In 1997, Sheldon Kennedy, a former National Hockey League player, publicly disclosed that his coach, Graham James, had sexually abused him during his Junior hockey career. This revelation drove hockey leaders and abuse/harassment experts to the boardroom to discuss their responsibility for providing a safe environment for participating athletes. Administrators recognized a void in their policies and procedures with respect to sexual harassment and abuse. Frank discussion and decision-making ultimately led to development of the Canadian Hockey League's Players' First Report (1997), followed by evolution of the Speak Out! Abuse and Harassment Policy and Program (1997), implemented within the Canadian Hockey Association (CHA).While the Kennedy revelation gave visibility to sexual abuse and harassment within a particular sport environment, many organizations had responded to the problem well before this disclosure. Sexual harassment policies, procedures and guidelines have become core to the organizational structure within business, education, government and even some sport organizations. While these are well-intentioned steps in addressing the problem, it remains unknown whether policies are effective intervention tools for the prevention of harassment and abuse. The development of such policies provides a positive initial step but must be evaluated to determine implementation effectiveness. An interorganizational network analysis of the CHA's Ontario branch affiliates was conducted to determine the implementation effectiveness of its Speak Out! Program. Rose's (1981) Eclectic Model was the theoretical framework used, and data were collected from interviews with CHA volunteers and staff closely linked with the Speak Out! program. The QSR NUDIST computer program was utilized to help store, classify, code and categorize the data. It was found that the CHA network evolves through distinct organizing processes and operates with dynamic structural, exchange, and decision-making processes, all of which impact implementation effectiveness of the Speak Out! program. Additionally, program benefits and hurdles were discovered, incurred since program inception in 1997.A primary recommendation based on the findings is to develop and conduct an extended, formalized network-wide evaluation of the Speak Out! program. Secondly, network constituents should focus efforts on future planning in order to heighten implementation effectiveness. The current study has added to the non-existent body of knowledge on effectiveness of a sport abuse and harassment program. The findings provide the basis upon which recommendations for enhanced policy effectiveness will emerge, allowing organizations to intervene with more proactive and meaningful strategies in their response to sexual harassment and abuse.Keyword(s): administration/mgmt, measurement/evaluation, violence/prevention