Risk Registry

The Canadian Sport Risk Registry contains a number of common risks and is updated following each Risk Management Workshop. The risks and solutions are presented generically and anonymously, to provide insight for sport leaders to think differently about the risks that are ‘keeping them up at night’.

Alignment and compliance with federal goals and programs (SFAF, OTP, COC/CPC, LTD)

The Risk and its Impacts:

Failure or inability to align or comply with federal goals and programs, leading to reduced funding, reputational damage, and inconsistent athlete development.

Strategies:
  • Create a committee to identify opportunities.
  • Identify gaps by capturing what is currently being done through a sport for development lens.
  • Participate in Imagine Canada’s accountability standards program.
  • Conduct a third-party assessment of organizational alignment to identify gaps and weaknesses.
  • Clearly identify Report Card deficiencies and assign and operationalize actions to mitigate them.

Lack of collaboration and partnerships to enhance sport delivery system

The Risk and its Impacts:

Risk of not pursuing collaboration and partnership with educational institutions and other external groups to better enhance the sport delivery system.

Strategies:
  • Work closely and supportively with the country’s top four or five post-secondary programs and identify the second tier of programs for mentorship.
  • Provide grants or other financial support to athletes who choose to remain in Canada.
  • Develop a formal strategy to better align with universities (there are more than 50) and community colleges (there are more than 120).
  • Provide educational materials and resources to athletes so they are fully informed on their educational choices.
  • Have a strategy to support university-based research and excellence programs, such as academic centres of excellence aligned with high-performance centres.
  • Liaise with schools in the U.S. that draw top Canadian athletes.
  • Get provincial and territorial CEOs/EDs and Board of Directors’ Presidents to improve relationships with Canadian educational institutions.
  • Ensure an appropriate collaborative relationship with U SPORTS and CCAA.
  • Communicate the importance of a PTSO’s role in the success of implementing a NSO strategic plan, and encourage PTSOs to include activities that support the NSO in their own plans.
  • Explore partnership opportunities with PTSOs to complete or co-manage projects.

Lack of depth and balance of sport performance across the country

The Risk and its Impacts:

The sport lacks balance or depth of athletes/teams across the country. A small number of branches/clubs dominate in terms of performance, and PTSOs are highly variable in terms of capacity to develop the sport.

Strategies:
  • Enter into Memoranda of Understanding (MOUs) with PTSOs to identify specific roles and responsibilities in sport development. These can be customized based on capacity of the PTSO.
  • Offer club rewards such as seed money, development grants, matching grants, awards, and recognition.
  • Target specific clubs for enhanced support (financial, administrative, leadership).
  • Consider organizing NSO services and staffing by region to maximize leadership, capacity, and support for PTSOs and clubs (this may be especially beneficial in Atlantic Canada).
  • Have strong technical leadership at national office and commit to sharing information and supporting PTSO efforts in the technical area.
  • Develop a certification type program for club managers to enhance club capacity.
  • Include a club management module in NCCP curriculum.
  • Align championship events with LTD principals.
  • Rotate location of major championships to improve on accessibility and to increase visibility.
  • Use social media to create excitement around the sport or event.
  • Re-organize PTSOs into regional associations to pool resources and deliver better training to all athletes across the country.
  • Have regular scheduled meetings with PTSO Executive Directors.
  • Consider simplifying LTD with a focus on the end user.
  • Strike committees to plan and evaluate the high-performance path, drawing on previous experience.
  • Explore avenues to develop high-performance talent outside of traditional talent streams.
  • Provide coach development and mentoring opportunities.
Communication Strategies:
  • Create a communications strategy that increases awareness and enhances visibility.

Lack of financial stability

The Risk and its Impacts:

Cash flow difficulties and inadequate resources result in operational instability as well as board and staff time inefficiencies (managing short-term financial problems), versus working towards long-term objectives and effective program delivery.

Strategies:
  • Establish a credit line to bridge short-term financial needs.
  • Establish an appropriate surplus and reserve fund to address larger-scale financial emergencies, projects, and/or challenging times.
  • Budget conservatively and include budget contingencies.
  • Establish strong internal financial controls.
  • Institute an audit committee and give it the expertise and authority it requires to oversee finances effectively.
  • Develop an investment strategy to ensure maximum leveraging of existing assets.
  • Review staffing structures to ensure optimal use of human resources.
  • Recruit board members with financial experience.
  • Pursue alternative funding sources through fundraising, merchandising, marketing, corporate sponsorship, alumni giving, crowdsourcing or IP leveraging.
  • Look for financial savings through collaborative or cost-shared programs such as insurance or registration systems.
  • Explore staff secondment opportunities through corporate partners.
  • Clearly articulate and communicate member benefits to boost membership.
  • Look at potential membership areas currently not tapped, and alternative partners (industry, municipalities, schools).
  • Review strategic plan to determine if it is aligned with current reality – may need to change expectations and performance objectives.
  • Undergo a brand strategy development process to better align with potential partners/funders.
  • Apply an ethical code of standards to accounting and fundraising practices.
Communication Strategies:
  • Communications to committees and staff responsible for budgets indicating necessity to adhere to budget.
  • Encourage ways to be more effective and efficient with budgets.
  • Promote ways to enhance economies of scale.
  • Ensure that communications for programs and services offered are customized for each target to maximize impact.
  • Communicate what sets you apart from other organizations.

