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.

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.

Lack of capacity to implement LTAD

The Risk:

Lack of commitment and lack of capacity at branch and club level to successfully implement LTAD.

Solutions:
  • Create LTAD working group (representative of the regions) and assign adequatesome resources to support its work.  
  • Undertake cross-country “road show” to showcase LTAD. 
  • Prepare LTAD educational materials for athletes, coaches and parents. 
  • Undertake a review of competition structure using NSO values to improve alignment with LTAD principles. 
  • Use NSO web site to better assist branches with LTAD information. 
  • Assign NSO staff to work with regions on LTAD implementation. 
  • Use AGMs to allow branches to share best practices on LTAD development. 
  • Leverage organizational values to improve uptake and commitment on LTAD implementation. 
  • Consider revising organizational structure to align with LTAD (for example, assign staff resources to various stages). 
  • Align board portfolios and committee structure with LTAD.
  • 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.

Lack of collaboration and partnerships to enhance sport delivery system

The Risk:

Risk of not pursuing collaboration and partnership with universities to better enhance the sport delivery system.

Solutions:
  • Work closely and supportively with the country’s top four or five university 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. 
  • Strategy to support university-based research and excellence programs, such as academic centres of excellence aligned with high performance centres.
  • Liaise with US schools that draw top Canadian athletes.
  • Get provincial and territorial ED’s and Presidents on board to improve relationships with Canadian universities. 
  • Ensure appropriate collaborative relationship with CIS and CCAA.
  • Communicate the importance of a PTSOs role in the success of implementing a NSO strategic plan, and encourage PTSOs to include activities that support the NSO into 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:

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

Solutions:
  • 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, as part of a club excellence type program to enhance club capacity.
  • Include a club management module into NCCP curriculum.
  • Align championship events with LTAD 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 PTSO's into regional associations to pool resources and deliver better training to all athletes across the country.
  • Have regular scheduled meetings with PTSO EDs.
  • Consider simplifying LTAD 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.

Lack of financial stability

The Risk:

Cash flow difficulties and inadequate resources result in board and staff time being spent managing short-term financial problems, versus working towards long-term solutions and more important objectives.

Solutions:
  • Establish a credit line to bridge short-term financial needs. 
  • Budget conservatively at all times. 
  •  Establish strong internal financial controls. 
  • Institute an audit committee and give it the expertise and authority it requires to oversee finances effectively. 
  • Develop an investment strategy to ensure maximum leveraging of existing assets. 
  • Review staffing structures to ensure optimal use of human resources. 
  • Recruit board members with financial experience. 
  • Pursue alternative funding sources through fundraising, merchandising, marketing, corporate sponsorship, alumni giving, crowdsourcing or IP leveraging. 
  • Look for financial savings through collaborative or cost-shared programs such as insurance. 
  • Explore staff secondment opportunities through corporate partners. 
  • Clearly articulate and communicate member benefits to boost membership. 
  • Look at potential membership areas currently not tapped, and alternative partners (industry, municipalities, schools). 
  • Review strategic plan to determine if it is aligned with current reality – may need to change expectations and performance objectives.
  • Review programs / services and eliminate those that provide little value to members. 
  • Establish an appropriatea small surplus and reserve fund. 
  • Undergo a brand strategy development process to better align with potential partners / funders. 
  • Consider Club Excellence Program participation for access to financial management audit and review 
  • Apply an ethical code of standards to accounting and fundraising practices.

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 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 qualified staff, board and committee members

The Risk:

Risk of not having sufficient and qualified professional staff (e.g. coaches, medical staff, meet directors, classifiers, administrators) to sustain performance excellence of athletes/teams.

Solutions:
  • Encourage best practices within clubs to promote professionalization of coaching. 
  • Pay all team staff a reasonable honorarium in recognition of their contribution. 
  • Organize an annual technical congress that offers professional development opportunities for coaches, medical staff, classifiers and other technical personnel. 
  •  Prepare detailed job descriptions for all team personnel. 
  • Require all coaches with national teams to be members of Coaches of Canada.
  • Undertake succession planning for meet directors and volunteers in other key roles. 
  • 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). 
  •  Develop a strategy that will lead to all national team coaches being full-time, salaried professionals.
  • Create a formalized alumni program.
  • Establish performance objectives and complete performance reviews.
  • Use part-time staff, temporary staff, or contractors when appropriate.

