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Appendix 1: National Sport Organizations funded under the Sport Support Program in 2023-2024

The following National Sport Organizations received funding under the Sport Support Program in 2023-2024.Footnote 1

Appendix 2: National Multisport Service Organizations funded under the Sport Support Program in 2022-2023

the following 23 federally funded national Multisport Service Organizations received funding under the Sport Support Program in 2022-2023.Footnote 2

Appendix 3: Sport Canada funding by program since the 2020-2021 fiscal year

The table below provides an overview of Sport Canada funding, by program, since the 2020-2021 fiscal year.
Sport Canada Funding Program 2020-2021Footnote 3 2021-2022Footnote 4 2022-2023Footnote 5 2023-2024Footnote 6

2024-2025Footnote 7

(Budgeted amounts)
Sport Support Program $180,267,706 $212,819,735 $249,163,014 $212,632,415 $177,631,907
Athlete Assistance Program $31,086,969 $31,938,847 $31,738,883 $31,741,012 $33,000,000
Hosting Program $11,893,663 $27,726,191 $41,412,093 $20,529,228 $22,365,000
Total Sport Canada Funding $223,248,338 $272,484,773 $322,358,990 $264,902,655 $232,996,907

Appendix 4: Sport for Social Development in Indigenous Communities - Stream 1

The table below shows a breakdown of funding under Stream 1 of Sport Canada’s Sport for Social Development in Indigenous Communities component, allocated to each province and territory as well as the funding allocated to the Aboriginal Sport Circle.Footnote 8
Provincial-Territorial Aboriginal Sport Body / Aboriginal Sport Circle % of funding 2019-2020 and ongoing
Alberta 9.27% $494,200
British Columbia 9.07% $483,340
Manitoba 9.42% $492,300
New Brunswick 5.42% $288,540
Newfoundland & Labrador 6.65% $354,430
Nova Scotia 5.87% $312,565
Northwest Territories 6.9% $367,705
Nunavut 8.06% $429,610
Ontario 10.64% $566,895
Prince Edward Island 4.79% $355,115
Québec 8.45% $450,455
Saskatchewan 8.5% $452,785
Yukon 4.89% $260,245
Aboriginal Sport Circle 2.25% $120,000
Total - $5,328,365

Appendix 5: Sport Support Program funding allocated to Provinces and Territories from 2020-2021 to 2023-2024

Sport Support Program funding allocated to Provinces and Territories
Province or Territory 2020-2021Footnote 9 2021-2022Footnote 10 2022-2023Footnote 11 2023-2024Footnote 12 2024-2025
Alberta $614,070 $641,070 $641,070 $641,070 Not available
British Columbia $665,365 $661,465 $661,465 $661,465 Not available
Manitoba $502,473 $500,473 $500,473 $500,473 Not available
New Brunswick $384,640 $400,540 $400,540 $400,540 Not available
Newfoundland and Labrador $378,065 $413,065 $413,065 $413,065 Not available
Northwest Territories $368,370 $393,570 $393,570 $493,570 Not available
Nova Scotia $418,838 $418,338 $418,338 $418,338 Not available
Nunavut $459,815 $1,164,055 $1,166,311 $1,048,673 Not available
Ontario $1,513,628 $1,108,431 $1,128,228 $1,128,228 Not available
Prince Edward Island $333,645 $356,645 $356,645 $356,645 Not available
Quebec $800,088 $818,388 $818,388 $818,388 Not available
Saskatchewan $495,003 $476,703 $476,703 $476,703 Not available
Yukon $355,624 $353,025 $353,025 $453,025 Not available

Appendix 6: List of recommendations contained in the final report titled “Aiming High: Independent Approaches to Administer the Universal Code of Conduct to Prevent and Address Maltreatment in Sport in Canada” issued by McLaren Global Sport Solutions Inc. on October 5, 2020.

Recommendations for the final development of the Universal Code of Conduct to Prevent and Address Maltreatment in Sport (UCCMS)

  1. The UCCMS requires the addition of procedures and development of protocols within the time limits set out above; the critical areas for amendment include: (2.2)
    1. Addition of a definition for each of the individuals described in the Sport Canada Contribution Agreement, beyond athletes, to whom jurisdiction will apply;
    2. Scope and purpose of the National Independent Mechanism (NIM);
    3. Procedures of how to activate the Mechanism;
    4. Assessment of the complaints;
    5. Investigation procedures;
    6. Specific obligations of complainants, respondents and third parties, including duties to cooperate with the process, possible duty to attend investigations, duties to produce documents and evidence, etc.;
    7. Evaluation and determination of defined sanctions;
    8. Adjudicative procedures including final and binding arbitration;
    9. Assistance of the sport in accepting the sanction and assisting in its implementation;
    10. Education on the existence and use of the NIM and the UCCMS.
  2. Despite the difficulties that might arise, a review and possible development of a definition of “individual affiliated with” a Federally Funded Sport Organisations (FFSO) be standardised according to the definition in the Contribution Agreement to apply across the sport sector. (2.4.1)
  3. The NIM to have oversight and responsibility over managing any future amendments to the UCCMS. (2.2)

Recommendations for the Principles to Establish the NIM

  1. The NIM must be independent from all sports bodies in order to provide support, comfort, and trust in the system of maltreatment protection. (3.1, 3.2 and 8.3)
  2. Acceptance and use of the NIM is voluntary for all sports organisations. Provincial and Territorial Sport Organizations (PTSOs) and Clubs who choose to join the NIM will be required to align their rules and procedures with their FFSOs and their respective participating provinces or territories. (2.3)
  3. The role of the NIM is to guarantee the protection of all sport participants from maltreatment in Canadian sport. The Mission is to create a safe and welcoming environment for all participants in sport – free from harassment, abuse, discrimination and all other forms of maltreatment. (3.2)
  4. The core of the NIM is to focus on: (3.2)
    1. Providing confidential paths for disclosure and reporting of maltreatment;
    2. Conducting investigations of allegations of maltreatment reported to the NIM by a covered participant;
    3. Recommending disciplinary and remedial actions in regard to complaints;
    4. Providing legal representation to victims on any adjudication of the sanction. Developing a counsel’s assistance program for the use of complainants and respondents who are not FFSOs and become involved in the adjudicative process.
    5. Directing and researching prevention education for all those connected to the sport sector.
    6. Providing advice, guidance, and support to FFSOs.
    7. Ensuring a system of excellence through compliance and audit functions.
  5. The NIM and its staff, assisted by its Visionary Advisors and Think Tanks, provide the leadership to ensure a trusted independent mechanism to prevent and address maltreatment in sport in Canada. (3.2)

