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’.

Alignment and compliance with federal goals and programs (SFAF, OTP, COC/CPC, LTD)

The Risk and its Impacts

Failure or inability to align or comply with federal goals and programs, leading to reduced funding, reputational damage, and inconsistent athlete development.

Strategies
  • Create a committee to identify opportunities.
  • Identify gaps by capturing what is currently being done through a sport for development lens.
  • Participate in Imagine Canada’s accountability standards program.
  • Conduct a third-party assessment of organizational alignment to identify gaps and weaknesses.
  • Clearly identify Report Card deficiencies and assign and operationalize actions to mitigate them.

Conflict and dispute resolution management

The Risk and its Impacts:

A complaint, scandal, dispute, controversy, or other incident between or among members is not effectively handled and will escalate into a crisis, stakeholders are unnecessarily harmed, and the organization suffers fiscal, legal and/or reputational damage.

Strategies:
  • 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, governance).
  • Clarify jurisdictional issues (national, provincial/territorial, 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 issues and assign a trained spokesperson.
  • Provide coaches and other key personnel with conflict resolution training and media training.
  • Make it mandatory that national and provincial/territorial 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 this type of risk.
  • 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 capacity - qualified staff and program leaders

The Risk and its Impacts:

Not having sufficient and qualified professional staff (e.g., coaches, medical staff, meet directors, classifiers, event managers, committee leaders, administrators) to sustain performance excellence of athletes/teams, and to fulfill strategic goals and objectives.

Strategies:
  • Encourage and share best practices within clubs to promote professionalization of programs, events, and coaching.
  • Pay all team staff a reasonable wage/honorarium in recognition of their contribution and to retain and attract qualified individuals.
  • Organize an annual congress that offers professional development opportunities for coaches, medical staff, classifiers, event managers, administrators and other technical leaders.
  • Prepare detailed job descriptions for all staff and program leaders.
  • Require all coaches with national and provincial/territorial teams to be members of Coaches of Canada.
  • Develop and maintain a succession plan for all staff roles and volunteers in other key roles. See the risk “Staff Turnover and Lack of Succession Planning.”
  • Provide matching grants to clubs to support talent development (administrative, coaching).
  • Develop a professional coaching career path.
  • Target financial support to specified individuals in specialized roles (talent ID and nurturing).
  • Create a formalized alumni program.
  • Establish performance objectives and complete performance reviews.
  • Use part-time staff, temporary staff, or contractors when appropriate.
  • Identify what motivates staff and key volunteers (i.e., money, benefits, professional development, team culture, recognition) and use this information to retain them.
  • Identify and groom key leaders and athletes for future employment opportunities (talent ID and development).
  • Planned/scheduled recognition of staff and key volunteer leaders.
  • Use professional groups to assist with talent recruitment and hiring.
  • Cap the number of terms a Board of Directors’ member may serve to ensure fresh perspectives.
  • Implement strategies to avoid staff burnout (i.e., allow 5% of work time to be non-allocated, flexible work environment, work-from-home days).
  • Adjust deliverables (scope, timeline) to better reflect staff capacity.
  • Develop a process of reviewing and streamlining projects, programs, policies, etc., with the goal of ensuring the organization is meeting minimum requirements and remains compliant where required.
Communication Strategies:
  • Communications strategies to promote and showcase talent.
  • Communications to encourage sharing of best practices between and among professional staff.
  • Communicate possible employment options to high-performance athletes for their consideration following their retirement.

Lack of capacity to effectively implement LTD

The Risk and its Impacts:

Inability of branches and clubs to successfully implement LTD resulting in ineffective NSO input and engagement, misalignment in the sport system, and poor athlete development.

