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.

Liability issues with hosted events

The risk:

Liability risks associated with hosted events.

Solutions:

  • 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

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

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.

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.