1.0 DIRECTORS’ CODE OF CONDUCT
 
Application 
This Directors’ Code of Conduct and Policy on Conflicts of Interest (the “Code”) must be approved by the board of directors (the “Board”) of the Association.  The Code is intended to govern the conduct of Directors of the Association. It also sets out guidelines for avoiding and disclosing conflicts of interest.
 
Definitions
Unless otherwise specified, the words and expressions used in this Code shall have the same meaning as in By-laws of the Association.
 
Complement to By-laws, etc.
The provisions of this Code are intended to complement and enhance in a consistent manner, the requirements that arise at law and in the By-laws of the Association.
 
Interpretation 
This Code shall be, unless the context otherwise requires, construed and interpreted in accordance with the interpretation provisions of the Association’s By-laws as set out by Industry Canada.
 

 
2.0 DUTIES AND RESPONSIBILITIES OF INDIVIDUAL DIRECTORS
 
Each Director is expected to become an active participant in a board that functions effectively as a whole.  A Director is responsible to:
  • Be informed of the co stating documents and legislation under which the the association exists, its By-laws, mission, values, codes of conduct, and policies as they pertain to the duties of a Director;
  •  
  • Keep generally informed about the activities of the Association and the local sports community, and general trends in the sector(s) in which it operates;
  • Attend Board meetings regularly, serve on committees of the Board and
  • Contribute from personal, professional and life experience to the work of the Board;
  • Exercise, in the performance of their duties, the degree of care, diligence and skill required of a Director pursuant to the laws under which the Association is Incorporated;
  • Be independent and impartial;
  • Not to be influenced by self-interest, outside pressure, the expectation of reward or fear of criticism;
  • Act with honesty and integrity and conduct itself in a manner consistent with the nature and the responsibilities and the maintenance of public confidence in the conduct of the Board’s business
  • Offer her/his personal perspectives and opinions on issues that are the subject of Board discussion and decision;
  • Voice, clearly and explicitly at the time a decision is being taken, any opposition to a decision being considered by the Board;
  • Maintain solidarity with fellow Directors in support of a decision that has been made in good faith in a legally constituted meeting, by Directors in reasonably full possession of the facts;
  • Ask the Directors to review a decision, if he/she has reasonable grounds to believe that the Board has acted without full information or in a manner inconsistent with its fiduciary obligations, and, if still not satisfied after such review, ask that the matter be placed before the membership;
  • Work with the staff of the Association on committees or task forces of the Board;
  • Know and respect the distinction in the roles of Board and staff consistent with the principles underlying these governance policies;
  • Exercise vigilance for and declare any apparent or real personal conflict of interest in accordance with the Association’s By-laws and policies, and with this Code; and comply with all other codes and policies approved by the Board from time to time.
 


3.0 Conduct of Directors  

A Director will always conduct themselves in a manner that:
  • Supports the objectives of the Association;
  • Serves the overall best interests of the Association;
  • Subordinates her/his personal interests, and those of any member, to the best interests of the Association;
  • Brings credibility and goodwill to the Association;
  • Respects principles of fair play and due process;
  • Demonstrates respect for individuals and human rights;
  • Respects and considers diverse and opposing viewpoints;
  • Demonstrates due diligence and dedication in preparation for, and attendance at, meetings, special events and in all other activities on behalf of the Association;
  • Demonstrates good faith, prudent judgment, honesty, transparency and openness in all activities on behalf of the Association;
  • Ensures that the financial affairs of the Association are conducted in a responsibleand transparent manner with due regard for fiduciary responsibilities and public trusteeship;
  • Avoids real or perceived conflicts of interest;
  • Conforms with the By-laws and policies approved by the Board, this Code and the Oath of Office and Confidentiality Agreement.
 


4.0 CONFLICT OF INTEREST GUIDELINES

Integrity
These Conflict of Interest Guidelines are intended to ensure the highest standards and maintenance of the integrity of the Board. Directors shall always act in the best interests of the Association rather than in the interests of particular members. This means putting the interests of the Association ahead of any personalinterest or the  interest of any other person or entity. It also means performing all duties and transacting the affairs of the Association in such a manner that promotes public confidence and trust in the integrity, objectivity and impartiality of the Board.