Strategies:
  • Create LTD working group (representative of the branches) and assign adequate resources to support its work.
  • Undertake cross-country “road show” and use virtual tools to showcase LTD.
  • Prepare and effectively distribute LTD educational materials for athletes, coaches, and parents.
  • Undertake a review of competition structure using NSO values and PTSO/club input to improve alignment with LTD principles.
  • Use NSO website, social media, and other virtual tools to better assist branches/clubs with LTD information.
  • Assign NSO staff to work with branches/clubs on LTD implementation (dedicated as a staff role).
  • Use AGMs/congress and other forums to allow branches to share best practices on LTD development.
  • Leverage organizational values to improve uptake and commitment on LTD implementation.
  • Consider revising organizational structure to align with LTD (e.g., assign staff resources to various stages, align Board portfolios).
  • Review the True Sport Long-Term Development (LTD) Framework to implement age- and stage-appropriate suggestions to help activate the seven True Sport Principles.
  • Ensure a program is in place to transition athletes from Train to Compete and Train to Win (Stages 5 and 6) to Active for Life (Stage 7), including health, career, and lifestyle transition planning.
  • Develop talent transfer agreements between Paralympic sports and Olympic counterparts.
  • Institute a procedure to follow up on talent identification leads.
  • Intentional consideration of LTD in annual budget development.
Communication Strategies:
  • Develop key messaging to support LTD implementation that is reflective of the organization’s values.
  • Communications materials should reflect NSO’s values.

Lack of capacity to effectively implement LTD

The Risk and its Impacts:

Inability of branches and clubs to successfully implement LTD resulting in ineffective NSO input and engagement, misalignment in the sport system, and poor athlete development.

Strategies:
  • Create LTD working group (representative of the branches) and assign adequate resources to support its work.
  • Undertake cross-country “road show” and use virtual tools to showcase LTD.
  • Prepare and effectively distribute LTD educational materials for athletes, coaches, and parents.
  • Undertake a review of competition structure using NSO values and PTSO/club input to improve alignment with LTD principles.
  • Use NSO website, social media, and other virtual tools to better assist branches/clubs with LTD information.
  • Assign NSO staff to work with branches/clubs on LTD implementation (dedicated as a staff role).
  • Use AGMs/congress and other forums to allow branches to share best practices on LTD development.
  • Leverage organizational values to improve uptake and commitment on LTD implementation.
  • Consider revising organizational structure to align with LTD (e.g., assign staff resources to various stages, align Board portfolios).
  • Review the True Sport Long-Term Development (LTD) Framework to implement age- and stage-appropriate suggestions to help activate the seven True Sport Principles.
  • Ensure a program is in place to transition athletes from Train to Compete and Train to Win (Stages 5 and 6) to Active for Life (Stage 7), including health, career, and lifestyle transition planning.
  • Develop talent transfer agreements between Paralympic sports and Olympic counterparts.
  • Institute a procedure to follow up on talent identification leads.
  • Intentional consideration of LTD in annual budget development.
Communication Strategies:
  • Develop key messaging to support LTD implementation that is reflective of the organization’s values.
  • Communications materials should reflect NSO’s values.

Lack of collaboration and partnerships to enhance sport delivery system

The Risk and its Impacts:

Risk of not pursuing collaboration and partnership with educational institutions and other external groups to better enhance the sport delivery system.

Strategies:
  • Work closely and supportively with the country’s top four or five post-secondary programs and identify the second tier of programs for mentorship.
  • Provide grants or other financial support to athletes who choose to remain in Canada.
  • Develop a formal strategy to better align with universities (there are more than 50) and community colleges (there are more than 120).
  • Provide educational materials and resources to athletes so they are fully informed on their educational choices.
  • Have a strategy to support university-based research and excellence programs, such as academic centres of excellence aligned with high-performance centres.
  • Liaise with schools in the U.S. that draw top Canadian athletes.
  • Get provincial and territorial CEOs/EDs and Board of Directors’ Presidents to improve relationships with Canadian educational institutions.
  • Ensure an appropriate collaborative relationship with U SPORTS and CCAA.
  • Communicate the importance of a PTSO’s role in the success of implementing a NSO strategic plan, and encourage PTSOs to include activities that support the NSO in their own plans.
  • Explore partnership opportunities with PTSOs to complete or co-manage projects.

Lack of depth and balance of sport performance across the country

The Risk and its Impacts:

The sport lacks balance or depth of athletes/teams across the country. A small number of branches/clubs dominate in terms of performance, and PTSOs are highly variable in terms of capacity to develop the sport.

