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’.

Managing competing priorities

The risk:

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

Solutions:

  • 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

Poor alignment between NSO and PTSO

The risk:

Poor alignment of system resulted in disjointed planning, and confusion as to roles and responsibilities of NSO versus PSO in the sport delivery system.

Solutions:

  • Create customized Memoranda of Understanding (MOUs) with PTSOs. 
  • Encourage all PTSOs to align strategic plans with pillars of Canadian Sport Policy. 
  • Convene meetings of NSO and PTSOs to better coordinate planning efforts. 
  • Ensure clear terms of reference for all committees. 
  • Examine best practices of other NSOs to determine what works well to improve alignment of planning.
  • Collaborate with PTSOs on items that may or may not affect them.
  • Develop an issue specific communications plan.
  • During times of change, set realistic benchmarks with clearly communicated timelines.
  • For larger changes that affect all members, strike small committees involving PTSOs to ensure buy in and to assist with any transition issues.
  • Have regular scheduled meetings with PTSO EDs.
  • Offer PTSOs a workshop on policy management that encourages alignment with NSO policies.
  • Include PTSOs in NSO strategic plan development as a means to develop a sense of PTSO ownership and involvement.
  • Clearly define the roles of NSO, PTSO and other sport organizations to avoid duplication of efforts and jurisdictional conflicts.

Sport lacks strong international profile

The risk:

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

Solutions:

  • 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. 
  • Support international representatives in creating a communications network/web site portal to improve communication and information sharing among them. 
  • 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.

Weak brand and profile of sport in Canada

The risk:

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).

Solutions:

  • Purposefully align events and communications with common interest groups.
  • Invite common interest groups on committees or boards.
  • Consider collaborating with other sport, recreation, education or health partners with similar goals / issues. 
  • Undergo a brand strategy development process (with communications plan) to better align with partners. 
  • Leverage LTAD into branding. 
  • Create a common logo for NSOs, PTSOs and host communities.
  • Ensure brand is reflected 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.

Weak organizational structure

The risk:

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

Solutions:

  • 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 have access.
  • Procure expertise (e.g., legal) to ensure updated policies are aligned.
  • Consider Club Excellence program.
  • 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.