4.1 Definition of Conflict of Interest
  • A conflict of interest refers to situations in which personal, occupational or financial considerations may affect, or appear to affect, a Director’s objectivity, judgment or ability to act in the best interests of the Association.
  • A conflict of interest may be real, potential or perceived in nature.
  • A real conflict of interest arises where a Director has a private or personal interest, for example, a close family connection or financial interest.
  • Full disclosure does not remove a conflict of interest.
  • If there is any question or doubt about the existence of a real or perceived conflict, the Board will determine by majority vote if a conflict exists. The Director potentially in conflict of interest shall be absent from the discussion and shall not vote on the issue.
  • It is the responsibility of other Directors who are aware of a real, potential or perceived conflict of interest on the part of a fellow Director to raise the issue for clarification, first with the Director in question and, if still unresolved, with the Chair of the Board.
  • The Director must abstain from participation in any discussion on the matter, shall not attempt to personally influence the outcome, shall refrain from voting on the matter and, unless otherwise decided by the Board, must leave the meeting room for the duration of any such discussion or vote.
  • The disclosure and decision as to whether a conflict exists shall be duly recorded in the minutes of the meeting. The time the Director left and returned to the meeting shall also be recorded.

4.2 Complaints and Disputes Involving Directors.
  • The Executive Committee, in a meeting duly called for the purpose, shall review any complaints that a Director has violated any provision of the Association’s Bylaws, or policies approved by the Board, in particular, this Code and Confidentiality Agreement.
  • The Executive Committee shall similarly review disputes between Directors that interfere with the ability of the Board to carry on its affairs.
  • Complaints of a grave nature may be referred to an independent arbiter.
  • Allegations of illegal activity shall be immediately referred to appropriate authorities for investigation. Any Director against whom such allegations are made shall take a leave of absence from the Board pending completion of the investigation.
  • The review of such complaints or disputes shall include an opportunity for the Director concerned to present her/his position.
  • An Executive Committee member who originated or are the subject of such a complaint or dispute must state the conflict and remove themselves from such meetings (but shall nonetheless be counted as part of the quorum).
  • Every attempt should be made to resolve such matters expeditiously and fairly.
  • The recommendations regarding resolution of such matters shall be brought to the Board for approval.
  • The ruling of the Board shall be final. If the Director refuses to abide by the ruling, the Board may table the matter pending determination of disciplinary action.
  • Such action may include formal or informal censure by the Chair or the Board, suspension, a request for the Director’s resignation or a resolution removing the person as a Director.

4.3 CONFIDENTIALITY
 
4.3.1
Confidential Information. It is the responsibility of Directors to know what information is confidential and to obtain clarification when in doubt. Except as she/he may be compelled by applicable legal process, a Director must, both while having and after ceasing to have that status, treat as confidential all information regarding the policies, internal operations, systems, business or affairs of the Association obtained by reason of her status as a Director and not generally available to the public. A Director shall not use information obtained as a result of her involvement on the Board for her personal benefit. Each Director shall avoid activities which may create appearances that she/he has benefited from confidential information received during their duties as a Director.
 
4.3.2
Review of Code. Each Director, forthwith after being elected, shall meet with the Association’s President and Vice President, to review this Code and such other policies of the Association that apply to Directors.

4.3.3
Oath of Office and Confidentiality Agreement. Each Director is required to sign and agree to comply with the Confidentiality Agreement, Attached here to as Schedule “A”.


Schedule “A” Confidentiality Agreement


I, ________________________________________, a Director of Capital Area Minor Football Association, declare that I have read, understood and agree to comply with the Association’s Code of Conduct, Policy on Conflicts of Interest and other applicable policies, and that in carrying out duties as a Director, I will:
  1. Exercise the powers of my office and fulfill my responsibilities honestly, in good faith and in the best interests of the Association.
  2. Exercise these responsibilities, always, with due diligence, care and skill in a reasonable and prudent manner.
  3. Respect and support the Association’s By-laws, policies, Code of Conduct, Policy on Conflicts of Interest and decisions of the Board of Directors and Membership.
  4. Keep confidential all information unless the Board of Directors determines that suchinformation is public. This shall include, but not be limited to, information about personnel, trade-secrets, any personal information, and matters dealt with during in camera meetings of the Board of Directors.
  5. Conduct business of the association in a spirit of collegiality and respect for the collective decisions of the Board of Directors and subordinate my personal interests to the best interests of the Association.
  6. Immediately declare any personal conflict of interest that may come to my attention.
  7. Immediately resign my position as a Director of the Association if I, or my colleagues on the Board of Directors, have concluded that I have breached this Oath of Office.

