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Top three priorities for the CFC Presidency of Eric Van Dusen
1) Communication
Beyond fiscal responsibility, the number one priority of the president is communication: Communication to the CFC Executive, the CFC Office Staff, CFC Governors, provincial bodies, tournament organisers, other entities that promote chess, and the rank and file chess players whom without there would be little point.
1.1) Web magazine
1.1.1) Web magazine was an utter failure; VP De Kerpel admitted there was no content.
1.1.2) Hire an editor who will be directed to plead, beg, cajole, and bribe designated columnists, tournament directors, and club presidents for content.
1.1.3) Execute a one-time re-design of the web-magazine.
1.2) Electronic Newsletter
1.2.1) Editor will also publish an electronic newsletter on a monthly basis. It does not have to be long. It just has to be regularly published. The newsletter can use material from the web magazine. That is what the USCF does. For its magazine, one article from a monthly issue is free on the web. The others are locked.
1.2.2) All of the CFC Executive including the Executive director are required to submit a short summary of their monthly activities and a financial statement.
1.2.2) In addition, the newsletter gives something tangible to the rank and file. If Jean Hebert can put out a free newsletter, which he does himself, the CFC certainly can do it also for minimal costs. In addition, if the Ottawa Science Fiction Society can publish an electronic newsletter done by one volunteer without salary, then the CFC certainly can do the same.
1.3) CFC Governors
1.3.1) The Executive needs to do much more consultation with the governors, tournament organizers, tournament directors, regarding the annual and long-term (five years) priorities of the CFC.
1.3.2) A budget with specific line items needs to be passed at the AGM.
1.3.3) Rationale: The CFC is a not-for-profit corporation consisting primarily of volunteers. Decision-making needs to be done more on a consensus basis to encourage volunteers to take ownership of decisions and to carry out the mandate of the CFC to promote chess.
1.4) Negotiations
1.4.1) While the CFC President or his or her designate may have the power to negotiate on behalf of the CFC, the CFC Executive is required to be privy to all progress of such negotiations, and as much as possible consult governors regarding priorities and concerns, and keep them in the loop as much as possible.
(2) Youth Chess
(2.1) Negotiate a memo of understanding with Chess and Math.
(2.2) A structured transition program managed jointly by the CFC and CMA to aid youth players on their journey from children’s tournaments run by CMA to CFC adult chess.
2.2.1) A camp run by IM O’Donnell and GM Kunte teaching chess theory but also specific FIDE rules such as a proper way to offer a draw or claim a three-fold repetition, and chess etiquette, the unwritten expectations that govern relations between strangers.
2.2.2) An exchange program between India and Canada, an idea originally suggested by GM Kunte. Larry Bevand thinks the idea is terrific.
2.3) A Youth committee chaired by the Youth Coordinator, and four CFC governors. This permanent committee will be directly responsible for the management of the youth programs, in particular the CYCC and WYCC.
2.3.1) A separate budget, financial statements, and bank account for the Youth Program to ensure that this program is self-sustaining.
2.4) Establishment of an Education Committee
2.4.1) Its purpose is to support lobbying efforts of provincial organizations. The committee will be chaired by the Youth Coordinator and consisting of any number of CFC governors and members. Patrick McDonald of SWOCL would be a valued member of this committee.
3) Governance
3.1) CFC Governors
3.1.1) I will be supporting the motion reducing the number of governors to a much more manageable size.
3.1.2) Activity clause that any governor not contributing on regular basis will be recommended by the CFC Executive to the affiliated body for recall.
3.2) CFC AGM
3.2.1) Elimination proxy abuse at CFC AGM by educating CFC governors and taking much more time to ascertain that all instructions are being followed. The CFC may want to examine eliminating proxies altogether because Robert’s Rules of Order (as almost all rules of order) assume a meeting consists of informed decision-makers and does not accept proxies outright.
3.2.3) Transform the CFC from a representative democracy to more of an assembly democracy. The CFC may want to examine the possibilities of conducting the AGM by using telephone conference perhaps even televised conferencing. Rationale: While it may have its costs, it would guarantee full governor participation, as well as regular members of the CFC. If the Ontario Lawn Bowling League can conduct regular meetings by teleconference, then the CFC can.
3.3) CFC Executive
3.3.1) No change to positions, except a Fund-raising manager whose portfolia includes fund-raising, marketing, corporate sponsorships, and promotional campaigns.
3.3.2) Curtailing of presidential power: All decisions that are urgent by made by a vote of the CFC Executive committee. Any significant decisions affecting the CFC that are not urgent be discussed and decided by the twenty-five CFC governors.
3.5) Establish a Marketing and Fund-raisinng committee chaired by the Fund-raising Manager with invitations, for example, to Gary Gladstone, Gordon Ritchie, Brian Fiedler, and Roger Patterson and any other interested CFC members.
3.6) Establish an Office committee headed by the President consisting of the VP and Treasurer, and two CFC governors at large to manage employee relations.
3.6.1) Negotiate a multi-year contract with the office staff. Rationale: The CFC needs to eliminate political aspects from the running of the office and to have stability regarding office staff.