Strategies:
  • Enter into Memoranda of Understanding (MOUs) with PTSOs to identify specific roles and responsibilities in sport development. These can be customized based on capacity of the PTSO.
  • Offer club rewards such as seed money, development grants, matching grants, awards, and recognition.
  • Target specific clubs for enhanced support (financial, administrative, leadership).
  • Consider organizing NSO services and staffing by region to maximize leadership, capacity, and support for PTSOs and clubs (this may be especially beneficial in Atlantic Canada).
  • Have strong technical leadership at national office and commit to sharing information and supporting PTSO efforts in the technical area.
  • Develop a certification type program for club managers to enhance club capacity.
  • Include a club management module in NCCP curriculum.
  • Align championship events with LTD principals.
  • Rotate location of major championships to improve on accessibility and to increase visibility.
  • Use social media to create excitement around the sport or event.
  • Re-organize PTSOs into regional associations to pool resources and deliver better training to all athletes across the country.
  • Have regular scheduled meetings with PTSO Executive Directors.
  • Consider simplifying LTD with a focus on the end user.
  • Strike committees to plan and evaluate the high-performance path, drawing on previous experience.
  • Explore avenues to develop high-performance talent outside of traditional talent streams.
  • Provide coach development and mentoring opportunities.
Communication Strategies:
  • Create a communications strategy that increases awareness and enhances visibility.

Lack of diversity, equity and inclusion

The Risk and its Impacts:

Risk that all who want to participate in a sport activity do not feel safe or welcome.

Strategies:
  • Develop and implement policies for diversity, equity, and inclusion (DEI), gender (e.g., girls on boys’ teams), transgender, and 2SLGBTQI+ inclusion, and inclusion of minority groups.
  • Connect with Canadian Women & Sport 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 an effective code of conduct in place, and ability to implement disciplinary measures in a professional manner.
  • Develop and distribute clear communications stating that the organization does not discriminate and welcomes diversity.
  • Explore funding opportunities for athletes with financial challenges.
  • Establish a DEI Committee to lead inclusion initiatives and build an organizational culture of inclusiveness.
  • Survey stakeholders and acquire data on DEI-related perceptions and processes to determine how the NSO can be more inclusive.
  • Develop initiatives to recognize and welcome Indigenous people in Canada.
  • Improve bilingual services and capacity.
  • Enhance levels of accessibility in the sport to welcome athletes with disabilities through funding, programming, and communications.
  • Encourage or mandate gender equity in leadership positions in the NSO (staff, board).
  • Staff/board training in gender inclusion.
  • Review and improve hiring practices with a focus on inclusion.
Communication Strategies:
  • Ensure all policies are available to membership and potential members.
  • Communicate with membership regarding available resources.
  • Use all communication channels to share important information.
  • Ensure codes of conducts are public and available to membership.
  • Use all channels of communication to present the organization as welcoming and inclusive.

Lack of diversity, equity and inclusion

The Risk and its Impacts:

Risk that all who want to participate in a sport activity do not feel safe or welcome.

Strategies:
  • Develop and implement policies for diversity, equity, and inclusion (DEI), gender (e.g., girls on boys’ teams), transgender, and 2SLGBTQI+ inclusion, and inclusion of minority groups.
  • Connect with Canadian Women & Sport 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 an effective code of conduct in place, and ability to implement disciplinary measures in a professional manner.
  • Develop and distribute clear communications stating that the organization does not discriminate and welcomes diversity.
  • Explore funding opportunities for athletes with financial challenges.
  • Establish a DEI Committee to lead inclusion initiatives and build an organizational culture of inclusiveness.
  • Survey stakeholders and acquire data on DEI-related perceptions and processes to determine how the NSO can be more inclusive.
  • Develop initiatives to recognize and welcome Indigenous people in Canada.
  • Improve bilingual services and capacity.
  • Enhance levels of accessibility in the sport to welcome athletes with disabilities through funding, programming, and communications.
  • Encourage or mandate gender equity in leadership positions in the NSO (staff, board).
  • Staff/board training in gender inclusion.
  • Review and improve hiring practices with a focus on inclusion.
Communication Strategies:
  • Ensure all policies are available to membership and potential members.
  • Communicate with membership regarding available resources.
  • Use all communication channels to share important information.
  • Ensure codes of conducts are public and available to membership.
  • Use all channels of communication to present the organization as welcoming and inclusive.