Signature: ____________________________ Date: _______________________

Witness: ____________________________ Date: _______________________

 



5.0 COACHING CODE OF CONDUCT   
 
GENERAL
The athlete/coach relationship is a privileged one. Coaches play a critical role in the personal, as well as athletic, development of their athletes. They must understand and respect the inherent power imbalance that exists in this relationship and must be extremely careful not to abuse it. Coaches must also recognize that they are conduits through which the values and goals of a sport organization are channelled. Thus, how an athlete regards his/her sport is often dependent on the behaviour of the coach. The following Code of Conduct has been developed to aid coaches in achieving a level of behaviour which will allow them to assist their athletes in becoming well- rounded, self confident and productive human beings.  

 
5.1 COACHES WILL ADBIDE TO
 
RESPECT FOR OTHERS
The principle of respect challenges members to act in a manner respectful of the dignity of all participants in sport, regardless of their connection to the sport. Fundamental to this principle is the basic assumption that each person has value and is worthy of respect. 

RESPONSIBLE ACTION
The principle of responsible action carries the basic ethical expectation that the activities of members will benefit society in general and participants in particular and will do no harm. Fundamental to the implementation of this principle is the notion that each member is responsible and the consequences of their actions or inactions. 

INTEGRITY 
Integrity means that members are expected to be honest, sincere, and honourable in their relationships with others. Acting on these values is most possible when members possess a high degree of self-awareness and the ability to reflect critically on how their perspectives influence their interactions with others. 

HONOURING SPORT 
The principle of honouring sport in general and football in particular, challenges members to recognize, act on, and promote the value of football for individuals and teams, and for society in general.

REPRESENT CAPITAL AREA MINOR FOOTBALL ASSOCIATION
Coaches have a responsibility to represent the Capital Area Minor Football Association (CAMFA) in everything they do. Coaches are to promote CAMFA while serving as a CAMFA coach and no other programs, schools or affiliations they belong to.


5.2 COACHES HAVE A RESPONSIBILITY TO  
  • Treat everyone fairly within the context of their activity, regardless of gender, place of origin, colour, sexual orientation, religion, political belief or economic status.
  • Direct comments or criticism at the performance rather than the athlete. 
  • Consistently display high personal standards and project a favourable image of their sport and of coaching.  
  • Refrain from public criticism of fellow coaches; especially when speaking to the media or recruiting athletes. 
  • Hold fellow coaches accountable to displaying high personal standards and proper conduct.
  • Abstain from the use of tobacco products while in the presence of her/his athletes and discourage their use by athletes. 
  • Abstain from drinking alcoholic beverages when working with athletes.
  • Discourage the use of alcohol in conjunction with athletic events or victory celebrations at the playing site.  
  • Refrain from the use of insulting or harassing in the conduct of his/her duties.  
  • Ensure that the activity being undertaken is suitable for the age, experience, ability and fitness level of the athletes and educate athletes as to their responsibilities in contributing to a safe environment.
  • Communicate and co-operate with registered medical practitioners in the diagnoses, treatment and management of their athletes' medical and psychological problems. Consider the athletes' future health and well being as foremost when making decisions regarding an injured athlete’s ability to continue playing or training.
  • Recognize and accept when to refer athletes to other coaches or sport specialists. Allow athletes' goals to take precedence over their own. 
  • Regularly seek ways of increasing professional development and self-awareness. 
  • Treat opponents and officials with due respect both in victory and defeat and encourage athletes to act accordingly.  Actively encourage athletes to uphold the rules of their sport and the spirit of such rules. 
  • In the case of minors, communicate and co-operate with the athlete's parents or legal guardians, involving them in management decisions pertaining to their child's development. 
  • Be aware of the academic pressures placed on student-athletes and conduct practices and games in a manner so as to allow academic success. 
  • Follow all direction and rules of Capital Area Minor Football Association.
  • Report to CAMFA Coaching Manager as required.
  • Always act with the best practices and what is best for CAMFA in mind.

