(February 5, 2019) Over the years, I have often been pretty critical of the NRA and its leadership team. Even though I try to make a point of expressing my support for the organization and its mission, there are always some who see my criticism as an attack, and an attempt to tear down the organization. In this column, rather than simply pointing at the flaws and failures of the association, I want to address some practical and reasonable solutions and expectations.
It is unreasonable and unrealistic to think that a 147-year old, $300 million plus, per year organization, with an elected board of 76 deeply entrenched directors, would or could suddenly shift course and completely revamp the way they do business. Even the famous Cincinnati Revolt in 1977, which was a ground-shaking event, only resulted in only minor changes in the long-term operations of the organization – and years of wrangling for power and control. Another result of the Cincinnati Revolt, was the inevitable restructuring of the rules to make sure that nothing like it could ever happen again. That started with the revolutionaries, putting up defenses against a counter-revolution, and then was continued by the “Old Guard” as they slowly regained power. Today, virtually all of the reforms of Cincinnati have been reversed or modified beyond recognition.
So, with all of the problems that the NRA is currently facing: A $30 million deficit, declining revenue and membership numbers, legal assaults and much frustration over their Carry Guard insurance and training program, accusations of illegal campaign spending, and suggestions of improper dealings with Russian agents, and a large segment of the membership upset over what they see as capitulation on core issues… What would be realistic expectations for reforms at NRA?
To begin with, the Board of Directors needs to establish very clear guidance to the Executive Vice President and staff to ensure that every communication, every policy, every strategy, and anything else that comes out of the organization is consistent with the core values and principles of the association and the Second Amendment. This should be backed up by an oversight subcommittee of the Board, composed of Second Amendment purists who will always place principles over politics. Too often, it seems that the political operatives are driving the boat, leaving principles behind in the name of pragmatism. Closer oversight from some purists on the Board would go a long way toward solving this problem.
Next, the Board must review the audit processes that should be in place to ensure full compliance with all state and federal fundraising and political spending laws and regulations. Everyone at NRA should be very aware that everything they do will be scrutinized by regulators, reporters, and political operatives looking for any irregularity or impropriety. With that awareness, it is totally inexcusable that there should be even the slightest hint or appearance of the organization straying from the straight and narrow. We know that accusations will always be thrown at us, so we must be sure that we are absolutely scrupulous and beyond reproach in all of our dealings.
Stories that the NRA accepted large donations from Russian citizens, and then used that money to support a presidential candidate, should be easy to refute. Accusations that the NRA used the same political advertising agencies as candidates they supported – suggesting that they were coordinating independent expenditures with those campaigns – should never even come up, and if they did, NRA should be able to very quickly disprove such accusations, but so far, they have refused to even answer any questions about the matter.
The roll-out of a major new program like NRA Carry Guard should be preceded by thorough examination of the insurance and solicitation laws of every state, to ensure that there would be no conflicts or compliance issues, but that apparently didn’t happen with Carry Guard. There should also have been in-depth discussion with the Training Division and the Board committee that oversees training, along with key training counselors around the country, before such a major training initiative was introduced, but again, that apparently didn’t happen. This has resulted in fines and lawsuits from Insurance Commissioners in several states, and confusion and anger among NRA Instructors. Where was the due diligence that would have avoided these problems? The Board must institute policies and procedures to make sure such mistakes and “bad optics” don’t recur, and those responsible for the blunders must be held accountable.
Next, the Board needs to review all vendor agreements, eliminate any unnecessary programs, and begin transitioning as much as possible back in-house. Currently, the NRA pays over $40 million a year to one PR and Advertising company. They also pay a telemarketing firm something in the neighborhood of $30 million a year, and they list four separate companies just to “advise” them on fundraising, at a total of over $3 million per year – just for advice!
Then there is the issue of executive compensation. While it is not unusual for executives in some major non-profit corporations – such as the Kennedy Center for the Performing Arts or the Guggenheim Museum – to receive compensation in excess of $1 million dollars per year, these are typically professional executives who could earn such compensation at any number of similar organizations, and are funded by wealthy patrons and huge endowments. Such is not the case with Wayne LaPierre and Chris Cox. They rose to their current positions via internal political maneuvering and being in the right place at the right time. Both would be hard-pressed to find employment in the $200 to $300k range as senior lobbyists in a DC firm, and wouldn’t even be considered for any sort of senior management positions.
The Board should review all executive compensation packages and bring them down to more reasonable levels. NRA executives should not be expected to work for free, but it is simply not right to be paying LaPierre almost a million and a half dollars per year while begging hard-working NRA members for $20 contributions.
The steps suggested here are not dramatic. They would not jeopardize the stability of the organization or damage its political clout in any way, nor would they be costly or difficult. On the contrary, these steps would stabilize the NRA, refocus it on its core missions, establish proper and long-lacking Board oversight of operations, save money, reduce costly mistakes, and restore the faith of members and former members in the NRA’s mission and leadership. These are all things that the NRA Board should have been doing all along, and needs to do now.
But instead of taking these reasonable, rational steps to improve and strengthen the NRA, scuttlebutt inside the organization suggests that the leadership is going to try to “solve” the problems by creating a for-profit entity, out from under the NRA non-profit umbrella and less accessible to the prying eyes of government regulators, nosy reporters, and “disgruntled members” like me. In other words, rather than fixing the problems, they are going to try and hide them from view.
Let’s hope the rumors aren’t true, and that the NRA Board of Directors has the will and integrity to do what needs to be done.