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 internal processes

The risk:

Operational procedures are not fully developed, consistent or do not meet minimum legal requirements.

Solutions:

  • Schedule a regular review of all internal processes.
  • Create a task force with assistance from an external consultant.
  • Create a staff Standard Operating Procedures (SOP) manual.
  • Develop a protocol and policy to manage intellectual property.
  • Integrate Imagine Canada standards.
  • Conduct risk assessment when stepping outside standard operations or procedures.
  • Use organizational values when making decisions.
  • Create clear job descriptions and organizational chart to ensure confidence.
  • Perform cost benefit analysis between hiring and re-organizing.
  • Ensure all organizational information is secure and is regularly backed-up.
  • Host regular all-staff meetings to share updates and answer questions.
  • Have access to passwords in case of emergency.
  • Have an elected staff member as a representative for compliance regulations.

Lack of strategic planning

The risk:

Failure to use strategic plan to its full advantage.

Solutions:

  • Develop a communications plan for board of directors and general membership.
  • Integrate priority strategic items into operations plan.
  • Use strategic plan as a guide when assessing the feasibility of new projects.
  • Undertake regular environmental scan to monitor and plan for risk.

Sport lacks strong international profile

The risk:

That the sport lacks a strong profile and reputation within the international community, which inhibits competitive invitations, hosting opportunities, international funding and decision-making influence.

Solutions:

  • Undertake deliberate succession planning for international appointments.
  • Target and develop emerging leaders, and support them in their leadership aspirations. 
  • Fully fund all international delegates, and institute reporting requirements in exchange for funding. 
  • Pursue development of a hosting strategy, in conjunction with sport tourism interests. 
  • Collaborate with USA counterpart to enhance North American hosting opportunities. 
  • Support international representatives in creating a communications network/web site portal to improve communication and information sharing among them. 
  • Facility development strategy – focus on sustaining a small number of highest quality facilities in Canada, to assist in hosting efforts.
  • Educate members on opportunities available as an international federation supporter.

Weak brand and profile of sport in Canada

The risk:

Risk of not building a strong brand that could raise the profile of sport in Canada (e.g., relationships with common interest groups, brand alignment, messaging).

Solutions:

  • Purposefully align events and communications with common interest groups.
  • Invite common interest groups on committees or boards.
  • Consider collaborating with other sport, recreation, education or health partners with similar goals / issues. 
  • Undergo a brand strategy development process (with communications plan) to better align with partners. 
  • Leverage LTAD into branding. 
  • Create a common logo for NSOs, PTSOs and host communities.
  • Ensure brand is reflected appropriately to various audiences. 
  • Use strong international profile when possible to build brand domestically.
  • Build awareness by partnering with a recognizable "face of the sport".
  • Develop a branding guidelines document.
  • Leverage unique aspects of the sport.

Weak governance and board operations

The risk:

The risk of a weak governance structure at the board level.

Solutions:

  • Create a formalized process of board member training and evaluation.
  • Review sub-board committee structure to ensure alignment to strategic plan.
  • Identify a process of board selection that reflects the organization's vision, mission and values.
  • Identify possible leaders with targeted skills and expertise for board members.
  • Undertake regular environmental scan or SWOT analysis (Strength/Weakness/Opportunity/Threat) to monitor and plan for risk.
  • Create a governance manual which outlines current policies and procedures, as well as relevant job descriptions which carry executive authority.
  • Develop a succession plan for board, senior staff and key volunteers.
  • Develop a communications plan to clearly show how the board makes decisions.
  • Use organizational core values to enhance decision making (Management by Values approach).
  • Consider the Club Excellence Program (www.clubexcellence.com) to enhance club operations and staff training.