POLICY AND PROCEDURE
MANUAL |
CROSS COUNTRY
POLICY AND PROCEDURE MANUAL
TABLE OF
CONTENTS
1.2
Vision
Statement
1.4
Principles
1.5
Goal
Statements
2.1
Policy-making
2.1.1
Policy
Development
2.2
Governing
Style - Type of Board
2.2.1
Committee System
2.2.2
Board Structure
2.3
Roles,
Responsibilities and Functions
2.3.1
Board Function
2.3.1.1
Board
Member Job Descriptions
2.3.1.1.1
Chairperson
2.3.1.1.2
Past
Chairperson
2.3.1.1.3
Vice
Chairperson
2.3.1.1.4
Treasurer
2.3.1.1.5
Director
of Human Resources
2.3.1.1.6
Director
of Marketing, Communications, and Membership
2.3.1.1.7
Director
of Events and Scheduling
2.3.1.1.8
Director
of Athlete Development
2.3.1.1.9
Director
of Leadership Development
2.3.1.1.10
Director
of Alberta Ski Team
2.3.1.1.11
Director
of Youth Programs
2.3.2
Board
Member's Code of Conduct
2.3.2.1
Board
Member Commitment Contract
2.3.2.2
Conflict
of Interest
2.3.2.3
Conflict
Resolution
2.3.3
Board
Member Recruitment
2.3.3.1
Orientation
and Training
2.3.4
Recognition
and Evaluation
2.3.4.1
Board Member Appraisal
Form
2.4
Membership
2.4.1
Membership
Eligibility
2.4.2
Fees
2.4.3
Services
3.0
Personnel
Operational Policies
3.1
Board-Senior
Staff Person Relationship
3.1.1
Senior Staff Person’s Job
Function
3.1.2
Delegation to the Senior
Staff Person
3.1.3
Monitoring
the Senior Staff Person's Performance
3.2
Staff
3.3.1
Terms
and Conditions of Employment
3.3.2
Recruitment
and Selection
3.3.3
Evaluation
4.0
Program
Operational Policies
4.1
Youth Development
Program
4.1.1
Program
Mission Statement
4.2
Leadership Development
Program
4.2.1
Program
Mission Statement
4.2.2
Leadership
Development Grant Program
4.2.3
Course Conductor
Selection
4.2.4
Deleted
4.2.5
Coaching
Code of Conduct
4.2.6
Payment and Reimbursement of
Expenses
4.3
Athlete Development
Program
4.3.1 Program Mission Statement
4.3.2 Alberta Development Team
4.4
4.4.1
Program
Mission Statement
4.4.2
Program Objectives and
Directives
4.4.3
Selection
Process
4.4.3.1
General
Eligibility
4.4.3.2
Deleted
4.4.3.3
Appeal
Process
4.4.4
Athlete Code of
Conduct
4.4.5
Deleted
4.5 Events and Scheduling
6.0
Financial
and Administrative Operational Policies
6.1
Resource Development
Policies
6.1.1
Grants
6.1.2
Casinos
6.1.3
Fundraising
6.2
Resource
Administration – Accounting
6.2.1
Loans
6.2.2
Accounting
Systems
6.2.3
Bank
Accounts
6.2.4
Accounts/Auditors
6.2.5
Signing
Officers
6.2.6
Petty
Cash
6.2.7
Receipts
6.2.8
Insurance
6.2.9
Investments,
Bonds, Long Term Accounts
6.2.10 Expense
Claims
6.2.11 Inventory
6.2.11.1
6.2.11.2
Inventory
Tracking
6.3
Resource
Allocation – Budget and Financial Planning
6.3.1
Financial
Planning
6.3.2
Budget
6.3.3
Financial
Reporting
6.3.4
Audited
Financial Statements
6.4
Contracting
6.4.1
Approval
and Hiring Process
6.4.2
Use
and Form of Contracts
6.4.3
Conditions
of Agreements
7.0
Advocacy
Operational Policies
SECTION
1 FRAMEWORK
POLICIES
|
CROSS
COUNTRY POLICY
AND PROCEDURE MANUAL |
CROSS COUNTRY
Framework
Policies Belief
Statements
1.1 |
·
Responsibility, respect,
integrity, partnerships, excellent service, learning, and growth are valued and
demonstrated throughout our organization.
·
All
people have the right and are encouraged to participate in cross-country
skiing.
·
Sporting
excellence should be achieved through fair play, ethical and moral
behaviour.
·
Participation
in skiing contributes to a healthier lifestyle and feelings of
well-being.
·
The roots of cross-country
skiing are founded in an inherent love of outdoor experiences in
nature.
(Oct
1998)
CROSS
COUNTRY Framework
Policies Vision
Statement
1.2 |
Cross Country
(Nov
1998)
CROSS
COUNTRY Framework
Policies
|
Cross Country
(Nov
1998)
CROSS
COUNTRY Framework
Policies Principles
1.4 |
(Feb
2001)
CROSS
COUNTRY Framework
Policies Goal
Statements
1.5 |
1.
To
support the CCA member clubs,
by providing quality timely services (Administration & information),
assistance, and sanctioning & endorsement of events and programs. This will
require that the association ensure a sufficient supply of certified member
clubs.
2.
To
foster excellence in leadership
by developing, maintaining, and enhancing our Board, Committee, Coaches,
Leaders, Officials and Volunteer personnel.
3.
To
develop, maintain and continuously improve a
skier/athlete development program that ensures an adequate level of skiers at
all levels (recreation and competition). In addition, to ensure the existence
and further development of the programs and services offered and/or endorsed by
CCA, whereby the benefits flow towards the
4.
