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.

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.

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.