1) Communication
Beyond fiscal responsibility, the number one priority of the president is communication: Communication to the CFC Executive, the CFC Office Staff, CFC Governors, provincial bodies, tournament organisers, other entities that promote chess, and the rank and file chess players whom without there would be little point.
1.1) Web magazine
1.1.1) Web magazine was an utter failure; VP De Kerpel admitted there was no content.
1.1.2) Hire an editor who will be directed to plead, beg, cajole, and bribe designated columnists, tournament directors, and club presidents for content.
1.1.3) Execute a one-time re-design of the web-magazine.
1.2) Electronic Newsletter
1.2.1) Editor will also publish an electronic newsletter on a monthly basis. It does not have to be long. It just has to be regularly published. The newsletter can use material from the web magazine. That is what the USCF does. For its magazine, one article from a monthly issue is free on the web. The others are locked.
1.2.2) All of the CFC Executive including the Executive director are required to submit a short summary of their monthly activities and a financial statement.
1.2.2) In addition, the newsletter gives something tangible to the rank and file. If Jean Hebert can put out a free newsletter, which he does himself, the CFC certainly can do it also for minimal costs. In addition, if the Ottawa Science Fiction Society can publish an electronic newsletter done by one volunteer without salary, then the CFC certainly can do the same.
1.3) CFC Governors
1.3.1) The Executive needs to do much more consultation with the governors, tournament organizers, tournament directors, regarding the annual and long-term (five years) priorities of the CFC.
1.3.2) A budget with specific line items needs to be passed at the AGM.
1.3.3) Rationale: The CFC is a not-for-profit corporation consisting primarily of volunteers. Decision-making needs to be done more on a consensus basis to encourage volunteers to take ownership of decisions and to carry out the mandate of the CFC to promote chess.
1.4) Negotiations
1.4.1) While the CFC President or his or her designate may have the power to negotiate on behalf of the CFC, the CFC Executive is required to be privy to all progress of such negotiations, and as much as possible consult governors regarding priorities and concerns, and keep them in the loop as much as possible.
(2) Youth Chess
(2.1) Negotiate a memo of understanding with Chess and Math.
(2.2) A structured transition program managed jointly by the CFC and CMA to aid youth players on their journey from children’s tournaments run by CMA to CFC adult chess.
2.2.1) A camp run by IM O’Donnell and GM Kunte teaching chess theory but also specific FIDE rules such as a proper way to offer a draw or claim a three-fold repetition, and chess etiquette, the unwritten expectations that govern relations between strangers.
2.2.2) An exchange program between India and Canada, an idea originally suggested by GM Kunte. Larry Bevand thinks the idea is terrific.
2.3) A Youth committee chaired by the Youth Coordinator, and four CFC governors. This permanent committee will be directly responsible for the management of the youth programs, in particular the CYCC and WYCC.
2.3.1) A separate budget, financial statements, and bank account for the Youth Program to ensure that this program is self-sustaining.
2.4) Establishment of an Education Committee
2.4.1) Its purpose is to support lobbying efforts of provincial organizations. The committee will be chaired by the Youth Coordinator and consisting of any number of CFC governors and members. Patrick McDonald of SWOCL would be a valued member of this committee.
3) Governance
3.1) CFC Governors
3.1.1) I will be supporting the motion reducing the number of governors to a much more manageable size.
3.1.2) Activity clause that any governor not contributing on regular basis will be recommended by the CFC Executive to the affiliated body for recall.
3.2) CFC AGM
3.2.1) Elimination proxy abuse at CFC AGM by educating CFC governors and taking much more time to ascertain that all instructions are being followed. The CFC may want to examine eliminating proxies altogether because Robert’s Rules of Order (as almost all rules of order) assume a meeting consists of informed decision-makers and does not accept proxies outright.
3.2.3) Transform the CFC from a representative democracy to more of an assembly democracy. The CFC may want to examine the possibilities of conducting the AGM by using telephone conference perhaps even televised conferencing. Rationale: While it may have its costs, it would guarantee full governor participation, as well as regular members of the CFC. If the Ontario Lawn Bowling League can conduct regular meetings by teleconference, then the CFC can.
3.3) CFC Executive
3.3.1) No change to positions, except a Fund-raising manager whose portfolia includes fund-raising, marketing, corporate sponsorships, and promotional campaigns.
3.3.2) Curtailing of presidential power: All decisions that are urgent by made by a vote of the CFC Executive committee. Any significant decisions affecting the CFC that are not urgent be discussed and decided by the twenty-five CFC governors.
3.5) Establish a Marketing and Fund-raisinng committee chaired by the Fund-raising Manager with invitations, for example, to Gary Gladstone, Gordon Ritchie, Brian Fiedler, and Roger Patterson and any other interested CFC members.
3.6) Establish an Office committee headed by the President consisting of the VP and Treasurer, and two CFC governors at large to manage employee relations.
3.6.1) Negotiate a multi-year contract with the office staff. Rationale: The CFC needs to eliminate political aspects from the running of the office and to have stability regarding office staff.
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