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]

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

[Egidijus Zeromskis]

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

With a such long list of possible tasks -> How many people do you estimate the CFC would need? Just relying on volunteers I doubt that this can be accomplished.

Like this
"XVII. Communication and Public Relations

Enhance CFC's public image through effective communication and media outreach"

It is in the core of the CFC to provide a publication. Having even the budget, the newsletters gets out so rarely that it becomes more less like a yearbook.
Don't remember any other mass email from the CFC except the call for the AGMs.

[Kevin Pacey]

At least maybe a formula for an estimate of number of CFC volunteers available in future might prove useful. Take N = number of Adult CFC members + number Life CFC Members. Then number of volunteers available at some point in time might be estimated as N x K where K could be historically known, say K = 1 in 50 of N have become volunteers in the past (especially if local organizers have habitually in the past done any sort of recruiting attempt of volunteers).

[Vladimir Drkulec]

At least maybe a formula for an estimate of number of CFC volunteers available in future might prove useful. Take N = number of Adult CFC members + number Life CFC Members. Then number of volunteers available at some point in time might be estimated as N x K where K could be historically known, say K = 1 in 50 of N have become volunteers in the past (especially if local organizers have habitually in the past done any sort of recruiting attempt of volunteers).

Volunteers are important and we do seem to attract them though sometimes we have trouble integrating them into our mix.

[Vladimir Drkulec]

When asking students to evaluate a position, I sometimes ask them to imagine if they were not bound by the rules but could simply pick up a piece or several pieces and move them anywhere on the board, which pieces would they move and where would they put them?

A similar exercise in the context of developing a strategic plan would be to imagine an ideal end state for chess in Canada. What would that look like?

[Vladimir Drkulec]

With a such long list of possible tasks -> How many people do you estimate the CFC would need? Just relying on volunteers I doubt that this can be accomplished.

Like this
"XVII. Communication and Public Relations

Enhance CFC's public image through effective communication and media outreach"

It is in the core of the CFC to provide a publication. Having even the budget, the newsletters gets out so rarely that it becomes more less like a yearbook.
Don't remember any other mass email from the CFC except the call for the AGMs.

You actually have to be careful with emails as some people get upset when you send them. Very upset. People don't read the newsletters though they are of good quality when they are sent out.

We will likely try to do it with volunteers though there is a possibility to enlist outside help but we need to have everything laid out and have a good idea of what we are trying to accomplish before we enlist that outside help.