Lack of internal processes

The Risk and its Impacts:

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

Strategies:
  • 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.
Communication Strategies:
  • Communications strategy should be focused on how to manage expectations.

Lack of internal processes

The Risk and its Impacts:

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

Strategies:
  • 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.
Communication Strategies:
  • Communications strategy should be focused on how to manage expectations.

Lack of qualified board directors and/or conflicted board of directors

The Risk and its Impacts:

Insufficient organizational leadership, poor governance, membership dissatisfaction, and failure to deliver quality programming to members.

  • Develop a formal Board of Directors recruitment and application process that is led by a Governance or Nomination Committee.
  • Prepare detailed job/role descriptions for all Directors and Officers.
  • Create and maintain a board Manual that includes duties, responsibilities, board schedules, document access, strategic direction, governing documents and rules, conduct guidelines, insurance, etc.
  • Develop Board Member Agreements/Contracts that address Board conduct, conflict of interest, intellectual property and confidentiality.
  • Develop a standardized new Board Member orientation process.
  • All Board of Directors’ members must complete the Governance Essentials E-Learning Course as part of their onboarding.
  • Use professional groups to assist with board talent recruitment.
  • Establish board performance objectives and complete performance reviews.
  • Identify what motivates board members (i.e., professional development, team culture, recognition) and use this information to retain them.
  • Identify and groom key leaders (i.e., through committee work) for future Board opportunities (talent ID and development).
  • Plan and schedule recognition of board leaders.
  • Develop and maintain a succession plan for all Board of Directors’ members.

Lack of qualified board directors and/or conflicted board of directors

The Risk and its Impacts:

Insufficient organizational leadership, poor governance, membership dissatisfaction, and failure to deliver quality programming to members.

  • Develop a formal Board of Directors recruitment and application process that is led by a Governance or Nomination Committee.
  • Prepare detailed job/role descriptions for all Directors and Officers.
  • Create and maintain a board Manual that includes duties, responsibilities, board schedules, document access, strategic direction, governing documents and rules, conduct guidelines, insurance, etc.
  • Develop Board Member Agreements/Contracts that address Board conduct, conflict of interest, intellectual property and confidentiality.
  • Develop a standardized new Board Member orientation process.
  • All Board of Directors’ members must complete the Governance Essentials E-Learning Course as part of their onboarding.
  • Use professional groups to assist with board talent recruitment.
  • Establish board performance objectives and complete performance reviews.
  • Identify what motivates board members (i.e., professional development, team culture, recognition) and use this information to retain them.
  • Identify and groom key leaders (i.e., through committee work) for future Board opportunities (talent ID and development).
  • Plan and schedule recognition of board leaders.
  • Develop and maintain a succession plan for all Board of Directors’ members.

Lack of sound hiring and recruitment practices for national team personnel

The Risk and its Impacts:

Lack of formal procedures for selecting coaches and other team personnel, lack of clarity around screening volunteers and staff lead to unsafe environments for national team activities.

Strategies:
  • NSO has both formal and informal procedures for screening coaches and other personnel.
  • Develop a Travel Risk Policy Suite to identify safety procedures and standards for travel, accommodation, and supervision for teams.
  • Personal coaches are restricted to very narrow responsibilities, which are clearly outlined.
  • Institute more formal selection procedures to select coaches for teams, involving application, portfolio, and interview components.
  • Implement ten safe steps of screening with all national teams, including police checks, using a phased approach. See Volunteer Canada: www.volunteer.ca.
  • Create and adhere to formal volunteer selection criteria. Provide volunteer job descriptions and expectations.
  • Conduct team personnel evaluations annually and at the conclusion of major trips.
  • Interview team athletes to identify their satisfaction with team personnel and any issues.
  • Conduct an environmental scan of branches, clubs, or other sports to ensure any potential personnel are not red flagged in other areas.

Lack of sound hiring and recruitment practices for national team personnel

The Risk and its Impacts:

Lack of formal procedures for selecting coaches and other team personnel, lack of clarity around screening volunteers and staff lead to unsafe environments for national team activities.

