The ACBL Board of Directors held its summer face-to-face (F2F) meetings from Monday, July 21 to Thursday, July 24, in Philadelphia. The Board, Committees, and Task Forces continue to meet regularly online via Microsoft Teams and Zoom.

A QUICK WORD FROM YOUR REGIONAL DIRECTOR

At our recent Board meetings in Philadelphia, we continued our collaborative relationship with staff/management, key external committees, and our North American and international partners in bridge. As you read this, together with Executive Director Bronia Jenkins, I will be heading to Herning, Denmark at the invitation of the President of the World Bridge Federation (WBF) to attend their Strategic Development and Executive Council meetings. This will be a whirlwind of a trip, as we will be in Herning for just three days. At this juncture in our post-pandemic environment with bridge play back on the rise, but still disappointing when compared to pre-pandemic levels of club and tournament participation, Bronia and I thought it important to continue to forge relationships with other countries and learn first-hand what they are doing to foster bridge. If there are approaches and practices that are successful, we want to learn from others and to share with them what we are finding to be effective in North America.

What follows is the standardized report that is produced thanks to the dedicated efforts of one of my Board colleagues following our three “regular” Board meetings (held at the time of an NABC. Please let me know if you have any questions!

Thanks for reading…–Margot

FINANCE

In June 2025, the gain from operations was $153k, exceeding the budget by $77k and was $59k better than the same period in 2024. Monthly revenues reached $1.26M, which was $5k above the $1.22M budget. Expenses were $1.1M, which was $72k (or 6.1%) below the budgeted $1.2M.

Year-to-date (YTD), the gain in net assets totaled $687k, which includes an unrealized gain from the change in market value of investments of $322k. This YTD gain is $1M greater than the budget but is $488k less than the $1.2M YTD gain from the previous year. The balance sheet remains strong, with $13.7M in cash and investments and $5.5M in deferred revenue from future membership expirations.

The ACBL Statements of Financial Condition for the years ended December 31, 2023 and 2024, are published on pages 74 and 75 of the June 2025 issue of the ACBL Bridge Bulletin.

Effective August 2025, the Board approved Finance Committee Motion 252-FN01, which amends the ACBL Codification. This amendment eliminates specific language detailing the methodology, frequency, and rates of foreign exchange fees, thereby providing ACBL with increased operational flexibility to respond to market fluctuations.

MEMBERSHIP

As of July 2025, the total number of members is 121,499. This represents a decrease of 7,707 members, or -5.96%, compared to the same period last year. Year-to-date, new members total 4,145, which is an increase of 98 members (+2.42%) over the number of new members at this time last year.

GROWING THE GAME

The Task Force for Rewarding Members through Rank Advancement was created to develop incentives for member retention and rank progression. The primary objective is to increase member engagement and competitive bridge participation. This is achieved by formally recognizing player achievements at key milestones.

The Task Force and Management collaborated to create a framework for member incentives, which resulted in the Sapphire Program, a new way to recognize and reward new players. Sapphires are not points, but badges earned for progress and participation in various activities, including completing lessons, and engaging with local clubs and the broader bridge community. 

Players will be able to combine Sapphires with cash to purchase exclusive merchandise from an upcoming online store. The first of these items—ACBL’s 100th-anniversary gear—was sold in person at the Philadelphia NABC and met with great enthusiasm. This popular merchandise will be among the featured products in the new online store.

GUEST MEMBERSHIP PROGRAM UPDATES 

The ACBL has simplified its Guest Membership Program, now integrated with the Sapphire Program, to offer a clear pathway for new players to transition to full membership. This integration creates a cohesive system that guides new members from their first steps to becoming a full ACBL member.

Guest memberships are now free and do not expire, allowing new players to join simply by providing their name, email, and zip code.

Upon signing up, guest members receive a welcome email with their member number. They also get access to the redesigned MyACBL portal to track their progress and celebrate wins, along with weekly bridge strategy tips delivered via email.

