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’.

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.

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.

Lack of sport participation

The risk:

Risk of sport not being included in major games due to lack of influence / knowledge on selection criteria, capacity to develop the sport and increase participation.

Solutions:

  • Educate membership on selection criteria for major games.
  • Make changes to strategic plans which align with provincial selection criteria.
  • Look for diversified funding and partnership / collaborative opportunities.
  • Work collaboratively with membership in building tools and activities for development. 
  • Strike committees to plan and evaluate high-performance path, drawing on previous experience.
  • Aim to develop high-performance talent outside of traditional talent pool areas.
  • Provide coach development and mentoring opportunities.

Managing stakeholder expectations

The risk:

Risk that services delivered to stakeholders will not be up to standard.

Solutions:

  • 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.

Weak communications

The risk:

That internal and external communications are ineffective and do not support the effectiveness of the NSO.

Solutions:

  • Hold a full staff retreat annually (at minimum).
  • Increase the frequency of management staff meetings. 
  • Have all national coaches meet face-to-face twice per year to improve communication and information sharing. 
  • Prepare a communications plan - if required, adapt for different stakeholders / partners, and various media. 
  • Pursue a social media strategy – outsource for expertise. 
  • Do regular telephone calls with PTSO leaders, to keep them updated. 
  • Prepare minutes of all meetings (e.g. Board, Committees) quickly and post on the web site. 
  • Do member satisfaction surveys on a regular basis using technology like Survey Monkey. 
  • Provide orientation materials to all new committee volunteers. 
  • Use web site intranet to improve internal communications. 
  • Consider conducting committee and Board business more regularly on Skype.  
  • Issue regular communiqués to the membership – electronic newsletter or email blast. 
  • Plan communications activities around upcoming hosted events.
  • Centralized member database to target consistent messaging to appropriate demographic.
  • Include high profile athletes in communications strategy.
  • Provide media training for relevant volunteers / staff / athletes.
  • For events involving multiple parties, create a multi-party agreement (with guidelines) on communication protocol
  • Cost share with PTSO's or other NSO's for translation services.
  • Have a board member spokesperson.
  • Develop clear stakeholder communications so their expectations are aligned with the organization’s mission.
  • Develop orientation programs for all relevant scenarios including pre-Games, employment, coaches, etc. Consider using e-learning tools.
  • Ensure branding is consistent across platforms and levels.
  • Find opportunities to piggyback on events as a means to increase profile.
  • Capitalize on resources for athletes provided by third parties.