Managing competing priorities

The Risk and its Impacts:

Not being able to determine or decide which projects or programs to prioritize, and which to decline or discontinue.

Strategies:
  • Use part-time staff, temporary staff, or contractors when appropriate.
  • Explore partnership opportunities with PTSOs to complete projects.
  • Invest only in programs that further the organization’s mission and vision.
  • Review strategic plan to reconcile which current priorities are relevant to the plan.

Managing stakeholder demands and expectations

The Risk and its Impacts:

Risk that services and membership benefits delivered to stakeholders will not be up to an expected standard and therefore lead to stakeholder dissatisfaction and reputational damage.

Strategies:
  • Adjust the size of deliverables to reflect current capacity to deliver.
  • Be sure to match the budget to the deliverables.
  • Clarify stakeholder expectations by communicating clear standards of delivery.
  • Hold a stakeholder consultation or outreach through survey or interview to build understanding and shared outcomes.
  • Clearly communicate the benefits of NSO membership, the purpose of the NSO, and its strategic goals.
  • Use more diverse communication methods (videos, social media, forums and meetings) to actively engage with stakeholders.
Communication Strategies:
  • Ensure communication is ongoing and strategically positioned based on different groups.

Reliance on Government Funding /OTP

The Risk and its Impacts:

Reliance on government funding that is tied to high performance results, and risk that this funding will not be stable or secure in the long term due to political realities, poor results, and other unforeseen circumstances. Government funding reductions may significantly impact program delivery and athlete development.

Strategies:
  • Refine and deliver a uniform development program (e.g., Run/Jump/Throw, BlastOff, CanBike, Mini Ball) that can be launched nationally to build participation, member numbers, sponsor interest.
  • Pursue alumni development strategies.
  • Pursue fundraising strategies.
  • Investigate improved investment strategies for reserve/foundation funds.
  • Perform intellectual property audit and consider opportunities for exploiting these assets more effectively.
  • Pursue new membership groups and new private partners.
  • Hire an expert to help identify possible revenue streams.
  • Undergo a brand strategy development process to better align with potential partners/funders.
  • Align strategic plan with Canadian Sport Policy goals.
  • Work collectively with PTSOs to secure "sport" sponsor.
  • Re-align business expectations with industry standards, through Imagine Canada standards.
  • Have the right staff in place to ensure top recruitment and performance.
  • Encourage athletes to pursue individual (and non-conflicting) sponsorships.
  • Invest only in programs that further the organization’s mission and vision.
  • Explore using crowd-funding programs.
  • Seek in-kind donations to complement financial contributions.
  • Develop relationship management plans with sponsors as a means to maintain and extend relationships.
  • Seek multi-year sponsorship contracts.
  • Research options for foundation and private donations or grants.
  • Improve quality of project descriptions and reporting as a means to support funding and funding maintenance requests.
  • Promote the successes of athletes at high-profile events to attract sponsors.
  • Contract a marketing specialist to assist with fundraising efforts.
Communication Strategies:
  • Look to present information in a different context so people can appreciate what makes you unique.

Shortage of qualified coaches and officials

The Risk and its Impacts:

The inability to meet demands and expectations for the sport due to a shortage of qualified coaches and/or officials, resulting in a weakened sport experience.

Strategies:
  • Implement #NoRefNoGame social media campaign to help clubs improve their capacity to attract and retain coaches.
  • Extend coverage of national employment benefits program to salaried club coaches.
  • Collaborate closely with provinces in coach development and official development.
  • Consider an entry-level coach training module to attract young coaches, and to implement in school-based programs.
  • Develop an alumni strategy to improve retention of athletes and their recruitment into coaching and officiating roles after retirement.
  • Prepare formal coach mentorship program to match new coaches with experienced coaches in the system.
  • Ensure appropriate honoraria/per diems for officials.
  • Create True Sport awards and recognition programs for coaches and officials.
  • Provide competitive salaries for national-level coaches.
  • Hire a technical director who can be directly responsible for the effective delivery of coaching and officiating training.
  • Provide greater leadership and support to PTSOs to assist them in their efforts to develop coaches and officials.
  • Make a strong and very public commitment to support coach professional development and coaching excellence.
  • Use AGM/congress to achieve professional development delivery for coaches and officials.
  • Provide coach and officials development and training using innovative new technologies (social media).
  • Establish an officials committee to develop a strategy for recruitment, retention, and mentorship of young officials.
  • Encourage best practices within clubs to promote professionalization of coaching.
  • Develop a professional coaching career path.
  • Develop a strategy that will lead to all national team coaches being full-time, salaried professionals.
Communication strategies:
  • Communicate and promote the benefits of coaching.