Guest members can earn up to 20 Masterpoints. Once this limit is reached, a full membership is required to continue earning points and to participate in regional and national tournaments. The program encourages this transition with a user-friendly process and a discounted rate for the first year of full membership.

SUPPORTING UNITS AND DISTRICTS

During its Memphis spring meetings, the Board addressed “Pathways to Improving

Tournaments,” a comprehensive initiative aimed at addressing challenges facing tournament organizers. This initiative focused on three key areas: optimizing tournament schedules, refining overall scheduling, and improving staffing models.

At the summer meetings in Philadelphia, Management built upon this foundation with a series of recommendations supported by the Board. These recommendations address approaches to improving tournament finances and player satisfaction while balancing local autonomy.

• Ending Online Events at F2F Regionals:Due to poor attendance and financial losses, online events at F2F regional tournaments will no longer be approved. Existing events will be permitted to proceed, but organizers are encouraged to remove them from their schedules.
• Optimizing Tournament Schedules: To modernize regional schedules and align them with current player demographics, the ACBL is updating its internal regional planning document. This document, which incorporates best practices from various Districts and Units, will be tailored for different tournament sizes and shared with all tournament organizers. ACBL Area Managers will serve as subject matter experts, assisting organizers in creating more effective events and schedules. Feedback on the updated document will be requested from all tournament organizers.
• Exploring Approaches to Tournament Director (TD) Staffing: To address the high cost of tournament directors, Management is exploring a “staff-lite” approach. This involves more accurately pre-estimating staffing needs and having on-call backup directors instead of overstaffing tournaments from the outset.
• Championing Pre-Registration: Pre-registration has long been identified as a key solution for several challenges. It would allow for better planning, more accurate staffing, and a more enjoyable experience for players. The Board continues to support the expansion of the Entry Express system to regional tournaments for advance entry purchase. Incentives and methods to encourage other aspects of pre-registration will be explored.
• Evaluating the Future of Local Sectionals: Currently, Local Sectionals are Open Tournaments lasting one to three days with fewer than 25 tables per session. These events award silver Masterpoints at a reduced rate and can be run by certified club directors or Tournament Assistants instead of a full-time ACBL Tournament Director. 

            Based on data points and anecdotal information presented in Philadelphia, the Board Bridge Committee will discuss how Local Sectionals can be adapted to better serve the needs of players in the post-pandemic environment. The discussion will focus on whether to lift existing restrictions on these events, whether organizers should have the autonomy to manage the events to best serve their unique needs, and how changes would affect large Open Sectionals run by ACBL Tournament Directors.

REVISING UNIT PRESIDENTS’ HANDBOOK

Management, in partnership with a Board Liaison, is updating the Unit Presidents Handbook and expects a new online version by year’s end. This centralized resource will streamline leadership transitions and promote more efficient Unit management by providing easy access to best practices.

COMBATING ONLINE CHEATING

The ACBL continues to utilize EDGAR (Everyone Deserves a Game Above Reproach) to detect online cheating. No new runs have been made since November 2024, other than for people being considered for National Committees or the Hall of Fame.

Since February 1, 2024, 12,089 players have been submitted for screening, with a total of 37,875 examined (this includes their partners). Approximately 900 players identified by EDGAR have been charged or received Official Warnings. The current online cheating rate, which includes all players (members, non-members, and inactive accounts), is estimated to be between 2.5% and 3%. Disciplinary actions have included Official Warnings (185), Fast Track Discipline (FTD)

(571 players), Negotiated Resolutions (NR) (50), Expedited Disciplinary Panels (10), and Institute of Bridge Arbitration resolutions (15), with 24 resignations pending charges and 42 pending cases.

APPEALS & CHARGES

The Appeals & Charges Committee Chair reported on two approved Negotiated Resolutions for ethical violations identified by computer-based cheating detection. One was for the pair who were given Suspensions Pending Hearing (SPH) in March. The SPH was due to cheating in the March online Regional. The pair was pulled from FTD and agreed to a six-month suspension. The second NR was for a second offense. One player admitted to the charge, accepted the expulsion, and will be able to apply for readmission in five years.

