Canadian Centre for Ethics in Sport

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.

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.

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.

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.

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.

The Risk and its Impacts:

Poor alignment of system, ideals, and/or priorities resulting in disjointed planning, mistrust, diminished member experience, and confusion as to the roles and responsibilities of NSO versus PTSO in the sport delivery system.

Strategies:

• Create customized Memoranda of Understanding (MOUs) with PTSOs.
• Encourage all PTSOs to align strategic plans with national objectives and the 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 CEOs/executive directors of PTSOs.
• 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.
• Collaborate with PTSOs to clearly define the roles of NSO, PTSO, and other sport organizations to avoid duplication of efforts and jurisdictional conflicts, and to build a shared understanding of how best to work together.
• Engage third-party facilitation to improve dialogue, clarify misunderstandings, and build towards a culture of trust and collaboration at all levels.
• Encourage PTSOs to have their Board of Directors complete the Governance Essentials E-Learning Course.

Communication Strategies:

• Use simple language and formatting to ensure people read and understand changes.
• Provide numerous occasions for feedback and information sessions.

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.

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.