When the Whistle Blows: Tips and Strategies for Sport Organizations Navigating Internal Investigations

Mathieu Constantin
6 days ago
6 min read

From Allegation to Action—Your Guide to Managing Club Issues

A little over two years ago, I found myself in the middle of an investigation following a violent incident during a sporting event. This wasn’t the kind of physicality that comes with the game. It was something far more serious. The kind of act that can leave a lasting impact on the person targeted. Sadly, it wasn’t the first time I’d seen this kind of behaviour in sport, and it certainly won't be the last. Across the country, physical and verbal abuse is happening at every level of sport; from grassroots clubs to national teams.

Following the incident, I did what I believed was the right thing: I filed a report with a third-party investigator. I didn’t know what to expect. I’d never been part of a process like this before. What followed was two years of stress, uncertainty, and frustration. Every few months, seemingly out of nowhere, I’d receive an email or phone call asking more questions, forcing me to relive a moment I was trying to move past. Two years later, I was told the case fell outside the investigator’s jurisdiction. No sanctions. Case closed. Meanwhile, the individual in question—who had a history of similar behaviour—continued to play and reoffended multiple times during that same period. This experience, unfortunately, isn’t unique. While third-party investigators are often the gold standard due to their neutrality and objectivity, they’re not without their flaws. Jurisdictional limitations, lack of reach in smaller or regional clubs, and financial barriers can all stand in the way of timely, meaningful action.

Time and again, we’ve seen cases where clubs are left to conduct their own internal investigations. That is the reality many sports organizations face today. So, if you're in a position where you're responsible for handling an internal investigation, whether by necessity or default, here are some of Dare to Care’s key tips for conducting an internal investigation that is fair, thorough, and puts safety first.

What to Know Before You Start Investigating

Before jumping into an internal investigation, it's essential to have the right foundation in place. That starts with a strong, up-to-date Code of Conduct. We strongly recommend aligning with the Universal Code of Conduct to Prevent and Address Maltreatment in Sport (UCCMS); a nationally recognized standard for safe sport environments.

But just having a Code of Conduct isn’t enough. The real challenge is taking it off the page and bringing it to life. Your members need to do more than just sign off on policies. They need to understand them. That means making the Code accessible, talking about it regularly, and ensuring everyone (athletes, coaches, volunteers, officials, and board members) knows what’s expected.

Once your Code of Conduct is more than just words on a page, you're in a much stronger position to conduct internal investigations that are fair, effective, and trauma-informed. From there, keep in mind these six key factors as they can make or break the process and play a major role in the long-term safety and trust within your sport organization:

1. Choosing the Right Investigator

The person leading the investigation needs more than just general experience. They need specific training in handling sensitive situations. For example, an investigator unfamiliar with power dynamics in bullying cases might miss important context or evidence. Make sure the investigator not only knows how to investigate, but also understands the environment they’re working in.

2. Watch for Bias

Bias, whether intentional or not, can easily undermine an investigation. This is especially true in small or volunteer-led organizations where board members, coaches, or parents might be asked to step in. Prior relationships or community ties can create pressure and compromise objectivity, even if everyone means well.

3. Act Quickly

Timeliness matters. Responding quickly to a complaint shows commitment and care. Delays can put people at risk. Especially if the accused remains in a position of power while the investigation drags on. While it’s important to be thorough, taking too long can also do more harm than good. It is important to find the right balance.

4. Be Thorough

That said, speed can’t come at the cost of quality. A good investigation includes detailed interviews, document reviews, and giving everyone involved a chance to speak. The investigator should understand the organization's policies but avoid jumping to conclusions based on past experiences or assumptions.

5. Protect Confidentiality

Confidentiality is critical. Even if word gets out that “something’s going on,” the details must stay secure. The fewer people who know, the better. Leaks, accidental or not, damage the process and the people involved. The responsibility to protect privacy continues through the final report and beyond.

6. Ensure Fairness

Fairness must guide every step. All parties deserve equal treatment and a chance to share their side, but never in the same room. Targets, respondents, and their families should be kept separate to ensure safety and reduce emotional harm. Also keep in mind that if your members believe that the process was unfair, it may scare them from coming forward with complaints in the future, creating a culture of silence.

Tips and Strategies for Successful Internal Investigations

Internal investigations in sport aren’t about reinventing the wheel. They require a clear, consistent process and a commitment to fairness. Here are some practical tips to help guide you:

Minimize Bias and Conflict of Interest

Choose an investigator with no prior relationships to the parties involved.
Be mindful of unconscious bias—especially in smaller clubs where everyone knows each other.
Stick to facts and avoid assumptions or shortcuts based on personal opinions.

Respond Promptly

Act quickly after a complaint is made. Timing is critical for accuracy and safety.
Early interviews help preserve memory and reduce the risk of witness tampering.
A prompt response shows the organization is serious about addressing concerns.

Document, Document, Document!

Keep detailed notes throughout the process—you never know what detail might matter later.
Consider an anonymous, yet detailed, reporting process for those who fear retaliation.
In more straightforward cases, a simple form can sometimes replace a full written report.
For complex cases, consider having 2 investigators to compare notes and reduce the risk of oversight.
Have a proper and confidential filing system to allow continuity from one season to the next.

Protect Confidentiality

Limit who knows about the investigation to only those who absolutely need to.
Lock digital files behind password protection and restrict paper access to a secure space.
Avoid talking about the case during meetings or with unrelated team members, even casually.
If someone is temporarily removed from a team or role, instruct your coaching staff and board members on how to respond to questions neutrally.

Use a Trauma-Informed Approach

Approach interviews with empathy and respect, regardless of the person being interviewed.
Make sure everyone involved has an equal opportunity to share their side of the story.
Let participants know about available supports (e.g. mental health resources, peer advocates).
Choose quiet, private spaces for in-person interviews that feel safe—not intimidating.
Allow flexibility in how and when people share their stories, and avoid accusatory or leading questions.

Conclusion: Shifting the Culture Starts with Us

Looking back at the investigation I was part of, it’s hard not to feel the weight of how things could have been handled differently. Two years of waiting, vague updates, and being asked to relive the incident over and over, only to be told the case was outside of jurisdiction and closed without consequence. It was frustrating, disheartening, and ultimately unsafe.

That experience is what makes internal investigations so important and delicate. When handled poorly, they don’t just fail to deliver justice, they cause further harm. That’s why we must be diligent in how we handle these cases. We need to avoid bias, prevent conflicts of interest, and ensure those tasked with leading investigations are equipped and neutral. Most importantly, we must always prioritize the well-being of the targets. Re-traumatizing someone through a careless or drawn-out process only deepens the wound.

We also have to confront a hard truth: Some organizations still downplay incidents to protect their reputation or shield the perpetrator. That cannot continue. Every time we tip-toe around the offender or minimize a serious issue, we send a clear message to our community that says safety and accountability are negotiable.

That’s where education and prevention come in. At Dare to Care, we work with sport groups across the country to build safer, more informed communities. Because a strong, proactive culture is our best defense. When athletes, coaches, parents, officials, and administrators understand their role in preventing bullying and abuse, we reduce the need for investigations in the first place. The reality is, we can’t wait for systems to catch up. We have to lead by example, do the hard work, and join the Caring Majority.