REVISIONS TO DISCIPLINARY REGULATIONS

In response to widespread online cheating that began during the 2020-2021 pandemic, the ACBL implemented a strict disciplinary system to protect the game’s integrity. The ACBL recognizes that this approach may have been too rigid, sometimes leading to punishments that were disproportionate to the offense. To address this, Management, in coordination with the Appeals & Charges Committee, proposed a series of changes, which the Board has approved.

• Club Discretion for Suspended Players: Club leadership now has the discretion to allow suspended members to return to F2F club play under controlled conditions. The policy for suspended members to participate in club games applies only to players who were charged after February 1, 2024. The reason for this specific date is that EDGAR, ACBL’s computer-based cheating detection program, which flags online cheating, was initiated on that date.  The new policy is designed specifically for players who were flagged by this program. Additionally, suspended members who are permitted to play are still considered Members Not in Good Standing. They are only allowed to play in

specified games and may not play with any complicit partners. They are not permitted to direct games or be present at games in which they are not participating.

• Review of Pre-2022 Online Cheating Cases: All cases of players identified by EDGAR as colluding online, but who clearly ceased this behavior before 2022, will be reviewed. The Office of the National Recorder will communicate any modifications to a player’s current discipline directly to them.
• Revisions to the Ethics Certification and Fair Play Pledge (EC/FPP): The mandatory admission of guilt has been replaced with a “No Contest” plea. Players who receive an Official Warning are no longer required to submit an EC/FPP. Players who previously failed to submit their EC/FPP will be given a new opportunity to do so, potentially allowing for limited club play and a reduction in their current discipline. An Official Warning for collusive online cheating is still considered a first offense. A second violation of the same nature will result in expulsion if the player is found accountable.  

New Resources and Communications Regarding Disciplinary Changes  

Communications detailing these changes have been sent to both ACBL clubs and the general membership. New documents have been added to the Ethics & Discipline page on the ACBL website. These documents clarify the various disciplinary statuses, outline corresponding restrictions, and specify the criteria suspended members must meet for limited club play.

Previously, lists of members who were Under Discipline or Resigned with Pending Charges were only available as PDFs. This process has now been automated, allowing users to search for these individuals by name, Unit, District, player number, and the specific type of discipline. 

To view Hearing Reports and the Under Discipline List, go to the ACBL’s ethics page.  This information is updated several times daily.  

GOVERNANCE 

Governance continues its work to streamline the ACBL Codification, the central collection of Board-approved rules and regulations, with the goal of creating a more user-friendly document with simpler language and structure. As part of this ongoing effort, the Governance Committee is creating a new committee chapter and has completed the revisions of the membership chapter. 

Stemming from this work, Governance brought forth DI252-GV03 to clarify the rights of nonmembers who participate in ACBL events. This discussion item aims to ensure consistency and clarity in the ACBL’s Arbitration Agreement and civil litigation policies for all participants, which is expected to lower the organization’s litigation risk. This discussion will result in one or more motions for the fall meetings in San Francisco.

The Board Resource Manual is nearing completion. It will be a valuable tool for both new and returning Board members. The revised manual is designed to anticipate common questions and provide essential reference materials. This will streamline the onboarding process for new members, offer ongoing support, and ultimately enhance collaboration among the Board.

The Governance Committee put forth five motions to refine Board operating procedures and enhance meeting efficiency, with the goal of maximizing discussion time and focusing on the organization’s strategic direction and objectives. The motions covered a range of topics, from defining committee structures to modernizing the election process.

Three of these motions were passed as part of the Consent Calendar:

• Motion 252-GV01 defines the structure and selection process for the Board Oversight Committee (BOC), which is responsible for investigating and resolving conduct issues among Board members.
• Motion 252-GV04 establishes a new protocol for how Board members should report observations about employee work and conduct. This ensures the Executive Director (ED) maintains their role in employee management while centralizing the intake of concerns and protecting confidentiality.
• Motion 252-GV06 establishes an annual review process for the Board’s governance policies and the Board Resource Manual. This ensures these important documents remain current and effective, with reviews to be initiated by the Governance Committee in the fourth quarter of each year.