Lack of sound hiring practices

The Risk:

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

Solutions:
  • NSO has both formal and informal procedures for screening coaches and other personnel. 
  • Have strict policies for travel, accommodation and supervision for teams. 
  • Personal coaches are restricted to very narrow responsibilities. Institute more formal selection procedures to select coaches for teams, involving application, portfolio and interview component. 
  • Implement ten safe steps of screening (See Volunteer Canada - www.volunteer.ca) with all national teams, including police checks, using a phased approach.
  • Implement ten safe steps of screening with all national teams, including police checks, using a phased approach. See Volunteer Canada.
  • Create and adhere to formal volunteer selection criteria. Provide volunteer job descriptions and expectations.

Lack of staff capacity

The Risk:

There is a lack of capacity to fulfill mandate and strategic goals.

Solutions:
  • Allow for 5% of non-allocated time to avoid staff burnout.
  • Attach a price tag to value-added items that stakeholders request.
  • Create and communicate a business case.
  • 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.
  • Adjust the size of deliverables to reflect current capacity to deliver.

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.

Lack of volunteers

The Risk:

Declining quality and quantity of volunteers due to changing demographics, social/economic realities, dual incomes, higher cost of living, higher workplace stress.

Solutions:
  • Officials committee to develop a strategy for recruitment, retention and mentorship of young officials 
  • 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. 
  • 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. Collaborate with Sport Officials of Canada to profile officials 
  • Undertake research into volunteerism trends and their impact on sport (collaborate with Sport Matters Group). 
  • Undertake youth leadership outreach – target and identify youth to participate annually, to groom future leaders for the sport Target recruitment of qualified women.
  • Target recruitment of qualified men & women.
  • 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 youth stage.

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

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.

Risk of staff turnover

The Risk

Risk of turnover of key staff and leaders, including loss of current generation of strong leaders and coaches.

Solutions:
  • Prepare an interruption management plan in the event of the loss or incapacity of key staff positions. 
  • Target athletes close to retirement and communicate opportunities to remain involved in the sport in a leadership role. 
  • Do a regular review of compensation packages to remain we are competitive as an employer. 
  • Have clear and current written job descriptions for all positions. 
  • Offer flexible working environment and flexible office hours. 
  • Provide professional development opportunities to enhance growth and job satisfaction of staff. 
  • Undertake careful employee recruitment to ensure good fit with organizational culture. 
  • Define succession plans for key administrative staff. 
  • Promote diversity in hiring practices. 
  • Provide detailed orientation program for new employees. 
  • Undertake an independent human resources analysis to ensure optimal structure and functioning of staff. 
  • Incorporate organizational values into employee recruitment and evaluation strategies.
  • Build a positive working environment.
  • Conduct exit interviews.
  • Find a way to celebrate your staff, athletes, coaches, volunteers.
  • Establish a TOK (transfer of knowledge) team (at the board and staff level).
  • Develop a succession plan and/or business interruption plan.
  • Communicate opportunities to remain involved in the sport in a leadership role to alumni and athletes close to retirement.
  • Provide and encourage staff to find opportunities for professional development.
  • Consider modern work scenarios such as job sharing, flexible office hours, and remote offices.
  • Identify individuals with similar skill sets/job descriptions who can help in case of staff turnover or provide mentoring to new staff.
  • Cap the number of terms a board director may serve to ensure fresh perspectives.
  • Consider different methods of preserving corporate history.

Shortage of qualified coaches and officials

The Risk:

Inability to meet demands for sport due to shortage of qualified coaches and/or officials.

Solutions:
  • Implement Club Excellence type program 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 officials 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. Increase honoraria/per diems paid to officials. 
  • Create 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. 
  • Utilize AGM to achieve professional development delivery for coaches, officials and others in the sport in addition to governance issues. 
  • Provide coach and officials development and training using innovative new technologies (social media).

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).

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.