swimming, I am speaking about every single member of the organization, myself included. We have collectively failed to ensure that a competent and accountable board of directors is in place. We allowed them to operate without sufficient oversight, enabling a CEO to appoint a board that, under the guise of good governance, failed to challenge poor decision-making. This lack of accountability has had dire consequences for the sport.
Compounding these issues is the role of the United States Olympic and Paralympic Committee (USOPC), which has historically acted as the ultimate check and balance on the leadership of National Governing Bodies (NGBs) like USA Swimming. Despite the organization’s struggles, the USOPC has continued to provide funding without sufficient scrutiny. Funding increases have been frozen for years, yet the general membership remains largely unaware of the questionable financial practices that have occurred. For instance, there have been reports of blank checks issued to clubs and college teams for use at the Olympic and Paralympic Training Center, as well as grants awarded to individual coaches for facility enhancements. Disturbingly, one such coach, who received funding, was later banned for life due to allegations of sexual misconduct. These troubling facts illustrate the need for greater transparency and accountability within the organization.
As for the ongoing search for a new CEO, the prolonged timeline raises questions. Is the search firm struggling to present viable candidates, or are the most qualified individuals opting out after conducting thorough due diligence? The second-round search has taken longer than anticipated, and while I commend the search committee for maintaining confidentiality, the lack of clarity surrounding the process is concerning. In my discussions with committee members, I have emphasized the importance of avoiding candidates with purely marketing backgrounds or those too entrenched within the sport. Instead, we need a visionary leader, potentially from a different sport or sector, who can bring a fresh perspective and a proven track record of collaboration with all stakeholders.
As we await an imminent announcement regarding the new CEO, it is crucial to understand that the USA Swimming board of directors and the search committee have not made any formal commitments to a public announcement. However, it is widely speculated that an introduction to the new CEO may occur during the annual business meetings in Denver this September. With that date fast approaching, it is reasonable to believe that an offer has already been extended to the top candidate.
Have I mentioned that the new CEO also must be prepared nearly on day one to “acquire” USA ParaSwimming? The USOPC is determined to offload ALL para sport NGB’s as soon as possible and swimming has only been paused until the new CEO is named.
In conclusion, while my hope for the future of USA Swimming remains steadfast, it is accompanied by a profound sense of urgency for change. The time has come for a new era of leadership—one that prioritizes accountability, transparency, and a commitment to developing the next generation of champions. The future of the sport depends on it.
Every Four Years™ 