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’.

Challenges to compliance

The risk:

Inadequate staff capacity or expertise to ensure that organization is compliant with all requirements.

Solutions:

  • Consult with like organizations to determine how they maintain compliance.
  • Seek board members with subject expertise.

Lack of financial stability

The risk:

Cash flow difficulties and inadequate resources result in board and staff time being spent managing short-term financial problems, versus working towards long-term solutions and more important objectives.

Solutions:

  • Establish a credit line to bridge short-term financial needs. 
  • Budget conservatively at all times. 
  •  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. 
  • 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.
  • Review programs / services and eliminate those that provide little value to members. 
  • Establish an appropriatea small surplus and reserve fund. 
  • Undergo a brand strategy development process to better align with potential partners / funders. 
  • Consider Club Excellence Program participation for access to financial management audit and review 
  • Apply an ethical code of standards to accounting and fundraising practices.

Lack of sound hiring practices

The risk:

Lack of formal procedures for selecting coaches and other team personnel, lack of clarity around screening volunteers, lead to unsafe environments for national team activities.

Solutions:

  • NSO has both formal and informal procedures for screening coaches and other personnel. 
  • Have strict policies for travel, accommodation and supervision for teams. 
  • Personal coaches are restricted to very narrow responsibilities. Institute more formal selection procedures to select coaches for teams, involving application, portfolio and interview component. 
  • Implement ten safe steps of screening (See Volunteer Canada - www.volunteer.ca) with all national teams, including police checks, using a phased approach.
  • Implement ten safe steps of screening with all national teams, including police checks, using a phased approach. See Volunteer Canada.
  • Create and adhere to formal volunteer selection criteria. Provide volunteer job descriptions and expectations.

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

Weak leadership

The risk:

Risk of not being seen as a system leader during times of change.

Solutions:

  • Share important information showing leadership through a communications plan to members.
  • Involve PTSOs and members in the conversation during times of change.
  • Find a way to engage certain provinces and territories and for them to champion change.