Recommendations for NIM Personal Roles and Responsibilities

  1. The Chief Operating Person (COP), in place from the outset, will have responsibility during transition and development of the NIM. The COP will provide the overall leadership and stewardship thereafter. (3.7.1)
  2. A Director of Investigation to be appointed in the Pilot phase to oversee the development and management of the Preliminary Assessment Team and Internal Investigators. (3.7.2)
  3. Chief Legal Officer be appointed in the Pilot phase. (3.7)
  4. A Director of Complainant and User Support to be appointed to manage the National Sport Safeguarding Officers (“NSSOs”) and the Complainant Defence Counsel. The Director will also be responsible for liaising with the outsourced portions of the NIM. (3.7.5)
  5. A Director of Education to be responsible for directing the content and creation of training and maltreatment prevention content. (3.7.7)
  6. Internal Investigators to be appointed as needed. Such persons must have experience conducting trauma informed interviews, gathering, and analysing complex evidence and analytical skills to write a report. (3.7.4)
  7. Preliminary Assessment Team to be established and staffed by full time employees responsible for receiving, assessing, and prioritising formal reports about alleged maltreatment. (3.7.3)
  8. Two National Sport Safeguarding Officers (NSSOs) to be appointed initially, and others as needed. These individuals will be the primary point of contact for all disclosures. Their responsibilities will include making referrals and assisting with activating and navigating formal complaints processes. They will also be the liaison with the Independent Third Party at the FFSO level. (3.7.6 and 8.3)

Recommendations on Governance Structure and Visionary Advisors

  1. Evaluate whether the NIM ought to have its own governance structure or utilise an existing structure of a Canadian not-for-profit organisation. (3.4)
  2. The NIM will require the appointment of a group of Visionary Advisors with proven experience in order to fulfill its leadership role. The group’s composition, background and expertise as described (3.10). The Visionary Advisors will provide the thought leadership and advocacy to prevent and address maltreatment in Canadian sport. (3.5)
  3. Two key Think Tank working groups to be appointed. One to deal with Education, Prevention, and Research and the other comprised of members of Field of Play (athletes, coaches and referees). (3.5)

Recommendations on Organisational Structure

  1. The COP is to develop a flat line organisational structure. This will allow the NIM to focus on the core functions of the mechanism while also maintaining direction over outsourced functions and retaining the ability to conduct research on the same. (3.6)
  2. The senior executive team of the NIM to be responsible for the direction and oversight of all outsourced functions of the NIM. (3.8)

Recommendations on Outsourced Functions

  1. Outsourced functions should be seamlessly integrated for users of the NIM. The functions should include 24/7 crisis contact services, mental health support services, education and adjudication. All other functions should remain internal to the NIM. (3.8)
  2. A partnership with Kids Help Phone be created to provide crisis intervention and referral services for both youth and adults. (3.8.1 & 3.8.2)
  3. Mental health support be outsourced to the Canadian Centre for Mental Health and Sport. (3.8.2 and 8.3)
  4. Education to be directed and outsourced by the NIM through an RFP process. A national strategy needs to be developed which includes identification of mandatory educational requirements designed for specific stakeholder groups, curriculum design, financial models for training, frequency of education, evaluation processes and tracking and database management. (3.8.3 and 8.4)
  5. The NIM should outsource technological platforms and educational delivery programs. (3.8.3 and 3.8.6)
  6. Adjudication processes should be outsourced to the Sport Dispute Resolution Centre of Canada (“SDRCC”) providing it is completely independent as a provider of these services. (3.8.5)
  7. The outsourced function to the SDRCC may require consideration of an additional, new Maltreatment Tribunal with arbitrators trained in adjudication and dispute resolution processes specific to maltreatment in sport. (3.8.5)

Recommendations on NIM Core Components

  1. The investigation function to be housed internally within the NIM. (3.6.2)
  2. The Director of Investigation duties will include creating, monitoring, and modifying the disclosure and formal complaint procedures. (3.6.2)
  3. The investigative function will comprise: (i) the preliminary assessment; (ii) the full-scale internal investigation; and (iii) referral to and oversight over lower risk FFSOs’ Independent Third Party external investigations. (3.6.2)
  4. Preliminary assessment of complaints to be carried out by a specialised team of individuals with appropriate skills, training, and experience in risk assessment. (3.6.2)
  5. The NIM will have discretionary authority to investigate all other forms of maltreatment. Lower risk assessments to be referred to the FFSOs’ Independent Third Party. (3.6.2)
  6. The NIM will have exclusive authority to investigate sexual maltreatment, grooming, serious physical abuse, and consent with persons over the age of majority. These being high risk incidents. (3.6.2)
  7. The NIM to provide access to mental health support to users who either make a disclosure or formal report. (3.6.3 and 8.3)
  8. The NSSOs are to be the initial point of contact for confidential or anonymous disclosures. They will determine if the conduct falls within the definitions of maltreatment in the UCCMS. If so, they may activate a formal complaint process or refer to law enforcement or child welfare agencies. (3.6.3)
  9. Appoint Complainant Defence Counsel who are to be independent of the NIM and be available for complainants who meet the criteria. (3.8.4)
  10. The appointment of a Complainant Defence Counsel would occur upon selection by the Director of Complainant and User Support. (3.8.4)
  11. Complainant Defence Counsel would have carriage of providing legal services to the complainant in the adjudication process. (3.8.4)

Dispute Resolution, Remedial Actions and Sanctions

  1. The COP is the sole authority for issuing sanctions under the UCCMS. (3.6.4)
  2. The FSSOs may be required to support or implement the recommended sanction. (3.6.4)
  3. Lower risk breaches of the UCCMS can result in resolution before the commencement of any adjudication process. (3.6.4)

Compliance and System Excellence

  1. The NIM has a responsibility to engage in compliance review to ensure the integrity of its operations. The purpose is to provide leadership and information to FFSOs related to NIM requirements and operations and ensure ongoing leadership. The result will be an assurance that FFSOs are compliant with their Contribution Agreements. (3.6.5)
  2. The NIM is to file an annual report with Sport Canada to be tabled in the House of Commons which will inform their Report Card evaluation of participating FFSOs. (3.6.5)

Recommendations to Facilitate the Introduction of the NIM

  1. FFSOs will have to ensure their participants’ (athletes, coaches, volunteers, medical personnel, etc.) acceptance of the UCCMS through a contractual agreement which may include oversight by the NIM. (4.3)
  2. A new provision in the Contribution Agreement may be required to the following effect: Amending Annex A paragraph 5, to add 5.1.4 The Recipient voluntarily accepts the NIM’s oversight of maltreatment under the UCCMS.