Strategies:
  • NSO has both formal and informal procedures for screening coaches and other personnel.
  • Develop a Travel Risk Policy Suite to identify safety procedures and standards for travel, accommodation, and supervision for teams.
  • Personal coaches are restricted to very narrow responsibilities, which are clearly outlined.
  • Institute more formal selection procedures to select coaches for teams, involving application, portfolio, and interview components.
  • Implement ten safe steps of screening with all national teams, including police checks, using a phased approach. See Volunteer Canada: www.volunteer.ca.
  • Create and adhere to formal volunteer selection criteria. Provide volunteer job descriptions and expectations.
  • Conduct team personnel evaluations annually and at the conclusion of major trips.
  • Interview team athletes to identify their satisfaction with team personnel and any issues.
  • Conduct an environmental scan of branches, clubs, or other sports to ensure any potential personnel are not red flagged in other areas.

Lack of strategic planning

The Risk and its Impacts:

Failure to adopt or use a relevant strategic plan to its full advantage, leading to misuse of resources, lack of direction, and lack of corporate accountability.

Strategies:
  • Develop a communications plan for Board of Directors and general membership that clearly identifies strategic goals and objectives and highlights mission, vision, and values.
  • Integrate priority strategic items into operations plan.
  • Use strategic plan as a guide when assessing the feasibility of new projects.
  • Undertake a regular environmental scan to monitor and plan for risk.
  • Adopt a Management by Values approach to daily operations. Reference values in decision-making and team discussions.
  • Conduct an annual evaluation to assess the use of the strategic plan and the achievement of strategic objectives.

Lack of strategic planning

The Risk and its Impacts:

Failure to adopt or use a relevant strategic plan to its full advantage, leading to misuse of resources, lack of direction, and lack of corporate accountability.

Strategies:
  • Develop a communications plan for Board of Directors and general membership that clearly identifies strategic goals and objectives and highlights mission, vision, and values.
  • Integrate priority strategic items into operations plan.
  • Use strategic plan as a guide when assessing the feasibility of new projects.
  • Undertake a regular environmental scan to monitor and plan for risk.
  • Adopt a Management by Values approach to daily operations. Reference values in decision-making and team discussions.
  • Conduct an annual evaluation to assess the use of the strategic plan and the achievement of strategic objectives.

Lack of volunteers

The Risk and its Impacts:

Declining quality and quantity of volunteers due to changing environmental factors (i.e., demographic, social, economic, workplace stress). As a result, organizational leadership, program delivery, and the athlete experience suffers.

Strategies:
  • See the risk “Shortage of Qualified Coaches and Officials” and the related risk solutions to increase volunteerism.
  • Enhance opportunities for high-profile international appointments (to attract highly qualified volunteers).
  • Enhance quality of professional development opportunities for volunteers.
  • Establish a more formal nomination process to solicit committee and board members. See also the risk “Lack of Qualified Board Directors.”
  • Develop strategy to retain alumni by offering a menu of options to continue their involvement in the sport.
  • Develop a mentoring program to match people with experience and knowledge with newcomers to the organization.
  • Utilize the True Sport #NoRefNoGame campaign to profile the importance of officials.
  • Undertake research into volunteerism trends and their impact on sport.
  • Undertake youth leadership outreach. Target and identify youth to participate annually to groom future leaders for the sport.
  • Target recruitment of qualified women and equity deserving groups.
  • Determine how to make use of increasing number of youth volunteers, such as those who need volunteer hours for school.
  • Create a plan for keeping volunteers beyond the youth stage.
  • Establish a national volunteer database in collaboration with PTSOs and branches/clubs.
  • Identify and develop incentives that attract young, qualified volunteers.
  • Engage with volunteer agencies (i.e., Volunteer Canada) to promote and attract new volunteers.

Large-scale incident or force majeure occurs that destabilizes sport activities and participation

The Risk and its Impacts

An event such as a pandemic, war, natural disaster, terrorist attack, economic depression, or other unforeseeable crisis causes the sport system to collapse or pause, which significantly impacts participation, athlete development, revenue, programming, staffing and organizational operations, and achievement of strategic goals and objectives.

