Action Plan – Ben Dardha

Officer for Titled Players and International Delegations

Objectives

This action plan is based on six concrete objectives:

• making selection and delegation processes more transparent;
• clearly estimating the costs of delegations in advance and reporting them correctly afterwards;
• providing better support for players and supervisors before, during, and after international events;
• structurally defending the interests of titled players within the federation;
• establishing a sustainable training system for elite and sub-top players;
• identifying top talents early and providing targeted support.

This approach aligns with broader principles of good sports governance, where transparency, clear responsibilities, consistent communication, and the protection of chess players are central.

1. Transparency and communication

A fixed information architecture will be introduced for all international delegations. On the RBFC website, a single overview page will be created per event containing the selection procedure, registration form, deadlines, contact person, and practical information.

In addition, a fixed communication rhythm will be implemented:

• publication of the call for candidates;
• confirmation of receipt;
• reasoned selection or non-selection;
• practical briefing for those selected;
• financial settlement after the conclusion of the event.

This prevents players from being dependent on informal communication or late information.

2. Player registration

A central registration form will be developed for international delegations. The goal is twofold: to avoid administrative errors and to ensure selection processes run faster and more accurately.

3. Calculation and monitoring of costs

A standard budget model will be used for every international delegation. This model includes at least:

• registration fees;
• accommodation;
• travel;
• local transport;
• supervision;
• clothing;
• insurance;
• administrative costs;
• any personal contribution from the player.

The tournament regulations clarify which costs are borne by the federation and which are the responsibility of the player. This creates predictability for players and families, while simultaneously ensuring better internal budget management. Financial transparency is essential, and the Royal Belgian Chess Federation must naturally not seek to make a profit from international delegations.

4. Player supervision

A delegation does not end with the selection. For every international championship, a minimum framework for supervision will be established:

• one responsible contact person from the federation;
• a pre-departure briefing with practical arrangements;
• a clear code of conduct and escalation procedure;
• agreements on coaching, communication, and emergencies;
• a brief evaluation upon return.

5. Defending the interests of titled players

Titled players are not only sporting figureheads but also important strategic partners for the federation. Therefore, regular feedback moments will be provided with GMs, IMs, WGMs, WIMs, and other relevant top players. During these consultations, topics such as norm opportunities, tournament support, training needs, calendar conflicts, and international representation will be discussed.

In addition, a formal framework of interests will be developed based on three principles:

• equal access to information;
• objective and justifiable decisions;
• consistent and fair application of the regulations.

The RBFC regulations already provide for exceptions and justifiable decisions; this action point is intended to ensure that these procedures are applied predictably and fairly.

6. Supporting top talents

An annual training program will be developed. For the most promising youngsters, a talent program will be set up with objective entry criteria, annual evaluations, and customized support.

This program may include:

• limited contributions toward tournament costs;
• access to training days;
• guidance for norm opportunities;
• sparring opportunities with strong players;
• monitoring of international development.

The ultimate goal is not just short-term results, but also a sustainable influx to the highest national level.

Success indicators

The operations can be assessed annually using clear indicators:

• percentage of delegations with timely publication of criteria and deadlines;
• variance between estimated and actual costs;
• satisfaction of players and supervisors;
• number of organized training sessions;
• number of supported top talents;
• number of disputes or complaints regarding late or unclear communication.

Conclusion

A strong policy for titled players and international delegations requires more than just selection. It demands predictable procedures, correct registration, fair financial agreements, solid supervision, active defense of interests, and a clear development path for talent. By systematically building on these elements, the RBFC can simultaneously become more professional, transparent, and attractive to its strongest players and future talents.