Recommendations for the NIM Pilot Phase-In

  1. A gradual development of the NIM through a Pilot is recommended in order to: (4.3)
    1. manage capacity as the system develops and grows;
    2. allow for testing and evaluation of the system; and
    3. allow NSOs and their affiliates to first align policies before full operation of the NIM.
  2. It is recommended that the NIM be developed in three phases, starting in 2021 with the creation of the core of the NIM and expectation that the NIM be fully launched, nationally, by 2024. Successful implementation may expedite an acceleration of these phases. (4.2)
  3. An application and review process to be initiated by the NIM for FFSOs and PTSOs wishing to gain access to the Pilot. Those selected should include FFSOs of different sizes, complexity, and features that will allow the NIM Pilot to evaluate its ongoing development. (4.2)
  4. All of the NIM’s described features to be mandatory requirements for all FFSOs participating throughout the Pilot period. (4.2)
  5. The NIM will be available to all remaining FFSOs who wish to voluntarily adopt the NIM by 2024 when it is expected to be fully operational. (4.2)

Recommendations for Evolving the NIM

Start-up Phase

  1. During the start-up phase, staffing should be modest and limited to the hiring of the following full-time staff: Chief Legal Officer, Director of Education and Research, Director of Investigation, and Business Manager. Technological requirements including website development, and case management tools will be outsourced. (4.3)
  2. The NIM will establish outsourced providers in accordance with the suggestions in this Report. (4.3)
  3. In the start-up phase it is recommended that existing educational training requirements, provided through the Coaching Association of Canada (“CAC”), Respect Group, or other equivalent national providers continue until such time as the NIM’s oversight of education and training becomes operational. (4.3)
  4. The NIM to establish a communication plan as early as possible to communicate to the Canadian public and sport community the values of the UCCMS dealing with maltreatment. This will require Sport Canada, the Sport Information Resource Centre (SIRC), and possibly McLaren Global Sport Solutions Inc. (MGSS), to work closely with the COP. (4.2)

Pilot Year 1 (2022)

  1. It is recommended in Pilot Year 1 there be 12 NSOs selected together with two Provincial Sport Governing Bodies (“PSGBs”): Sport Manitoba and SASK Sport (willing participants). See the IRT’s suggestions at 4.3.
  2. The core staff will be augmented by 14 full-time staff to launch Pilot Year 1. The staff will need to include appointments of two NSSOs, a Director of Communications, Senior Investigator, two Preliminary Assessment Officers, Director of Compliance and System Excellence, Director of Complainant and User Support, Complainant Defence Counsel as well as additional full time or contract investigators and intake officer(s) as required. (4.3)
  3. To be operational in this phase will require outsourced services. See the discussions at 4.3.

Pilot Year 2 (2023)

  1. An additional 20 NSOs to be selected to augment the inaugural complement together with selecting Multi Sport Organisations (MSOs) and Canadian Olympic and Paralympic Sport Institute Network (COPSIN) members. (4.4)
  2. The inaugural group of participants will remit, for the first time, a user fee on behalf of their registered participants. The group selected for the second year will pay their first-year user fees in 2024. (4.4)
  3. In Pilot Year 2, the NIM will provide its first annual report to be filed as recommended above. Furthermore, an independent review of the Pilot is to be conducted in this second year to be delivered to Sport Canada and tabled in the House of Commons. (4.4)

Fully Operational (2024)

  1. Remaining organisations wishing to join the NIM may do so in this first fully operational year. This will be the first year where all participants will be required to remit an annual user fee. (4.6)

Recommendations on the Activation and the Resolution Process

Activation of the NIM

  1. From the outset, the NIM is to develop an intake process for both disclosure and formal reporting procedures. (3.3.1 and 3.3.2)
  2. The available intake process should include access via telephone, text messaging, web portal, webchat, and email. Other accessible formats to be made available for those who are unable to use the foregoing formats. There will be no 24/7 phone line available for intake. (3.3.1, 3.3.2 and 9.2)

Disclosure Process

  1. Disclosure should follow a process similar to that of the University of Toronto’s Sexual Assault Policy. Guidelines would include: (3.3.2)
    1. Disclosure is simply sharing your experience of maltreatment. A disclosure does not launch any kind of formal process, and it does not have to include significant or specific detail
    2. The person can disclose to anyone – a friend, colleague. You can also disclose to the NIM.
    3. When you disclose to the NIM, it will make available support and services, and can discuss whether counselling, access or referrals to medical services, and other accommodations may be appropriate. You do not have to make a report to access these services.
    4. A disclosure does not lead to a report unless the person wants it to.
  2. The NSSO will be responsible for taking or overseeing action in one of the following ways: (i) listening to the disclosure; (ii) referring the individual to support services or protection agencies such as mental health, child protection, and/or law enforcement; and (iii) assisting the individual in activating the formal reporting mechanism. (3.3.2)

Formal Reporting Process

  1. The formal reporting process will be activated through the online web portal, except where issues of accessibility must be addressed. (3.3.3, 8.3 and 9.2)
  2. The Preliminary Assessment Team will receive and review complaints. The review will include the determination that the complaint is within the UCCMS and the NIM will process the complaint. (3.3.3)
  3. Upon confirmation of jurisdiction, the Preliminary Assessment Team will determine how the complaint should be appropriately resolved. (3.3.3)
  4. The NIM to develop the threshold, scope and guidelines for the Preliminary Assessment Team. (3.3.3)
  5. The NIM should investigate all conduct defined in the UCCMS that carries a presumptive sanction of permanent ineligibility. (3.3.3)
  6. The Director of Investigation will review the determination of the Preliminary Assessment Team and inform the alleged perpetrator that a complaint was filed against him/her if required. (3.3.3)

Investigation Process

  1. Upon acceptance of a complaint for processing, the Director of Investigation will appoint an internal investigator. (3.3.4)
  2. When the Preliminary Assessment Team directs a complaint to the Independent Third Party of an FFSO, they will be required to submit a final report to an appointed NIM investigator. The NIM appointed investigator to be made available to assist the Independent Third Party, if requested. (3.3.4)
  3. A process for the NIM to reassume authority over complaints directed to external investigation to be developed. (3.3.4)
  4. Where the NIM reassumes authority over a complaint it is recommended that an internal NIM investigator who did not perform the oversight role be appointed to reduce possible bias. (3.3.4)
  5. The investigator to issue a draft report to the parties and request them to review and provide final comment. (3.3.4)
  6. The investigator to offer the option of early resolution through alternative dispute resolution should the parties accept the facts as written. (3.3.4)
  7. The early resolution function will be part of the adjudication function provided by the outsourced service provider. Early resolution should not be utilised in instances of sexual maltreatment. (3.3.4)
  8. The investigator to prepare a final report to determine the facts and whether the alleged conduct occurred. The report may include recommended sanctions. The report to be submitted to the COP who makes the final decision. (3.3.4)
  9. The COP may issue a request for further investigation based on need to consider issues, findings of fact, or sanction. (3.3.4)
  10. If the recommended sanction is life-time ineligibility, then the COP is to chair a three-person panel to determine the final sanction. (3.3.4)
  11. On the occasion where an investigator finds the alleged sexual maltreatment did not occur, the COP should have the discretion to convene an external panel of sexual assault counsellors to review the investigator’s report and determine if certain factors were considered appropriately (known as the Philadelphia Model). (3.3.4)

Sanction Enforcement

  1. Upon the communication of a final decision and sanction, implementation of any sanction may require an FFSO to accept and on occasion act in tandem with the NIM to complete enforcement. (3.3.5)