  • Develop a Crisis Management Plan that is aligned with other plans and policies.
  • Acquire a list of trusted external advisors who can support the organization through a crisis (legal, trauma, risk management, communications, etc.).
  • Manage crisis or incident via a Management by Values approach.
  • Identify key spokesperson(s) and define key messaging in consultation with executive leadership.
  • Expand online engagement opportunities to keep members engaged and staying relevant.
  • Develop financial contingency and reserve funds to buffer potential losses of revenue.
  • Develop new policies, procedures, and forms that address the incident (i.e., return to play, facility protocols, screening forms, travel consent).
  • Access government funds to diversify programming and sustain operations.

Large-scale incident or force majeure occurs that destabilizes sport activities and participation

The Risk and its Impacts

An event such as a pandemic, war, natural disaster, terrorist attack, economic depression, or other unforeseeable crisis causes the sport system to collapse or pause, which significantly impacts participation, athlete development, revenue, programming, staffing and organizational operations, and achievement of strategic goals and objectives.

  • Develop a Crisis Management Plan that is aligned with other plans and policies.
  • Acquire a list of trusted external advisors who can support the organization through a crisis (legal, trauma, risk management, communications, etc.).
  • Manage crisis or incident via a Management by Values approach.
  • Identify key spokesperson(s) and define key messaging in consultation with executive leadership.
  • Expand online engagement opportunities to keep members engaged and staying relevant.
  • Develop financial contingency and reserve funds to buffer potential losses of revenue.
  • Develop new policies, procedures, and forms that address the incident (i.e., return to play, facility protocols, screening forms, travel consent).
  • Access government funds to diversify programming and sustain operations.

Loss of corporate data and/or IP due to cyber attack or improper storage

The Risk and its Impacts:

Corporate data is leaked, hacked, lost, or held ransom resulting in loss of business continuity, financial damage, reputational damage, and potential litigation.

Strategies:

  • Develop a Crisis Management Plan to address a cyber attack or ransomware scenario.
  • Conduct annual review of data storage and office storage processes (third-party management of website and registration system, firewalls, server usage, locks and safes, password protections, etc.).
  • Review contracts with third party vendors and intentionally discuss any issues experienced and their response to those issues.
  • Reach out to cyber security experts and conduct a cyber security audit or all organizational data.
  • Review insurance policy(s) and ensure coverage for IP loss and data protection, and cyber security coverage.
  • Connect with other NSOs/PTSOs/MSOs to learn about their best practices and experiences.
  • Centralize IP storage (with proper security) to mitigate the loss of IP that is stored on various cloud platforms.

Managing competing priorities

The Risk and its Impacts:

Not being able to determine or decide which projects or programs to prioritize, and which to decline or discontinue.

Strategies:
  • 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 relevant to the plan.

Managing competing priorities

The Risk and its Impacts:

Not being able to determine or decide which projects or programs to prioritize, and which to decline or discontinue.

Strategies:
  • 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 relevant to the plan.

Reliance on Government Funding /OTP

The Risk and its Impacts:

Reliance on government funding that is tied to high performance results, and risk that this funding will not be stable or secure in the long term due to political realities, poor results, and other unforeseen circumstances. Government funding reductions may significantly impact program delivery and athlete development.

Strategies:
  • Refine and deliver a uniform development program (e.g., Run/Jump/Throw, BlastOff, CanBike, Mini Ball) that can be launched nationally to build participation, member numbers, sponsor interest.
  • Pursue alumni development strategies.
  • Pursue fundraising strategies.
  • Investigate improved investment strategies for reserve/foundation funds.
  • Perform intellectual property audit and consider opportunities for exploiting these assets more effectively.
  • Pursue new membership groups and new private partners.
  • Hire an expert to help identify possible revenue streams.
  • Undergo a brand strategy development process to better align with potential partners/funders.
  • Align strategic plan with Canadian Sport Policy goals.
  • Work collectively with PTSOs to secure "sport" sponsor.
  • Re-align business expectations with industry standards, through Imagine Canada standards.
  • Have the right staff in place to ensure top recruitment and performance.
  • Encourage athletes to pursue individual (and non-conflicting) sponsorships.
  • Invest only in programs that further the organization’s mission and vision.
  • Explore using crowd-funding programs.
  • Seek in-kind donations to complement financial contributions.
  • Develop relationship management plans with sponsors as a means to maintain and extend relationships.
  • Seek multi-year sponsorship contracts.
  • Research options for foundation and private donations or grants.
  • Improve quality of project descriptions and reporting as a means to support funding and funding maintenance requests.
  • Promote the successes of athletes at high-profile events to attract sponsors.
  • Contract a marketing specialist to assist with fundraising efforts.
Communication Strategies:
  • Look to present information in a different context so people can appreciate what makes you unique.

