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.

Conflict resolution management

The risk:

That a complaint, scandal, dispute, controversy or other incident between or among members will not be effectively handled and will escalate into a crisis.

Solutions:

  • Establish a sound policy framework to deal with dispute resolution (code of conduct, discipline policy, appeals policy, independent and professional dispute management). 
  • Have a crisis communication plan. 
  • Have ready access to external advisors (legal, harassment, risk management). 
  • Clarify jurisdictional issues (national, provincial, club, event) to ensure there is clarity around jurisdiction and authority. 
  • Establish good media relations in both official languages. 
  • Have a strategy in place to deal with issue and assign a trained spokesperson. 
  • Provide coaches and other key personnel with conflict resolution training and media training.  
  • Make it mandatory that national coaches are members of Coaches of Canada (thus binding them to a national code of ethics and disciplinary mechanism). 
  • Publish a comprehensive team manual containing all relevant policies and information for athletes and coaches. 
  • Prepare a briefing book for each major event and major team. 
  • Establish clear terms of reference and job descriptions for team leaders. 
  • Ensure proper internal communications with athletes. 
  • Establish and clarify the role of team captain (athlete) and provide greater education and training for this role. 
  • Offer media training to athletes, coaches, administrators, team personnel. 
  • Communicate with insurance provider to ensure appropriate coverage exists for these types of risks.
  • Declare as a True Sport organization to promote a positive image.
  • Conduct a debriefing with executive team or senior management following any incident and document learnings, and adjust policies as needed.
  • Develop and communicate clear team selection and appeal processes.

Lack of inclusion

The risk:

Risk that all who want to participate in a sport activity do not feel safe or welcome.

Solutions:

  • Develop and implement policies for gender (e.g., girls on boys’ teams), transgender, and LGBTQ2S inclusion.
  • Connect with CAAWS to see what resources could be used to educate coaches and athletes on this issue.
  • Explore a campaign to sensitize coaches about the power of language and acceptable conduct.
  • Have effective code of conduct in place, and ability to implement disciplinary measures in a professional manner.
  • Be clear that the organization does not discriminate and welcomes of diversity.
  • Explore funding opportunities for athletes with financial challenges.

Reliance on Government Funding /OTP

The risk:

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 (political realities).

Solutions:

  • Refine and deliver a uniform development program such as RunJumpThrow, BlastOff, CanBike, Mini Ball) that can be launched nationally to build participation, member numbers, sponsor interest. 
  • Actively participate in Sport Matters Group (and if a team sport, in the Canadian Team Sport Coalition). 
  • 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.
  • Frame strategic plan against Canadian Sport Policy goals.
  • Work collectively with PTSO's to secure a "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 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.

Risk of not meeting SFAF requirements

The risk:

Risk of not meeting SFAF requirements, which would affect funding.

Solutions:

  • Participate in Imagine Canada's accountability standards program.
  • Consider the Club Excellence Program (www.clubexcellence.com) to enhance club operations and staff training.

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.