Adjudicating Process

  1. Anyone disagreeing with the decision of the NIM, for either procedural or substantive reasons, may apply for adjudication of the matter. (3.3.6)
  2. The outsourced adjudication provider may require the development of procedural rules and establishing a Maltreatment Tribunal in order to provide adjudication services to the NIM. Some disputers may require a three-person arbitration panel in appropriate cases. (3.3.6)

Recommendations on Education and Prevention

  1. The NIM to oversee the national development of resources and policies focused on prevention and education. It will also endeavour to ensure foundational change in the culture of sport so that it is safe for all participants. (3.2)
  2. The Director of Education to direct the content and creation of educational programs. (3.7.7)
  3. Prevention and education will require targeted approaches for different stakeholders (such as coaches, other activity leaders, board members, athletes, parents). The Education Think Tank and Director of Education to determine the appropriate outsourced education service providers. (3.6.6)

Recommendations on Funding the NIM

  1. Sport Canada to provide seed funding from 2021 through to the launch of the NIM in 2024. The NIM however must be financially sustainable upon being fully operational in 2024 and must not rely exclusively on funding from Sport Canada. (4.2 and 3.10.2)
  2. Participation in the NIM will carry with it the requirement to pay a $4.00 participant user fee to support the operations of the NIM. Collection of the fee would commence in Year 2 for a FFSO who participated in the previous year. This proposed funding is intended to limit the financial burden on FFSOs. (4.2)
  3. Upon full operation in 2024, or earlier, user fees will be a mandatory for all participants; the federal government cannot and will not be the only contributor to the cost of the operation of the NIM. (4.2)
  4. Should provincial or territorial governments decide to join the NIM, the IRT recommends that the Federal-Provincial-Territorial Ministers responsible for Sport, Physical Activity and Recreation consult and collaborate with one another on how the provinces and territories can share in a portion of the funding. (3.10.1)
  5. A portion of the user fee may be allocated to FFSOs to support their ongoing maltreatment efforts, such as the Independent Third Party. The FFSOs will be required to gather and remit this fee on an annual basis to the NIM. (3.10)
  6. A comprehensive pro forma financial model to be developed. This should be informed by participation statistics provided by FFSOs. (3.10)
  7. A public foundation, eligible to issue tax receipts, requires examination to determine if it could be a source of funding. Charitable donations and sponsorship as sources of funding should be explored. (3.10.2)
  8. Outsource services provided through NIM can be subject to user fees. (3.10.2)
  9. Other departments of the federal government, aside from Sport Canada, ought to be explored as sources of funding. (3.10.2)

Recommendations for the Roles and Responsibilities of FFSOs

  1. In order to be a proactive participant in changing the culture of maltreatment in sport in Canada, all FFSOs are encouraged to voluntarily participate in the NIM. (3.9)
  2. FFSOs joining the NIM have an obligation to inform affiliated individuals that the NIM is available to them for disclosure or reports of maltreatment as defined in the UCCMS.
  3. The current requirement for FFSOs to have an Independent Third Party to receive and manage reports of harassment and abuse as outlined in the Contribution Agreement should remain in place for those FFSOs that have joined the NIM. (3.9)

Appendix 7: Detailed Summary of the complaint management process under the Abuse-Free Sport Program

Below is a more detailed summary of the complaint management process under the Abuse-Free Sport Program:Footnote 13

Appendix 8: Comparison table between the Abuse-Free Sport Program and the Canadian Safe Sport Program

Main features of the Programs
Program Abuse-Free Sport Program Canadian Safe Sport Program
Administrator Office of the Sport Integrity Commissioner (“OSIC”), an independent unit of the Sport Dispute Resolution Centre of Canada (“SDRCC”) Canadian Centre for Ethics in Sport (“CCES”)
Cost Cost of services are shared by its users Cost of services are assumed by the Government of Canada
Jurisdiction Contract-based approach: sport organizations from all levels of sport, as well as provinces and territories, can adhere to the ProgramFootnote 26 Contract-based approach: only federally funded National Sport Organizations, Multisport Service Organizations and Canadian Sport Centres and Institutes can adhere to the ProgramFootnote 27
Participants

The list of participants to which the Program applies is to be determined, for each adopting sport organization, in their program signatory agreement.Footnote 28

Participants can include athletes, coaches, officials, volunteers, administrators, directors, employees, trainers, parents and guardians.

The list of participants for which the program applies is set out in the Canadian Safe Sport Program (“CSSP”) Rules.Footnote 29

Participants include (i) board members and employees of the adopting sport organization, (ii) national-level athletes, (iii) other individuals who compete or are involved in sport under the authority of an adopting sport organization and whom the CCES has authorized to designate as a participant and (iv) any Canadian official, judge, umpire or referee as designated by each adopting sport organization and authorized by the CCES who is involved in national or international level competition under the authority or governed by the rules of a national sport organization that has adopted the CSSP.

The CSSP may apply to other individuals for the duration of their participation at certain national events designated by each adopting sport organization.Footnote 30
Legal Aid Program

The Abuse-Free Sport Legal Aid Program provides eligible individuals with free and confidential access to legal advisors.

Both complainants and respondent to a Complaint admissible to the OSIC are eligible. A victim/survivor of Prohibited Behaviour (as defined in the Universal Code of Conduct to Prevent and Address Maltreatment in Sport (“UCCMS”)) in a situation that would be admissible to the OSIC, regardless of whether a complaint has been filed, is also eligible.Footnote 31

The CCES does not have a legal aid program.

The CCES indicates on its website that “legal aid should be offered by an organization that is separate from CCES” and that “Sport Canada is in the process of identifying options regarding how legal aid services can be provided to individuals involved in the CSSP reporting process.”Footnote 32
Support Services The Abuse-Free Sport Helpline is available to all Canadians with questions about discrimination or maltreatment in a sport environment.Footnote 33

The CSSP Support Team is available to share information about:

  • what can be reported and what to expect after a report is submitted;
  • connect individuals with mental health and other support services;
  • assist with redirecting reports that fall outside of the CSSP jurisdiction;
  • answer questions about the CSSP.Footnote 34
Mental Health Support Program

The Mental Health Support Program ensures access to competent mental health support to eligible individuals before, during, and after the Complaint Management process or the Sport Environment Assessment process.Footnote 35

Eligible individuals include:

  • victims/survivors of Prohibited Behaviour regardless of whether a complaint has been filed;
  • a complainant or a respondent to a Complaint admissible to the OSIC services; and
  • a Requester or a participant of a Sport Environment Assessment Footnote 36

Individuals must be at least 16 years of age to access the Abuse-Free Sport Mental Health Support program.

The CSSP Mental Health Services Program provides independent mental health services to participants involved in the CSSP reporting process.