5.3 COACHES MUST
  • Come to practice prepared with well-designed practice plans that include regular water breaks.
  • Ensure the safety of the athletes with whom they work.
  • At no time become intimately and/ or sexually involved with their athletes. This includes requests for sexual favours or threat of reprisal for the rejection of such requests. 
  • Respect athlete's dignity; verbal or physical behaviours that constitute harassment or abuse are unacceptable (definition of harassment is attached). 
  • Never advocate or condone the use of drugs or other banned performance enhancing substances. 
  • Never provide under age athletes with alcohol or condone the use of.   
 


6.0 COACH SELECTION

The Capital Area Minor Football Association (CAMFA) seeks to provide its’ athletes with the best experience possible in all programs and age groups.  CAMFA recruits, trains and develops coaches for all programs with the safety and enjoyment of the athlete in mind.  

6.1 MINOR COACHES
For mite, squirt and atom division coaches are primarily parents, relatives, or guardians of the players on their teams.  Coaches will be assigned to teams by the program coordinator, in consultation with the Coaching Coordinator and CAMFA Executive.  A head coach will be designated, and any assistants will work to support the head coach in providing technical, tactical, and athlete development appropriate to the age group.

6.2 PEEWEE and BANTAM COACHES
At these levels, coaches should be more experienced and can develop training and practice plans, manage game day situations, recruit and develop players and other coaches at a level appropriate to the age group.  As these programs compete for Provincial Championships, all coaches must meet National and Provincial certification standards.  Such considerations will be taken into account when assigning coaches to these programs. The Program Coordinator, in consultation with the Coaching Coordinator and CAMFA Executive, will assign Head Coaches of Pee Wee and Bantam teams.  The Head Coach is responsible for selecting and recruiting assistant coaches, with support from the Program Coordinator, Coaching Coordinator, and the CAMFA Executive.  The Head Coach has the final say on his coaching staff’s composition.  Coaches are to have the required certification or be actively working towards said certifications.  Head coaches will assign responsibilities to the Assistant coaches at the discretion of the Head Coach.  Assistant coaches will work with the Head Coach in providing technical, tactical, and athlete development appropriate to the age group. All coaches will abide by the CAMFA Coaching Code of Conduct.



7.0 HARASSMENT
 
DEFINITION OF HARASSMENT 
Harassment takes many forms but can generally be defined as behaviour including comments and/ or conduct which is insulting, intimidating, humiliating, hurtful, malicious, degrading or otherwise offensive to an individual or groups of individuals or which creates an uncomfortable environment.  
Harassment may include but not limited too:  
  • written or verbal abuse or threats 
  • sexually oriented comments 
  • racial or ethnic slurs
  • unwelcome remarks, jokes, innuendoes, or taunting about a person's body, attire, age, marital status, ethnic or racial origin, religion etc.
  • displaying of sexually explicit, racist or other offensive or derogatory material
  • sexual, racial, ethnic or religious graffiti
  • practical jokes which cause awkwardness or embarrassment, endanger a person's safety, or negatively affect performance
  • unwelcome sexual remarks, invitations or requests whether indirect or explicit, or intimidation; 
  • leering (suggestive staring), or other obscene or offensive gestures
  • condescension, paternalism or patronizing behaviour which undermines self-respect or adversely affects performance or working conditions
  • physical conduct such as touching, kissing, patting, pinching, etc. 
  • vandalism
  • physical assault  
I have read and understand the above statements and agree to conduct myself in a manner that demonstrates the standards established in the Coaching Code of Conduct and Coaching Code of Ethic.
 
