A new Strategic Plan for the Chess Federation of Canada

[Vladimir Drkulec]

It has been eleven years since the last strategic plan was presented for the Chess Federation of Canada at the 2012 AGM. It is probably time for an update.

Here are some other strategic plans from chess federations around the world

https://www.englishchess.org.uk/abou...ion-documents/

https://www.englishchess.org.uk/wp-c...ement-2021.pdf

https://www.englishchess.org.uk/wp-c...-Statement.pdf

2008 ECF Strategic Plan
https://www.englishchess.org.uk/wp-c...ltsp_oct07.pdf

New Zealand Strategic Plan
https://newzealandchess.co.nz/downlo...015Nov2021.pdf

African Chess Federation Strategic Plan
https://africanchessconfederation.co...018_2022-6.pdf

[Vladimir Drkulec]

Some useful links on developing a strategic plan

https://www.bdc.ca/en/articles-tools...ng-demystified

https://projects.iq.harvard.edu/file...tegic_plan.pdf

FIDE

https://edu.fide.com/wp-content/uplo...st-Present.pdf

[Kevin Pacey]

Maybe because covid has not yet fully left us, it could be best to wait until things stabilize before drawing up a detailed new plan? I'm not sure.

[Vladimir Drkulec]

Where are we at the moment? What are the strengths and weaknesses of the Chess Federation of Canada? What are the opportunities and threats facing the CFC?

This year we saw a 60% increase in our memberships. Coming out of the pandemic, and in the wake of the "Queen's Gambit" Netflix series, we saw a large number of players take up chess online during the pandemic and some of them are interested in playing face to face.

What are the areas that need improvement and areas of potential growth?

[Vladimir Drkulec]

The primary target audience (our ideal customer) are chess players of all ages and skill levels across Canada. This includes beginners, intermediate players, and advanced tournament-level players. The CFC's marketing campaigns aim to engage, support, and provide opportunities for chess players to participate in events, tournaments, and other chess-related activities.

Secondary target audiences are:
Chess organizations and Clubs
Chess instructors and coaches
Chess Parents
Chess Enthusiasts
Schools and Educational Institutions
Media and press
Sponsors and partners

[Vladimir Drkulec]

Maybe because covid has not yet fully left us, it could be best to wait until things stabilize before drawing up a detailed new plan? I'm not sure.

I don't think we want things to stabilize from a chess perspective. We have an opportunity now to make large advances. There is never a perfect moment to begin to do more. We only have this moment. That is all we ever have. We need to take care of our Now right now. We have a blank page right now where we are in control of our destiny. We can write our better future right now.

No more waiting. It is time for creating.

We are in a much better place than we were in 2012. How can we be in an even better, a much better place a decade from now? What is possible if we start right now?

Lets give ourselves permission to pursue our destiny. Lets be honest with ourselves and realize we should take the first step into our true potential. We should not be satisfied with the status quo of the last two decades.

[Vladimir Drkulec]

A POSSIBLE STRATEGIC PLAN OUTLINE

I. Executive Summary

• Overview of the strategic plan
• Key goals and objectives
• Key performance indicators

II. Vision and Mission

• Reaffirm the organization's vision for the future
• Revisit and refine the mission statement

III. SWOT Analysis

• Assess the strengths, weaknesses, opportunities, and threats facing CFC
• Identify internal and external factors that will impact the organization's success

IV. Core Values and Guiding Principles

• Clearly define the core values that will guide decision-making and actions
• Set guiding principles to ensure alignment with the mission and vision

V. Long-Term Goals and Objectives

• Define the long-term goals for CFC for the next five to ten years
• Break down each goal into specific, measurable, achievable, relevant, and time-bound (SMART) objectives

VI. Strategies and Initiatives

• Develop strategies and initiatives to achieve each objective
• Consider marketing, outreach, partnerships, organizational structure, and funding strategies

VII. Financial Planning and Resource Allocation

• Analyze the financial needs and resources required to implement the strategic plan
• Develop a budget and allocate resources to support the initiatives

VIII. Membership Growth and Engagement

• Set targets for membership growth over the next five to ten years
• Implement initiatives to attract new members and retain existing ones
• Enhance member engagement through events, programs, and online platforms

IX. Talent Development and Coaching

• Develop programs to nurture young chess talent and support the growth of Canadian players
• Invest in coaching and training resources to improve player skills at all levels

X. Community Outreach and Partnerships

• Strengthen relationships with local communities, schools, and organizations to promote chess
• Seek partnerships and collaborations to expand CFC's reach and impact