Participants of the CSSP who have experienced maltreatment and those who have been reported to the CCES for potentially engaging in a Prohibited Behaviour are eligible.Footnote 37

Individuals must be at least 16 years of age to access the CSSP Mental Health Services Program
Main features of the complaint management processes
Program Abuse-Free Sport Program Canadian Safe Sport Program
Report intake Complaints must be filed through the OSIC online platformFootnote 38 Reports must be filed through the CCES reporting platform (online or by telephone).Footnote 39
Provisional measures OSIC may recommend and the DSO may impose provisional measures at any stage of the complaint management processFootnote 40 The CCES may impose provisional measures at any stage following receipt of a Report Footnote 41
Resolution procedure(s) Mediation (with the consent of the parties) or investigation stageFootnote 42 Letters of concern, remedial resolution, acceptance of violation, mediation facilitated by the SDRCC and a formal resolutionFootnote 43
Investigation
  • Appointment of external investigator by OSIC
  • Investigator provides Investigation Report to OSIC
  • OSIC reviews Investigation Report to confirm compliance with OSIC Guidelines Regarding Investigation of Complaints
  • OSIC provides Investigation Report to DSOFootnote 44
  • Appointment of external investigator by CCES
  • Investigator provides Investigation Report to CCESFootnote 45
Decision-making
  • DSO provides Investigation Report to parties and gives them the opportunity to make written submissions on the Investigation Report findings
  • DSO makes decision on violation(s) and sanction(s) and provides parties with a “Report on Violations and Sanctions” with detailed reasonsFootnote 46
  • CCES provides Investigation Report to parties and gives them the opportunity to make written submissions
  • CCES determines whether a violation has been committed, impose appropriate sanction(s) and provide the parties with a Notice of Decision that includes the reasons for the decisionFootnote 47
Revision/appeals
  • Parties may challenge findings on violation of the UCCMS and sanction imposed before the Safeguarding Tribunal of the SDRCCFootnote 48
  • Parties may challenge review of sanction(s) before the Appeal Tribunal of the SDRCCFootnote 49
  • DSO appears to defend their decision before the Safeguarding Tribunal and the Appeal Tribunal of the SDRCCFootnote 50
  • Parties may challenge findings of violation of the UCCMS/CSSP and sanction imposed before the Safeguarding Tribunal of the SDRCCFootnote 51
  • Parties may challenge review of sanctions before the Appeal Tribunal of the SDRCCFootnote 52
  • CCES appears to defend their decision before the Safeguarding Tribunal and the Appeal Tribunal of the SDRCCFootnote 53
Enforcement of sanctions Program signatories are responsible for ensuring that sanctions or other measures imposed by the DSO, the Safeguarding Tribunal or the Appeal Tribunal are implemented and respectedFootnote 54 Sanctions imposed by the CCES, the Safeguarding Tribunal or the Appeal Tribunal shall be automatically recognized and enforced by and between adopting sport organizationsFootnote 55
Procedural fairness Fairness is a principle that guides the determination, by the DSO, of Prohibited Behaviour and imposition of sanctionsFootnote 56 The CCES is committed to administering the CSSP in a matter that meets the requirement of procedural fairnessFootnote 57
Trauma-Informed approach The OSIC “administers the UCCMS in a compassionate, efficient and fair manner that uses trauma-informed best practices at all stages of the process”. Footnote 58 The CCES is committed to administering the CSSP in a matter that “is trauma-informed”Footnote 59
Timeliness

The Guidelines regarding investigations of complaints provide that “[i]nvestigation(s) will be initiated and performed without undue delay, considering the circumstances of the Complaint, the scope and complexity of the Investigation, the availability of the parties and witnesses, and the preparation required for the Investigation to proceed”Footnote 60

The Abuse-Free Sport Policy regarding violations and sanctions provides that the parties shall submit their written submissions to the DSO within 10 days of the receipt of the investigation report.

They further provide that request for reviews of the DSO decision before the Safeguarding Tribunal must be filed within 21 days of the receipt of the Report on Violations and Sanctions from the DSOFootnote 61

The CCES is committed to administering the CSSP in a manner that “recognizes the importance of timeliness in responding to and resolving Reports of Prohibited Behaviour, recognizing that delay can have negative implications for any one or more of the Reporting Person, Impacted Person, the Respondent, the sport, or other Participants”Footnote 62

The CSSP Rules namely provides timelines for the following steps: confirmation of Report, notice to the respondent, responding to report, referral to resolution process, investigations, delivery of investigation report by CCES, opportunity to make written submissions, request for a review before the Safeguarding Tribunal and request for an appeal before the Appeal Tribunal.

Appendix 9: List of National Sport Organizations, Multisport Service Organizations and Canadian Sport Centres and Institutes that have adopted the Canadian Safe Sport Program

The following organizations have adopted the Canadian Safe Sport Program (as of April 2025).Footnote 63

National Sport Organizations

National Multisport Service Organizations

Canadian Sport Institutes

Appendix 10: List of provincial and territorial complaint mechanisms, including independent third-party mechanisms

Responsible body Independent Mandatory Who can complain? Scope of complaints
QuebecFootnote 64 Recreation and sports integrity ombudsman Yes Yes “A person” “Matters of integrity”
Quebec (Sport Quebec)Footnote 65 Independent Third Party (Sport’Aide) Yes No Participants of sport federations Complaints of abuse, harassment, negligence and violence (of a sexual nature or other)
Manitoba (Sport Manitoba)Footnote 66 Independent Third Party (unknown) Yes No Participants of Provincial Sport Organizations that are members of Sport Manitoba Complaints under the Provincial Sport Organization’s discipline and complaint policy
New Brunswick (Sport NB)Footnote 67 Independent Third Party (ITP sport) Yes No Participants of Provincial Sport Organization and Multisport Service Organizations that are members of Sport NB

Complaints of maltreatment as defined in the Universal Code of Conduct to Prevent and Address Maltreatment in Sport

Appeal of final decisions of Provincial Sport Organization/Multisport Service Organization alleging that it failed to follow their constitution/by-law or policies.

Appeals of arbitral decisions made by a Mediator/Arbitrator under the NB Safe Sport Complaint Mechanism
Newfoundland and Labrador (Sport NL)Footnote 68 Independent Third Party (ITP sport) Yes

Yes

Mandatory for members of Sport NL and membership is required to receive funding.

 Participants of Provincial Sport Organizations that are members in good standing with Sport NL Complaints of maltreatment under the Universal Code of Conduct to Prevent and Address Maltreatment in Sport
Saskatchewan (Sask Sport)Footnote 69 Independent Third Party (ITP sport) Yes

Yes

Mandatory for members of Sask Sport and membership is required to receive funding.

 Participants of the Provincial Sport Organizations that are members of Sport Sask Any complaints involving breaches of the Provincial Sport Organization’s policies, which includes maltreatment under the Universal Code of Conduct to Prevent and Address Maltreatment in Sport

Appendix 11: List of Recommendations

Horizontal alignment

  1. The Government of Canada, through incentives, encourage National Sport Organizations to amalgamate.
  2. The Government of Canada, through incentives, encourage National Sport Organizations to establish and implement a horizontal shared services model to centralize common services among these Organizations, such as information technology (IT) support, human resources, legal services, translation services, insurance provision, and a shared foreign exchange strategy.
  3. The Government of Canada, through incentives, encourage National Parasport Organizations to establish and implement a shared services model tailored to the needs of the parasport community.
  4. The Government of Canada create a strategic transformation fund to support National Sport Organizations, including National Parasport Organizations, through the horizontal amalgamation and/or shared services process.

