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
Inadequate staff capacity or expertise to ensure that organization is compliant with all requirements.
- Consult with like organizations to determine how they maintain compliance.
- Seek board members with subject expertise.
Liability issues with hosted events
Liability risks associated with hosted events.
- Supply written guide for organizers containing standards to be met.
- Use signed hosting contract (NSO-PTSO-Host committee) setting out contractual commitments.
- Have risk management and insurance committee driven by staff.
- Standardized use of waiver forms.
- Build proactive and collaborative relationship with insurer.
- Enhance role clarity for event organizers – who has jurisdiction for what aspects of the event.
- Offer training to PTSO technical staff to help them deliver well-organized, safe events.
- Clearly identified financial signing authority for both host and NSO / MSO.
- Explore national insurance program (to cover all members and partners of hosted events).
- Develop a financial management policy, budget and reporting templates for use by host. Make the use of these templates a condition of hosting the event.
- Negotiate performance audits in critical areas to maintain hosting standards.
- Work with PTSO's to create hosting agreement and realistic financial model.
- Create an emergency action plan.
- To optimize attendance at the event, communicate / promote past successes.
- Establish what the key legacy pieces are for your event.
- Develop a communications plan clarifying how / who with / when / what information is shared.
- If few organizations have the capacity to host a national event, develop a business plan to address growth.
Managing competing priorities
Not being able to determine or decide which projects or programs to prioritize, and which to decline or discontinue.
- 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 organizational structure
Organization is not structured to optimize resource use and stakeholder services.
- 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.