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’.

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 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 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.

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 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.

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.