Parasport alignment

  1. The Government of Canada, in collaboration with the parasport community at the national, provincial and territorial levels, develop a national parasport strategy. This role should be transferred to the Centralized Sport Entity outlined in Chapter 6 once it is established.

Vertical alignment

  1. The Government of Canada encourage National Sport Organizations to seek broad consistency in the application of their policies across all levels of their sport.
  2. The Government of Canada, through incentives, encourage National Sport Organizations to amalgamate with their respective provincial and territorial sport organizations to form a single national organization for each sport, with provincial and territorial branches.
  3. The Government of Canada, through incentives, encourage National Sport Organizations to establish and implement a vertical shared services model with their respective Provincial and Territorial Sport Organizations and, where possible, Community Sport Organizations. This model would centralize common services among these organizations, such as information technology (IT) support, human resources, legal services, translation services, insurance provision, and a shared foreign exchange strategy.
  4. The Government of Canada create a strategic transformation fund to support National Sport Organizations, and National Parasport Organizations, as they undertake the development of a vertical amalgamation and/or shared services process.

Funding for National Sport Organizations

  1. The Government of Canada urgently increase the core funding allocated to National Sport Organizations under the Sport Support Program to account for inflation since 2005. The funding needs to be adequate to support core operational requirements and address long-term priorities, including improving safe sport.
  2. The Government of Canada allocate additional funding to specifically support National Parasport Organizations.
  3. The Government of Canada increase the core funding allocated to National Sport Organizations, national Multisport Service Organizations and Canadian Centres for Sport and Institutes, and periodically review the core funding allocated to these organizations to determine whether the funding is adequate to support core operational requirements and address long-term priorities.
  4. The Government of Canada, following a reasonable grace period, require National Sport Organizations, national Multisport Service Organizations and Canadian Sport Centres and Institutes receiving federal core funding to conduct operational efficiency reviews to assess their existing practices and identify opportunities for further efficiency.
  5. The Government of Canada study additional sources of government revenue to ensure it has sustainable means to support federally funded sport organizations. These sources of revenue include, but are not limited to, tax revenues from single sport betting.
  6. All sport organizations, including National Sport Organizations, national Multisport Service Organizations and Canadian Sport Centres and Institutes, explore and diversify their sources of revenue and examine processes and practices to ensure enhanced efficiency and effectiveness.

Centralization of federal funding for sport

  1. The Centralized Sport Entity as outlined in Chapter 6, once it is established, be responsible for receiving, allocating, distributing and overseeing all federal sport funding. Such responsibilities would include, but are not limited to:
    1. developing a comprehensive long-term funding strategy;
    2. developing funding-support criteria;
    3. making funding decisions;
    4. distributing funds to sport organizations;
    5. developing and monitoring a compliance and auditing regime to ensure effective use of funds.

Funding application process

  1. The Government of Canada ensure that the funding applications and procedures to receive federal grants and contributions are clear, efficient, and accessible. This role should be transferred to the Centralized Sport Entity outlined in Chapter 6 once it is established.

Monitoring and auditing of funded sport organizations

  1. The Government of Canada regularly and proactively monitor and audit federally funded sport organizations. This role should be transferred to the Centralized Sport Entity outlined in Chapter 6 once it is established.
  2. The Government of Canada ensure that the monitoring and auditing procedures are effective, simple and accessible. This role should be transferred to the Centralized Sport Entity outlined in Chapter 6 once it is established.

Long-term funding strategy for sport and physical activity in Canada

  1. The Government of Canada develop a comprehensive multi-year and evidence-based funding strategy focussed on safety, equity, access and inclusion to govern the allocation of public funds to all federally funded sport and physical activity organizations. This role should be transferred to the Centralized Sport Entity outlined in Chapter 6 once it is established.
  2. The Government of Canada continue to make multi-year core funding available to National Sport Organizations, national Multisport Service Organizations and Canadian Sport Centres and Institutes. This role should be transferred to the Centralized Sport Entity outlined in Chapter 6 once it is established.

Funding to provinces and territories

  1. The Government of Canada increase the funding it provides to provinces and territories for the development of sport and physical activity for the purpose of improving the sport system and safe sport in Canada.

Centralized Sport Entity

  1. The Government of Canada integrate the functions of sport and physical activity under the same Department.
  2. The Government of Canada create a Centralized Sport Entity to provide strategic leadership, coordination, administration and oversight of sport and physical activity across the Canadian sport system. It would also ensure the effective coordination and collaboration of the range of Canadian sport organizations currently serving Canadians and the sport community.
  3. The Centralized Sport Entity develop, deliver and oversee a cohesive national sport and physical activity strategy with clearly defined priorities. This function, currently held by Sport Canada, should be carried out in collaboration with interested parties, including the provinces and territories, Indigenous groups, athletes and sport and physical activity organizations.
  4. The Centralized Sport Entity be responsible for:
    1. Developing and implementing a national coaching certification.
    2. Supporting research relevant to the health and well-being of Canadians, and to the success of sport and physical activity and programs under its jurisdiction.

These responsibilities are currently performed by other national Multisport Service Organizations.

  1. The Centralized Sport Entity be responsible for functions and responsibilities related to funding for sport and physical activity by the Government of Canada, the governance of sport organizations, safe sport, as well as a national parasport strategy. The specific elements of these responsibilities are described in other chapters of this report.

Mandatory governance standards

  1. The Government of Canada, mandate that all federally funded sport organizations adopt and comply with the Canadian Sport Governance Code. This will require revisions to the Canadian Sport Governance Code, which is currently tailored to National Sport Organizations. This role should be transferred to the Centralized Sport Entity outlined in Chapter 6 once it is established.
  2. A reasonable transition period be provided to allow federally funded sport organizations to comply with the Canadian Sport Governance Code without affecting their funding. This transition period should not apply to the governance requirements that are currently mandatory under the Sport Support Program for National Sport Organizations, national Multisport Service Organizations and Canadian Sport Centres and Institutes.
  3. The Government of Canada provide support, including funding, to federally funded sport organizations to comply with the Canadian Sport Governance Code. This role should be transferred to the Centralized Sport Entity outlined in Chapter 6 once it is established.
  4. The Government of Canada be the custodian of the Canadian Sport Governance Code and be responsible for its regular review to ensure it remains current and reflects evolving governance best practices. This role should be transferred to the Centralized Sport Entity outlined in Chapter 6 once it is established.

Enhanced governance standards

  1. The Government of Canada enhance the Canadian Sport Governance Code by adding the following mandatory practices for all federally funded sport organizations:
    1. Racial diversity must be included as an element in the skills matrix used for selecting board members.
    2. All board members must receive regular training on anti-racism and inclusion.
    3. The board of directors must include an athlete representative to serve as a director with full voting rights.
    4. All board members must receive regular training on preventing and addressing maltreatment in sport based on the Universal Code of Conduct to Prevent and Address Maltreatment in Sport.