XI. Digital Transformation and Technology

• Embrace digital tools and technology to enhance communication, member services, and tournament management
• Develop an online platform for chess enthusiasts to connect and play

XII. Event Management and Promotion

• Plan and promote national and international chess events to attract participants and sponsors
• Establish a calendar of events and tournaments

XIII. Governance and Leadership

• Review and update the governance structure to ensure effective decision-making and accountability
• Invest in leadership development programs for board members and staff

XIV. Monitoring and Evaluation

• Establish a system to monitor progress towards goals and objectives
• Regularly evaluate the effectiveness of initiatives and make adjustments as needed

XV. Risk Management

• Identify potential risks and develop contingency plans to mitigate them
• Ensure compliance with legal and regulatory requirements

XVI. Sustainability and Fundraising

• Develop a sustainable funding model for the organization
• Explore various fundraising strategies, including grants, sponsorships, and donations

XVII. Communication and Public Relations

• Enhance CFC's public image through effective communication and media outreach
• Use storytelling to showcase the impact of chess and the organization's initiatives

XVIII. Implementation Timeline

• Create a detailed timeline for the implementation of the strategic plan, including milestones and deadlines

XIX. Review and Updates

• Establish a process for regular review and updates of the strategic plan to adapt to changing circumstances and opportunities

XX. Conclusion

• Recap the key points of the strategic plan
• Emphasize the organization's commitment to achieving its long-term vision and mission

[Vladimir Drkulec]

Marketing Plan for the Chess Federation of Canada1. Executive Summary

• Briefly describe the Chess Federation of Canada's mission, objectives, and the purpose of the marketing plan.
• Provide an overview of the target audience and key competitors.

2. Situation Analysis

• Conduct a SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) of the organization.
• Analyze the current market position and trends in the Canadian chess community.
• Identify key challenges and opportunities that may impact the marketing efforts.

3. Marketing Objectives

• Set specific, measurable, achievable, relevant, and time-bound (SMART) marketing objectives for the Chess Federation of Canada.
• Align these objectives with the organization's overall mission and vision.

4. Target Audience

• Define the primary and secondary target audiences for the organization's marketing campaigns.
• Analyze the demographics, interests, and preferences of these audiences.

5. Branding and Positioning

• Evaluate the current branding of the Chess Federation of Canada.
• Develop a clear and compelling brand positioning statement that reflects the organization's unique value proposition.

6. Marketing Strategies

• Outline the marketing strategies to achieve the defined objectives.
  
  • Content Marketing: Develop and distribute valuable chess-related content through blogs, social media, and newsletters.
  • Social Media Marketing: Engage with the chess community on various social media platforms.
  • Partnerships and Collaborations: Establish partnerships with schools, chess clubs, and other relevant organizations.
  • Events and Tournaments: Organize chess events and tournaments to promote the game.
  • Outreach Programs: Develop programs to promote chess in schools and local communities.
  • Membership Promotion: Create campaigns to increase membership and engagement.

7. Budget and Resources

• Allocate a budget for the marketing plan, including expenses for advertising, events, content creation, etc.
• Identify the required resources, both human and material, to implement the marketing strategies effectively.

8. Implementation Plan

• Create a detailed timeline with milestones for the marketing activities.
• Assign responsibilities to team members and set deadlines for each task.

9. Monitoring and Evaluation

• Determine the key performance indicators (KPIs) to measure the success of the marketing plan.
• Set up a system for monitoring the effectiveness of each marketing strategy.
• Implement regular reviews to evaluate the plan's performance and make necessary adjustments.

10. Conclusion

• Summarize the key points of the marketing plan.
• Reiterate the objectives and the potential impact on the Chess Federation of Canada.

[Vladimir Drkulec]

The Chess Federation of Canada (CFC) aims to promote and develop the game of chess nationwide by facilitating the organizing of tournaments and events, supporting players and coaches, fostering junior chess development, maintaining a fair rating system, representing Canada in international competitions as a good citizen of FIDE, the World Chess Federation, building partnerships, and promoting inclusivity to create a vibrant and thriving chess community that encourages participation at all levels and celebrates the strategic and intellectual aspects of the game.

[Kevin Pacey]

There could be two stages to a long term plan: 1) Before covid is finished and 2) after covid is extinguished. The uncertainty is how long it will take stage 1) to end, even if that stage much more favours the growth of organized chess in Canada.