Risk of competition manipulation (match fixing)

The Risk and its Impacts

Deliberate effort to influence elements of a sporting contest or its outcome, usually for financial gain. This threat is often associated with gambling and linked to organized crime.

Strategies

Shortage of qualified coaches and officials

The Risk and its Impacts:

The inability to meet demands and expectations for the sport due to a shortage of qualified coaches and/or officials, resulting in a weakened sport experience.

Strategies:
  • Implement #NoRefNoGame social media campaign to help clubs improve their capacity to attract and retain coaches.
  • Extend coverage of national employment benefits program to salaried club coaches.
  • Collaborate closely with provinces in coach development and official development.
  • Consider an entry-level coach training module to attract young coaches, and to implement in school-based programs.
  • Develop an alumni strategy to improve retention of athletes and their recruitment into coaching and officiating roles after retirement.
  • Prepare formal coach mentorship program to match new coaches with experienced coaches in the system.
  • Ensure appropriate honoraria/per diems for officials.
  • Create True Sport awards and recognition programs for coaches and officials.
  • Provide competitive salaries for national-level coaches.
  • Hire a technical director who can be directly responsible for the effective delivery of coaching and officiating training.
  • Provide greater leadership and support to PTSOs to assist them in their efforts to develop coaches and officials.
  • Make a strong and very public commitment to support coach professional development and coaching excellence.
  • Use AGM/congress to achieve professional development delivery for coaches and officials.
  • Provide coach and officials development and training using innovative new technologies (social media).
  • Establish an officials committee to develop a strategy for recruitment, retention, and mentorship of young officials.
  • Encourage best practices within clubs to promote professionalization of coaching.
  • Develop a professional coaching career path.
  • Develop a strategy that will lead to all national team coaches being full-time, salaried professionals.
Communication strategies:
  • Communicate and promote the benefits of coaching.

Shortage of qualified coaches and officials

The Risk and its Impacts:

The inability to meet demands and expectations for the sport due to a shortage of qualified coaches and/or officials, resulting in a weakened sport experience.

Strategies:
  • Implement #NoRefNoGame social media campaign to help clubs improve their capacity to attract and retain coaches.
  • Extend coverage of national employment benefits program to salaried club coaches.
  • Collaborate closely with provinces in coach development and official development.
  • Consider an entry-level coach training module to attract young coaches, and to implement in school-based programs.
  • Develop an alumni strategy to improve retention of athletes and their recruitment into coaching and officiating roles after retirement.
  • Prepare formal coach mentorship program to match new coaches with experienced coaches in the system.
  • Ensure appropriate honoraria/per diems for officials.
  • Create True Sport awards and recognition programs for coaches and officials.
  • Provide competitive salaries for national-level coaches.
  • Hire a technical director who can be directly responsible for the effective delivery of coaching and officiating training.
  • Provide greater leadership and support to PTSOs to assist them in their efforts to develop coaches and officials.
  • Make a strong and very public commitment to support coach professional development and coaching excellence.
  • Use AGM/congress to achieve professional development delivery for coaches and officials.
  • Provide coach and officials development and training using innovative new technologies (social media).
  • Establish an officials committee to develop a strategy for recruitment, retention, and mentorship of young officials.
  • Encourage best practices within clubs to promote professionalization of coaching.
  • Develop a professional coaching career path.
  • Develop a strategy that will lead to all national team coaches being full-time, salaried professionals.
Communication strategies:
  • Communicate and promote the benefits of coaching.