As outlined in Recommendation 37, the national safe sport education program, which would fall within the function of the Centralized Sport Entity once established, would address this requirement.

  1. Sport organizations publicly post the following on their website:
    1. minutes of all board meetings;
    2. an annual disclosure of all public funds received, along with an accounting of their usage;
    3. an annual report describing the organization’s activity and progress.

These documents would be added to other documents that the Canadian Sport Governance Code requires sport organizations to publicly post on their website. This includes articles of incorporation or continuance, by-laws, annual financial statements, minutes of members meetings, board mandate, all committees’ terms of reference, and an annual report on diversity.

Governance standards oversight and compliance

  1. The Government of Canada conduct regular audits of federally funded sport organizations to ensure the implementation of and the compliance with the Canadian Sport Governance Code. This role should be transferred to the Centralized Sport Entity outlined in Chapter 6 once it is established.

Governance at all levels of sport

Option 1:

  1. The Government of Canada use its spending power to achieve greater uniformity of sport governance standards between the federal and the provincial and territorial levels of sport. This role should be transferred to the Centralized Sport Entity outlined in Chapter 6 once it is established.

Option 2:

  1. The Government of Canada collaborate with the provincial and territorial governments to establish and legislate similar federal and provincial/territorial sport governance standards. This role should be transferred to the Centralized Sport Entity outlined in Chapter 6 once it is established.

Education and training

  1. The Government of Canada partner with stakeholders such as Multisport Service Organizations and launch a national public awareness campaign to inform the public about safe sport, including (i) best practices and good behaviours to foster safe sport environments and (ii) the various forms of maltreatment in sport, including abuse, harassment and discrimination.
  2. The Government of Canada (i) take a leadership role, (ii) partner with stakeholders such as Multisport Service Organizations and (iii) provide the necessary resources in order to develop a single comprehensive, interactive and efficient national safe sport education program. This program must include chapters tailored to meet the needs of all stakeholders involved in sport. This will ensure safe sport education is consistent, accessible and specific to each role across the entire sport system. The stakeholders include athletes (children and adults), parents, coaches, volunteers, employees, referees, officials, administrators and members of board of directors.
  3. The Government of Canada engage and collaborate with its provincial and territorial counterparts and Indigenous groups, to develop the national safe sport education program.
  4. The Government of Canada:
    1. mandate that all individuals involved in sport organizations receiving federal funding, namely athletes (children and adults), parents, coaches, volunteers, employees, referees, officials, administrators and members of board of directors, complete the appropriate chapter of the national safe sport education program; and
    2. provide the resources necessary to deliver the program to federally funded sport organizations.
  5. The Government of Canada:
    1. mandate that all National Sport Organizations receiving federal funding modify their membership rules to require of their member Provincial and Territorial Sport Organizations that all individuals involved in their respective sport organization, namely athletes (children and adults), parents, coaches, volunteers, employees, referees, officials, administrators and members of board of directors, complete the appropriate chapter of the national safe sport education program.
    2. provide the resources necessary to deliver the program to the member Provincial and Territorial Sport Organizations of federally funded National Sport Organizations.
  6. The Government of Canada, in determining the level of funding allocated to National Sport Organizations, take into account the extent to which the national safe sport education program is delivered to their member Provincial and Territorial Sport Organizations.
  7. The Government of Canada:
    1. encourage its provincial and territorial counterparts to mandate that all individuals involved in sport organizations receiving provincial or territorial funding, namely athletes (children and adults), parents, coaches, volunteers, employees, referees, officials, administrators and members of board of directors, complete the chapter of the national safe sport education program relevant to their roles; and
    2. provide the resources necessary to deliver the program to sport organizations receiving provincial or territorial funding.
  8. The Government of Canada:
    1. encourage its provincial and territorial counterparts to mandate that Provincial and Territorial Sport Organizations receiving provincial or territorial funding modify their membership rules to require of their member Community Sport Organizations that all individuals involved in their respective sport organization, including athletes (children and adults), parents, coaches, volunteers, employees, referees, officials, administrators and members of board of directors, complete the appropriate chapter of the national safe sport education program; and
    2. provide the resources necessary to deliver the program to the member Community Sport Organizations of provincially and territorially funded Provincial and Territorial Sport Organizations.
  9. The Government of Canada encourage its provincial and territorial counterparts to consider, in determining the level of funding allocated to Provincial and Territorial Sport Organizations, the extent to which the national safe sport education program is delivered to their member Community Sport Organizations.
  10. The responsibility for developing, updating and delivering the National Safe Sport Education Program across all levels of sport be assigned to the Centralized Sport Entity (outlined in Chapter 6). Until the Government of Canada establishes this entity, these responsibilities should reside with the Multisport Service Organization(s) mandated by Sport Canada, under the supervision of Sport Canada.
  11. The Government of Canada ensure the continued delivery of the True Sport Program. With the Canadian Centre for Ethics in Sport no longer delivering the program, responsibility for True Sport should be transferred to an independent organization capable of advancing its mission and expanding its reach across the Canadian sport system. This responsibility should also be assigned to the Centralized Sport Entity external to Sport Canada (referenced in Chapter 6) once it is established. In the meantime, True Sport should be transferred to an independent Multisport Service Organization.

Background screenings

  1. The Government of Canada:
    1. mandate that all sport organizations receiving federal funding conduct Vulnerable Sector Checks for all coaches, officials, referees, volunteers, and employees in contact with athletes, and require that these checks be conducted periodically; and
    2. subsidize the cost of the mandatory Vulnerable Sector Checks for all sport organizations receiving federal funding.
  2. The Government of Canada:
    1. mandate that all National Sport Organizations receiving federal funding modify their membership rules to require of their member Provincial and Territorial Sport Organizations that they conduct Vulnerable Sector Checks for all coaches, officials, referees, volunteers, and employees in contact with athletes and require that these checks be conducted periodically; and
    2. subsidize the cost of the mandatory Vulnerable Sector Checks for member Provincial and Territorial Sport Organizations of federally funded National Sport Organizations.
  3. The Government of Canada, in determining the level of funding allocated to National Sport Organizations, consider the extent to which the mandatory Vulnerable Sector Checks are conducted by their member Provincial and Territorial Sport Organizations.
  4. The Government of Canada:
    1. encourage its provincial and territorial counterparts to mandate that all sport organizations receiving provincial or territorial funding conduct Vulnerable Sector Checks for all coaches, officials, referees, volunteers, and employees who have direct contact with athletes, and require that these checks be conducted periodically; and
    2. provide conditional grants to provinces and territories to allow them to subsidize the cost of mandatory Vulnerable Sector Checks for all sport organizations receiving provincial and territorial funding.
  5. The Government of Canada:
    1. encourage its provincial and territorial counterparts to mandate that all Provincial and Territorial Sport Organizations receiving provincial or territorial funding modify their membership rules to require of their member Community Sport Organizations that they conduct Vulnerable Sector Checks for all coaches, officials, referees, volunteers, and employees in contact with athletes, and require that these checks be conducted periodically; and
    2. provide conditional grants to provinces and territories to allow them to subsidize the cost of Mandatory Vulnerable Sector Checks for member Community Sport Organizations of provincially and territorially funded Provincial and Territorial Sport Organizations.
  6. The Government of Canada encourage its provincial and territorial counterparts to consider, in determining the level of funding allocated to Provincial and Territorial Sport Organizations, the extent to which the mandatory Vulnerable Sector Checks are conducted by their member Community Sport Organizations.
  7. Responsibility for (i) subsidizing the cost of mandatory Vulnerable Sector Checks for federally funded sport organizations and member Provincial and Territorial Sport Organizations of federally funded National Sport Organizations and (ii) providing conditional grants to provinces and territories (to allow them to subsidize the cost of mandatory Vulnerable Sector Checks for sport organizations receiving provincial and territorial funding and for member Community Sport Organizations of provincially/territorially funded Provincial and Territorial Sport Organizations) be assigned to the Centralized Sport Entity (discussed in Chapter 6). Until this entity is established, these responsibilities should reside with Sport Canada.