The following two motions were passed by the Board through individual vote and discussion:

• Motion 252-GV03 establishes a new “Board Meeting Agenda and Unscheduled Items Policy”. This policy sets clear guidelines for managing the agenda and provides a process for addressing unscheduled business during Board deliberations. 
• Motion 252-GV05 introduces significant enhancements to the ACBL’s election process for the Board and Advisory Council (AC). The new system will be more streamlined and transparent through the use of electronic systems and a condensed timeline. The new election deadlines and changes will be proactively communicated to units and the membership to ensure everyone is informed.

Enhancing Communication Practices

The Governance Committee plays a crucial role in ensuring transparency and keeping the membership informed about the Board’s activities. To this end, Governance produces this National Board Report, providing a summary of key discussions, decisions, and ongoing initiatives. Additionally, the Committee provides content for the Board page of the ACBL Bridge Bulletin, offering another avenue for members to stay connected with the work of the Board.

CHANGING HALL OF FAME PROCEDURES  

The Board has approved changes to the Codification in the Hall of Fame operating procedures. The updates simplify the election process by streamlining the voting, revising criteria for candidate evaluation, and updating elector eligibility. The list of events used for both candidate performance and elector qualifications has also been updated to include the Soloway Teams and the Wuhan Cup.

INTERNATIONAL BRIDGE STAKEHOLDERS TASK FORCE  

The International Stakeholders Task Force was formed to focus on ACBL’s international bridge administration relationships, including with the World Bridge Federation (WBF), North American Bridge Federation (NABF), United States Bridge Federation (USBF), Canadian Bridge Federation (CBF), and Mexican Federation of Bridge (FMB). The Task Force is gathering and organizing information on these bodies, their missions, how they are organized and function, and their key positions and officials. It is engaging them to assess the state of mutual relationships and to identify matters and issues to address together. Where helpful, suggestions will be developed for clarification of the roles and responsibilities of the ACBL Board and Management in dealings with these bodies. The Task Force is supporting the Governance Committee in documenting roles and expectations for ACBL representatives to the bodies.

FALL 2028 NABC EXPERIMENTAL MODEL  

Management has proposed a new experimental model for the fall 2028 North American Bridge

Championship (NABC). This model would focus exclusively on national-level NABC and NABC+ events, while offering drop-in options to secondary events. The events would feature clearer titles and improved stratifications, offering more opportunities for players of all levels to compete, advance, and achieve. Pre-registration would be required, allowing the ACBL to source high-quality, mid-sized venues in cities that are not currently affordable due to larger space requirements. This approach has the potential to re-energize NABCs, with event space that matches attendance.  The Board has authorized Management to research venue and event schedule options. The Board’s next steps will be to define success metrics, manage potential risks, and plan for a smooth execution of the model.

NEW MASTERPOINT CLASS: TITANIUM POINTS 

To recognize top-level performance for players with fewer than 10,000 Masterpoints, a new class of Masterpoints, tentatively called Titanium Points, is being explored. Titanium would be awarded in top-tier national finals, bridging the gap between traditional Gold and Platinum points. Recipients would be recognized in NABC Bulletins, creating a new milestone for this player demographic.

NABC SITE SELECTION: SUMMER 2031 

Toronto remains a top contender for the summer 2031 NABC. The Board has authorized Management to work on finalizing a contract, and is currently negotiating with the venue and hotels to secure the best possible arrangements for our members.

APPOINTMENTS

Steve Beatty, Bernie Greenspan, Jim Munday, and Bruce Rogoff were appointed to the Online Ethical Oversight Committee (OEOC) to serve three-year terms from the end of the summer 2025 NABC through the end of the summer 2028 NABC. 

Mark Aquino was appointed as the American Bridge Association (ABA) Liaison to serve a one year term from the end of the summer 2025 NABC through the end of the summer 2026 NABC.