Sport lacks strong international profile

The Risk and its Impacts:

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

Strategies:
  • 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, and/or other like-minded nations to address imbalances and identify best practices.
  • Support international representatives in creating a communications network or website portal to improve communication and information sharing among them.
  • Create a 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.
  • Identify and capitalize on all advantages offered by the Canadian approach. Identify the unique assets and strengths we bring to the table (e.g., policy development, diversity, safety standards).
Communication Strategies:
  • Communications strategy is focused on branding Canada as a place worthy of hosting international competitions.

Sport lacks strong international profile

The Risk and its Impacts:

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

Strategies:
  • 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, and/or other like-minded nations to address imbalances and identify best practices.
  • Support international representatives in creating a communications network or website portal to improve communication and information sharing among them.
  • Create a 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.
  • Identify and capitalize on all advantages offered by the Canadian approach. Identify the unique assets and strengths we bring to the table (e.g., policy development, diversity, safety standards).
Communication Strategies:
  • Communications strategy is focused on branding Canada as a place worthy of hosting international competitions.

Sport lacks strong international profile

The Risk and its Impacts:

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

Strategies:
  • 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, and/or other like-minded nations to address imbalances and identify best practices.
  • Support international representatives in creating a communications network or website portal to improve communication and information sharing among them.
  • Create a 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.
  • Identify and capitalize on all advantages offered by the Canadian approach. Identify the unique assets and strengths we bring to the table (e.g., policy development, diversity, safety standards).
Communication Strategies:
  • Communications strategy is focused on branding Canada as a place worthy of hosting international competitions.

Sport membership model is not optimal

The Risk and its Impacts:

Risk that the current membership model is not appropriate for the growth of the sport and its athletes or is not aligned with funding guidelines.

Strategies:
  • Use a committee or poll current members on various membership structures and options.
  • For membership fees, develop a formula that is customized to member needs.
  • Where low membership is a threat to funding, consider a national database or other membership tracking system.
  • Communicate the consequences of low registration to membership.
  • Provide education on the benefits of registration, such as club support, access to coaching, insurance, and event planning.
  • Consider recruitment strategies.
  • Explore possible explanations for declining membership. May need to work with PTSOs or regions to find solutions.
  • Identify problematic regions and develop a strategy to invigorate sport participation.
  • Develop an outreach program that PTSOs can use to attract members.
  • Conduct assessment of other sport membership models to identify best practices.
Communication Strategies
  • Communications strategy should be focused on how to manage expectations.

Weak brand and profile of sport in Canada

The Risk and its Impacts:

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).

Strategies:
  • Purposefully align events and communications with common interest groups.
  • Invite common interest groups to sit on committees or boards.
  • Consider collaborating with other sport, recreation, education or health partners with similar goals and issues.
  • Undergo a brand strategy development process to better align with partners, including a communications plan.
  • Leverage LTD into branding.
  • Create a common logo for NSO, PTSOs and host communities.
  • Ensure brand is presented 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.
Communication Strategies:
  • Promote written accolades and letters of support.

Weak governance and board operations

The Risk and its Impacts:

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

Strategies:
  • 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 recruitment and 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).
  • Board of Directors’ members must complete the Governance Essentials E-Learning Course as part of their onboarding.

Weak leadership

The Risk and its Impacts:

Risk of not being seen as a system leader during times of change, leading to negative perceptions, mistrust, and damaged relationships.

Strategies:
  • Share important information showing leadership through a communications plan to members, and by providing updates on key issues.
  • Involve PTSOs and members in the conversation during times of change.
  • Find a way to engage certain provinces and territories and for them to champion change.
  • Effectively communicate return on investment and align decision making with corporate values and strategic goals.
  • Identify and offer/recommend leadership development opportunities for staff and board.

Weak organizational structure

The Risk its Impacts:

Organization is not structured to optimize resource use and stakeholder services.

Strategies:
  • 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 can access them.
  • Procure expertise (e.g., legal) to ensure updated policies are aligned.
  • 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 its Impacts:

Organization is not structured to optimize resource use and stakeholder services.

Strategies:
  • 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 can access them.
  • Procure expertise (e.g., legal) to ensure updated policies are aligned.
  • 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.