Alternatively:

  1. The Government of Canada take a leadership role, and collaborate with Multisport Service Organizations, its provincial and territorial counterparts and Indigenous groups to develop a standardized background screening policy.
  2. The Government of Canada:
    1. mandate that all sport organizations receiving federal funding adopt and implement the standardized screening policy; and
    2. subsidize the cost of implementing the standardized background screening policy for all sport organizations receiving federal funding.
  3. The Government of Canada:
    1. mandate that all National Sport Organizations receiving federal funding modify their membership rules to require of their member Provincial and Territorial Sport Organizations that they adopt and implement the standardized screening policy; and
    2. subsidize the cost of implementing the standardized background screening policy for member Provincial and Territorial Sport Organizations of federally funded National Sport Organizations.
  4. The Government of Canada, in determining the level of funding allocated to National Sport Organizations, consider the extent to which the standardized background screening policy is adopted and implemented by their member Provincial and Territorial Sport Organizations.
  5. The Government of Canada:
    1. encourage its provincial and territorial counterparts to mandate that all Provincial and Territorial Sport Organizations receiving provincial or territorial funding modify their membership rules to require of their member Community Sport Organizations that they adopt and implement the standardized background screening policy; and
    2. provide conditional grants to provinces and territories to allow them to subsidize the costs of implementing the standardized background screening policy for member Community Sport Organizations of provincially and territorially funded Provincial and Territorial Sport Organizations.
  6. The Government of Canada encourage its provincial and territorial counterparts to consider, in determining the level of funding allocated to Provincial and Territorial Sport Organizations, the extent to which the standardized background screening policy is implemented by their member Community Sport Organizations.
  7. The development and stewardship of a standardized background screening policy be assigned to the Centralized Sport Entity to be established by the Government of Canada (discussed in Chapter 6). Until that entity is in place, this responsibility should rest with Sport Canada. This includes the subsidization of implementation costs for federally funded sport organizations and member Provincial and Territorial Sport Organizations of federally funded National Sport Organizations, as well as the provision of grants to provinces and territories to support their own cost-sharing efforts.

Data collection

  1. The Government of Canada establish a comprehensive national tool to regularly collect and analyze data on key indicators to measure and assess the health and safety of sport environments in Canada. Sport participation, safe sport complaints and their outcomes must be part of the data collected.

Safe sport policies and complaint mechanisms

Option 1:

  1. The Government of Canada collaborate with the provincial and territorial governments to create a national safe sport authority or tribunal to administer federal and provincial/territorial safe sport legislation.

Option 2:

  1. The Government of Canada and the provincial and territorial governments agree to delegate the administration of a universal safe sport policy to an independent not-for-profit corporation.

Option 3:

  1. The Government of Canada:
    1. maintain the Canadian Centre for Ethics in Sport to independently administer the Universal Code of Conduct to Prevent and Address Maltreatment in Sport, through the application of the Canadian Safe Sport Program and for participants of federally funded sport organizations; and
    2. provide conditional grants to provinces and territories to enable them to implement a provincial or territorial centralized complaint mechanism tasked with administering a universal safe sport policy for participants of provincially and territorially funded sport organizations within their territory. The universal safe sport policy and independent complaint mechanism would have to meet certain standards set by the Government of Canada.

Option 4:

  1. The Government of Canada enact federal safe sport legislation and create a federal safe sport tribunal.

Complaint management processes and procedures

  1. All complaint processes and procedures dealing with safe sport across Canada:
    1. be clear, straightforward, and easily accessible to all. They must be designed to minimize confusion, reduce procedural barriers, and ensure that individuals understand their rights, responsibilities, and the steps involved throughout the process.
    2. be timely and efficient. Clear timelines and accountability measures must be established and enforced to ensure prompt resolution.
    3. be trauma-informed and adapted to individuals who have experienced harm. This does not mean compromising due process but rather ensuring that all stages of the complaint management process are conducted with sensitivity, respect, and support to prevent re-traumatization.
    4. embed due process for all parties involved. This includes ensuring fairness, impartiality, the right to be heard, adequate disclosure, and procedural safeguards for both complainants and respondents throughout all stages of the process.
    5. include monitoring and accountability measures to ensure that sport organizations properly enforce sanctions.
  2. All complaint mechanisms dealing with safe sport across Canada:
    1. be transparent and provide consistent communication with all parties involved.
    2. provide appropriate assistance to help individuals navigate the process, and provide case managers to act as an intermediary between the parties and the investigator or decision-maker, and who can answer procedural questions or concerns.
    3. provide access to legal aid resources for all parties involved. Both complainants and respondents must have equitable access to legal advice or representation to help them understand their rights and effectively participate in the process.

Registry of sanctioned individiuals

Option 1, within the context of Recommendation 62:

  1. The Government of Canada ensure that the legislation enabling the national safe sport tribunal provides for the establishment of a national registry of sanctioned individuals. This registry would publish provisional measures and sanctions for the duration of their effect.

Option 2, within the context of Recommendation 63:

  1. The Government of Canada ensure that the independent not-for-profit corporation is mandated to implement a national registry of sanctioned individuals. This registry would publish provisional measures and sanctions for the duration of their effect.

Option 3, within the context of Recommendation 64:

  1. The Government of Canada ensure that grants be made conditional on the provincial and territorial mechanisms feeding into a single national registry of sanctioned individuals, to be maintained by the Centralized Sport Entity discussed in Chapter 6. Until that entity is established, this responsibility should rest with Sport Canada.

Option 4, within the context of Recommendation 65:

  1. The Government of Canada reach an agreement with its provincial and territorial counterparts so that existing provincial and territorial centralized complaint mechanisms report into a national registry of sanctioned individuals, which would be maintained by the Centralized Sport Entity described in Chapter 6. In the interim, Sport Canada should assume this responsibility.

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2025-09-04