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September 22, 2026 - (Ottawa, ON) - Although my school days are long behind me, September continues to feel like a natural time for a reset. Maybe it is the change in weather, the return to routines after summer, or simply years of associating fall with a fresh start. Whatever the reason, I still find myself approaching this time of year with a renewed sense of energy and focus.
I think the same can be true in Canadian sport.
For many sport organizations, fall marks the beginning of a new season. It is also AGM/AMM season, a time when Boards welcome new Directors, elections are held, committees are renewed, and organizations turn their attention to the year ahead.
So now might be a good time to ask a simple but powerful question: Is your organization set up to govern well for the next 12 months, or are you simply trying to get through until your next Annual Meeting?
Over the past several months, much of my work with Canadian sport organizations has involved board and executive support. While every organization is different, some common themes have emerged: Boards navigating significant renewal; organizations preparing for Annual Meetings and elections; questions about by-laws, Director terms and voting processes; executive transitions; member engagement; and volunteers and staff striving to meet an increasingly complex set of governance requirements.
What has struck me is that these organizations generally know what needs to be done and are working hard to do it. The challenge is often having enough capacity to do it all and do it well.
Good governance requires more than good by-laws
Governance is sometimes viewed primarily through the lens of compliance: Are the by-laws current? Have we sent the proper notices? Is the Board appropriately constituted? Did we get the minutes approved? Do we have all the required policies in place?
Those things matter. But good governance is much more than a collection of documents or checking off a list.
At Sport Law, we think about good governance as having the right structures and processes in place to ensure an organization is achieving the desired results and achieving them the right way.
That requires clarity of roles, thoughtfully designed Board and committee structures, good record keeping, effective meetings, meaningful member engagement, proactive communications, integrated succession planning and consistent follow-through.
Canadian sport continues to rely heavily on volunteer Directors, who are often supported by staff carrying significant operational responsibilities. At the same time, expectations related to accountability, transparency, financial stewardship, safe sport, diversity, risk management and organizational performance continue to grow.
From compliance to practice
While the Canadian Sport Governance Code is not currently mandatory, it provides a useful reference point for good practice related to Board composition, independence, diversity, elections, terms, committees, transparency and accountability.
But a governance framework is only valuable if the organization can translate it into practice.
For instance, a requirement for staggered Board terms, means someone needs to track those terms and plan for upcoming vacancies. A commitment to diversity and skills-based recruitment requires a thoughtful nominations process. Effective committees need clear mandates and ongoing support. Meaningful member engagement requires proactive planning and intentional communication.
When there isn't enough capacity to stay on top of these tasks, small issues can quickly become larger ones. An unclear Director term can become an election problem. Poor records can create uncertainty about past decisions. An outdated by-law can complicate a member meeting. Ill defined pathways for the removal of a director can compound frustrations. A lack of succession planning and vague authority to fill vacancies can leave an organization scrambling when a Board member or senior staff member departs.
Governance is often most visible when something goes wrong. The best approach is to put the policies and practices in place that help prevent problems before they arise.
Five questions for a fall governance reset
As organizations move through Annual Meeting season and into a new season of governing, this is an ideal time for Boards and senior leaders to take stock.
1. Is your Board properly constituted and prepared for the year ahead?
Confirm Director terms, vacancies, officer positions and any eligibility and composition requirements. Look beyond the immediate election and consider what vacancies will arise over the next two or three years.
2. Are your governance policies and practices current and working?
Review your articles, by-laws, key governance policies, committee terms of reference, Board calendar and corporate records. The real question to ask is whether they reflect how your organization works, not just whether they exist. Are there policies, practices or provisions in your foundational documents that are causing issues or making it harder for the organization to move forward? Keep track of these friction points so they can inform your next governance review.
3. Does everyone understand their role?
New Directors need orientation, and returning Directors may benefit from a refresher. Roles and responsibilities will look different depending on the Board model your organization uses. What matters is that Directors and staff understand the model, their respective responsibilities, and how decisions are made.
4. Do you have the capacity to deliver what your governance model requires?
This may be the most important question. Who tracks Board terms, reviews policies, prepares governance materials, supports committees, maintains records and follows up on Board decisions? For larger organizations, these responsibilities may sit with dedicated staff. For smaller organizations, they are often spread across staff and volunteers. Identifying a capacity gap is not a governance failure. Leaving the gap unaddressed can become one.
5. What could you address now rather than in a crisis?
Consider what is coming over the next 12 months: Director turnover, an executive transition, by-law changes, strategic planning, policy renewal, member engagement or significant organizational decisions. It is much easier to deal with these issues before they become urgent.
Building the capacity to govern well
Not every organization needs, or can afford, additional permanent staff. But that does not mean Boards and senior staff should be expected to carry every governance, leadership and organizational requirement on their own. There is space between doing everything internally and hiring another full-time employee. Sometimes what an organization needs is simply some additional capacity and expertise at the right time. That support should not replace the leadership of the Board or staff. It should strengthen their ability to lead well.
Beyond the Member Meetings
An Annual Meeting of Members is an important governance milestone, but it should not be the only time an organization turns its attention to governance. Strong organizations build governance into the rhythm of their year.
That year-round approach also helps ensure that the people responsible for governing and leading the organization have the support they need to do their jobs well.
So, as we begin another season in Canadian sport, perhaps this is a good time for a fall reset. Look at what is ahead, identify where the gaps may be, and make sure your organization and the people leading it have what they need to succeed.
If you need support to modernize your governance practice, please reach out to Karri Dawson at kdawson@sportlaw.ca.