Sport lacks strong international profile

The Risk and its Impacts:

The sport lacks a strong profile and reputation within the international community, which inhibits competitive invitations, hosting opportunities, international funding and decision-making influence.

Strategies:
  • Undertake deliberate succession planning for international appointments. Target and develop emerging leaders and support them in their leadership aspirations.
  • Fully fund all international delegates, and institute reporting requirements in exchange for funding.
  • Pursue development of a hosting strategy in conjunction with sport tourism interests.
  • Collaborate with USA counterpart to enhance North American hosting opportunities, and/or other like-minded nations to address imbalances and identify best practices.
  • Support international representatives in creating a communications network or website portal to improve communication and information sharing among them.
  • Create a facility development strategy. Focus on sustaining a small number of highest quality facilities in Canada to assist in hosting efforts.
  • Educate members on opportunities available as an international federation supporter.
  • Identify and capitalize on all advantages offered by the Canadian approach. Identify the unique assets and strengths we bring to the table (e.g., policy development, diversity, safety standards).
Communication Strategies:
  • Communications strategy is focused on branding Canada as a place worthy of hosting international competitions.

Sport lacks strong international profile

The Risk and its Impacts:

The sport lacks a strong profile and reputation within the international community, which inhibits competitive invitations, hosting opportunities, international funding and decision-making influence.

Strategies:
  • Undertake deliberate succession planning for international appointments. Target and develop emerging leaders and support them in their leadership aspirations.
  • Fully fund all international delegates, and institute reporting requirements in exchange for funding.
  • Pursue development of a hosting strategy in conjunction with sport tourism interests.
  • Collaborate with USA counterpart to enhance North American hosting opportunities, and/or other like-minded nations to address imbalances and identify best practices.
  • Support international representatives in creating a communications network or website portal to improve communication and information sharing among them.
  • Create a facility development strategy. Focus on sustaining a small number of highest quality facilities in Canada to assist in hosting efforts.
  • Educate members on opportunities available as an international federation supporter.
  • Identify and capitalize on all advantages offered by the Canadian approach. Identify the unique assets and strengths we bring to the table (e.g., policy development, diversity, safety standards).
Communication Strategies:
  • Communications strategy is focused on branding Canada as a place worthy of hosting international competitions.

Sport membership model is not optimal

The Risk and its Impacts:

Risk that the current membership model is not appropriate for the growth of the sport and its athletes or is not aligned with funding guidelines.

Strategies:
  • Use a committee or poll current members on various membership structures and options.
  • For membership fees, develop a formula that is customized to member needs.
  • Where low membership is a threat to funding, consider a national database or other membership tracking system.
  • Communicate the consequences of low registration to membership.
  • Provide education on the benefits of registration, such as club support, access to coaching, insurance, and event planning.
  • Consider recruitment strategies.
  • Explore possible explanations for declining membership. May need to work with PTSOs or regions to find solutions.
  • Identify problematic regions and develop a strategy to invigorate sport participation.
  • Develop an outreach program that PTSOs can use to attract members.
  • Conduct assessment of other sport membership models to identify best practices.
Communication Strategies
  • Communications strategy should be focused on how to manage expectations.

Weak brand and profile of sport in Canada

The Risk and its Impacts:

Risk of not building a strong brand that could raise the profile of sport in Canada (e.g., relationships with common interest groups, brand alignment, messaging).

Strategies:
  • Purposefully align events and communications with common interest groups.
  • Invite common interest groups to sit on committees or boards.
  • Consider collaborating with other sport, recreation, education or health partners with similar goals and issues.
  • Undergo a brand strategy development process to better align with partners, including a communications plan.
  • Leverage LTD into branding.
  • Create a common logo for NSO, PTSOs and host communities.
  • Ensure brand is presented appropriately to various audiences.
  • Use strong international profile when possible to build brand domestically.
  • Build awareness by partnering with a recognizable face of the sport.
  • Develop a branding guidelines document.
  • Leverage unique aspects of the sport.
Communication Strategies:
  • Promote written accolades and letters of support.

Weak organizational structure

The Risk its Impacts:

Organization is not structured to optimize resource use and stakeholder services.

Strategies:
  • Review and update policies and procedures with regularity.
  • Strike staff or board committee, or sub-committee, to provide guidance and research current structure recommendations.
  • Publish current policies to ensure stakeholders can access them.
  • Procure expertise (e.g., legal) to ensure updated policies are aligned.
  • Establish a set of corporate values and guidance principles.
  • Examine the actions of the international federation for successes and challenges.
  • Ensure athlete opinions and concerns are considered in decision making and strategic planning.