1. OBJECTIVE

          To ensure that individuals assigned, or elected to positions of trust and responsibility are suitable  for those positions.  

2. FIELD OF APPLICATION

          This policy applies to all individuals associated with Football New Brunswick, or its member associations.  

3. PROVISIONS

          3.1     Levels of Risk:  The Board of Directors of Football New Brunswick will determine the level of risk, and the screening requirements for the various positions within Football New Brunswick, and its member associations. (See appendix A)  

          3.2     Methods of Screening:  Following are accepted methods of screening to be utilized in  the application of this policy:        

                   Interviews

                   Reference Checks

                   Police Record Check

                   Training

                   On-the-Job Performance Evaluations

          Detailed information on the screening methods may be found in Appendix B  

          3.3     Database of Individuals:  Each association will establish, and maintain a database of screening information regarding individuals deemed to be in positions of  trust/responsibility. While it is important to maintain the safety and integrity of the organization, and its individual members, it is also vital that information regarding the screening process be regarded as confidential.  

          3.4     Review of Screening Information:   Each association will regularly review, and update screening information as required.  

          3.5     Transfer of Screening information:  With the approval of the individual member, screening  information on-file with a member association may be transferred to another association, either in Province, or another jurisdiction.  

          3.6     Individuals Elected/Appointed to new positions:    An individual may transfer screening   information from one position to another – assuming it is current. However, depending on the position, it may be necessary to submit to additional screening requirements. For example, an  executive member that decides to become a Coach would have to undergo the additional screening requirements for a Coaching position.  

4. IMPLEMENTATION AND ON-GOING APPLICATION

          Individual member associations will be responsible to have this policy implemented within one year of its approval. During the initial implementation(1 Year), Football New Brunswick, and its member associations may “grandfather” individuals in a certain position or positions. To qualify for grandfathering”, an individual must be well known within an organization, and have demonstrated a suitability for the position(s) over a reasonable period of time. 

          (Paragraphs regarding initial implementation, and grandfathering will be automatically withdrawn from this policy after one year)  

          4.1     Application Responsibility:    Individual member associations will be responsible, and accountable for the ongoing application of the provisions of this policy.  


APPENDIX A  

  High Risk Positions are those where individuals have regular contact with Athletes, and may be deemed to be in positions of authority or trust over those Athletes.  

Medium Risk Positions are those where individuals normally have contact with Athletes only when others are present.  

Low Risk Positions are those where individuals may have little or no contact with Athletes, and any decision making or trust is normally in the context of administration, such as local or Provincial executives.  

For the purpose of this appendix, Team Staff are considered as Trainers, Parent Volunteers, or other individuals who have volunteered to assist the Team, and who may have contact with the Athletes on a regular basis.       

APPENDIX B

METHODS OF SCREENING

Interviews:    The purpose of an initial interview is to establish an individuals background, and why they may be suitable for training/assignment to the position. Member Associations should establish a common interview format, and a standard group of questions, so that each individual is treated equitably. The interview is normally the first formal contact with an organization, and should be used to establish attitudes toward children and others, and to confirm that the values being expressed are those of the organization. Is this an individual that should be in a position of trust with a child or others in the organization?

Reference Check:     In the case where an individual may be new to an area, or not personally known to others in the organization, it may be prudent to ask for references from other similar organizations if possible, or possibly from employers. For example, if an individual advises that they Coached previously in another jurisdiction, ask for references from the parent organization. The intent here is to establish that the individual is who and what they say they are, and are suitable for assignment to the position.  

Police Record Check: The Police Record Check is an important step in the screening process. While these kinds of checks will normally identify High Risk individuals, it is important to understand that there are limitations to this process. For the sake of consistency, one organization – specifically the RCMP, should be used for all records checks. Ensure that the proper form is used for this check. As of the time of this writing, RCMP form – RCMP GRC JD-478 is the correct application. Ensure that all the required information is filled in. The completed check will be returned to the organization by the RCMP. In the case where a record check reveals a positive result, the individual involved will be responsible for revealing the cause of the positive result. Police will not release such information to the organization. The organization will have to determine if the offence is sufficient cause to not be considered for the position, or if the individual may be considered a risk to the group.

Training:        Screening – through observation, continues throughout the training process and early assignment to a position. Observation may reveal ideas, values, and styles that may or may not be in keeping with the goals of the organization. Associations may choose to establish probationary periods for a position, after which an evaluation is completed.

Performance Evaluations:     Individuals in certain positions (See Appendix A) should receive a performance evaluation once a year. Evaluations should be positive, constructive, and honest. Any areas of concern should be identified, and methods to improve performance in these areas should be addressed. Evaluations should encompass an overall long term impression, and not limited to a one-time snapshot event – such as performance in one game. If an individual is having difficulty in certain situations, you must identify it and deal with it. Do not shrug your responsibility. In many cases, the individual simply does not realize there is a problem.