 
Signed ____________________________________          Team Position______________________________________________
 
 
CAMFA Signature ________________________________    Dated___________________________________________

 


8.0 Social Media and Networking Policy

Capital Area Minor Football Association adopts the Football New Brunswick’s Social Media and Networking Policy. This includes, but not limited to the following: 
  • For the purpose of this Social Media and Networking Policy, the policy will encompass public communications including posting pictures and videos through such internet platforms as Twitter, Facebook, Instagram, Google+, LinkedIn, Snapchat and any other social media network that allows users to communicate online as well as other forms of electronic communication, but not limited to, methods such as texting, emailing and instant messaging.
  • The policy will be applicable to all members of Capital Area Minor Football Association (CAMFA), including Board of Directors, member associations, teams, staff, coaches, officials, players, and players’ family members and supporters. 
  • CAMFA recognizes and appreciates the value of social media and the importance of social networking to all of its stakeholders. CAMFA also respects the right of all Teams and Association personnel to express their views publicly. At the same time we must be aware of the dangers social media and networking can present. 
  • The purpose of this policy is to educate the CAMFA Community on the risks of social media and to ensure all Teams and Association personnel are aware that conduct deemed to be inappropriate may be subject to disciplinary action by the Team, the Minor Football Association, League and/or CAMFA. 

8.1 SOCIAL MEDIA GUIDELINES 
  • CAMFA holds the entire CAMFA community who participates in social media and networking to the same standards as it does for all other forms of media including radio, television and print. 
  • Comments or remarks of an inappropriate nature which are detrimental to a Team, the Association or an individual will not be tolerated and will be subject to disciplinary action. 
  • It should be recognized that social media and comments such as ‘texting and instant messaging’ are on the record and can be instantly published and available to the public and media. Everyone including Association and/or Team personnel, players, corporate partners and the media can review social media communications. You should conduct yourself in an appropriate and professional manner at all times. 
  • Refrain from divulging confidential information of a personal or team related nature. Avoid revealing business or game strategy that could provide another team or individual a competitive advantage. Furthermore, do not discuss injury information about any player. Only divulge information that is considered public. 
  • Use your best judgment at all times – pause before posting or sending. Once your comments are posted or sent, they cannot be retracted. Ultimately, you are solely responsible for your comments. 
  • If requested to participate in an online network, as a direct result of your affiliation with or participation in CAMFA, CAMFA recommends that you request approval from the Team or the Association. 
 
 
8.2 SOCIAL MEDIA VIOLATIONS 

The following are examples of conduct through social media and networking mediums that are considered violations of CAMFA Social Media and Networking Policy and may be subject to disciplinary action by the Minor Football Association, League and/or CAMFA. 
  • Any statement deemed to be publicly critical of Association officials or detrimental to the welfare of a member Team, the Association or an individual. 
  • Divulging confidential information that may include, but is not limited to the following: player injuries, game strategies or other matter of a sensitive nature to a member Team, the Association or an individual. 
  • Negative or derogatory comments about any of the Team, Minor Football Association, League and/or CAMFA staff, programs, stakeholders, players or any member of an CAMFA Team. 
  • Any form of bullying, harassment, intimidation or threats against players, coaches or officials. 
  • Photographs, video or comments promoting negative influences or criminal behavior, including but not limited to: drug use, alcohol abuse, public intoxication, hazing, sexual exploitation, etc. 
  • Online activity that contradicts the current policies of CAMFA or any of its member Associations. 
  • Inappropriate, derogatory, racist, or sexist comments of any kind, in keeping with CAMFA policies and regulations on these matters. 
  • Online activity that is meant to alarm other individuals or to misrepresent fact or truth. 

8.3 DISCIPLINE 

The Minor Football Association, League and/or CAMFA will investigate reported violation(s) of this policy in the manner set out in CAMFA policies for other types of violations. If the investigation determines that a violation has occurred, the Minor Football Association, League and/or CAMFA will impose an appropriate suspension. Any appeal of the suspension will be dealt with as set out in a Minor Football Association, League and/or CAMFA policy for other types of suspensions. 

8.4 SUMMARY 

When using social media and networking mediums, the CAMFA community should always assume they are representing CAMFA and/or its member Associations or Teams. All members of the CAMFA community should remember to use the same discretion with texting, instant messaging, using all social media platforms and networking as they do with other traditional forms of media. Should the identity or image of any member of the CAMFA community be used in social media and networking without the Individual, Team or Association authorization, this is considered to be identity theft. Please notify CAMFA immediately. 
 


9.0 REGISTRATION
 


10.0 FUNDRAISING
 


11.0 PURCHASING
 


12.0 JOB DESCRIPTIONS