To
maintain and promote
a high performance program with an emphasis on the Alberta Ski Team and
development squad, for the purposes of high end competitions such as the
Provincial, National, and World Championships and Winter Games. The benefits of this program should
reciprocate to the skier/athlete development program.
5.
Governance
–
To encourage member participation in the governance of the association
(responsiveness) and to foster an efficient and effective association in
partnership with all stakeholders (members, ASRPWF, personnel, volunteers), by
effectively and efficiently managing the activities and
resources.
6.
To
promote cross country skiing as an accessible sport for
all Albertans by:
A)
Integrating
our leadership development programs with special populations programming (i.e.
women, AADS, Special Olympics, etc.)
B)
Making
our programs accessible to schools throughout
C)
Public
and media relations through effective marketing and human resource
planning.
7.
To
promote youth development through:
A)
Support
of club based jackrabbit programs in the form of promotional material and
educational material as well as outreach day camp
programs.
B)
Jackrabbit
leader courses to increase the number of leaders as well as promotion of leaders
to course conductors to enhance the delivery of the jackrabbit
programs.
(Nov 1998)
SECTION
2 GOVERNANCE
POLICIES
|
CROSS
COUNTRY POLICY
AND PROCEDURE MANUAL |
CROSS
COUNTRY Governance
Policies Policy-making
2.1 |
POLICY:
Cross
Country
(Feb
2001)
PROCEDURE:
A.
The
Policy and Procedures Manual is approved by the CCA Board of Directors.
B.
Each policy concludes with the Approval Date (Month,
Year).
C. The
Policy & Procedure Manual will undergo continuous review and development as
outlined in Policy 2.1.1. The
Policy and Procedure Manual will be linked from the CCA website. The CCA office and each Board member
will have a current Policy & Procedure Manual. One printed copy will be delivered to
each club in
D. All
employees, members of the Board of Directors or members of CCA are encouraged to
draw any suggested changes to the attention of the Board of Directors or the
Senior Staff Person and are asked to put their suggestions in writing in the
prescribed format. These may be brought to the attention of the Board of
Directors at the next Board meeting.
E.
The Board of Directors will ensure the relevance and legal interpretation
of the Policy & Procedure Manual is maintained through periodic reviews and
revisions.
CROSS
COUNTRY Governance
Policies Governing
Style Policy
Development
2.1.1 |
POLICY:
Policies will be developed that are
relevant to CCA and go through a rigorous, consistent development process to
achieve final Board Approval.
(Feb
2001)
PROCEDURE:
New
or amended policy will go through the following stages to receive final approval
to be included in the Policy and Procedures Manual:
1.
A
Board member presents a DRAFT Policy for discussion and potential revision. This must occur at a minimum of one (1)
month before the date of projected final approval. The document must clearly state that it
is a “DRAFT – For Discussion Only”.
2.
The
Board member who initially presented the Policy will collect feedback during
this time from other Board members and relevant parties. The feedback and information received
back should be synthesized into a changed DRAFT Policy.
3.
A
Final DRAFT Policy must be posted and presented a minimum of one week before the
Board meeting during which approval is to occur.
4.
At
a Board meeting, the sponsoring Board member must ensure that a motion is
presented in the agenda for approval.
The meeting minutes must reflect that a motion was made to accept the
policy as stated. (Note: The
meeting minutes should reference the Policy title and number.)
5.
If
the motion to accept the Policy passes, the policy is dated (month and year) and
the policy is added to the overall Policy and Procedures Manual. If the motion to accept fails, the DRAFT
can be sent back into review stage with further changes to be made. It can then be presented at the next
Board meeting.
6.
Policies
that are superseded by newly amended or approved policy will be removed from
their current location and placed at the end of the Policy and Procedures
Manual, in a Superseded Policy Section 10 (stored chronologically).
CROSS
COUNTRY Governance
Policies Governing
Style - Type of Board
2.2 |
POLICY:
Cross
Country Alberta is governed by a volunteer Board of Directors, elected annually
by the membership, who will have full control and management of the affairs of
Cross Country Alberta pursuant to the respective offices held by the directors
and officers of the society.
(Feb
2001)
See
CCA Society Bylaws, Section 15
PROCEDURE:
1.
At each Annual General
Meeting, the membership in attendance elects officers to the CCA Board of
Directors through a secret ballot.
2.
This Board is accountable to
the membership of Cross Country Alberta.
3.
The Board of Directors is
responsible for the hiring of, delegation to and evaluation of the Senior Staff
person.
4.
All board members must
attend all Board meetings unless other important engagements preclude this. After two consecutive missed meetings
the Chairperson will review directors
commitment.
5.
All Board members present
must agree upon the next Board meeting time and date at the completion of any
Board meeting.
6.
Board members must have a
tentative agenda at least a week prior to the meeting date to be prepared by the
Chairperson or Vice Chairperson.
7.
Agendas for all Board
meetings must be finalized and approved at the beginning of each Board
meeting.
8.
All information to be
discussed at the Board Meeting must be sent one week prior to the meeting to the
complete board.
9.
All matters discussed at the
Board level are confidential. Motions, which are officially passed by the Board,
shall be dealt with in a confidential manner until such time that the Board
designates the decisions to be effected by CCA staff or individual Board
directors.
10.
All Board members shall
abide by all decisions passed through due process at the Board level. Dissent of
any Board member on any decision passed by the Board will be subject to
disciplinary action. Any form of communication regarding confidential Board
decisions, outside of the Board level, before the proper communication of that
decision by the Board shall be considered dissent. As well, public disapproval
of Board decisions by Board members shall be considered dissent and will be
subject to severe disciplinary action.
CROSS
COUNTRY Governance
Policies Governing
Style Committee
System 2.2.1 |
POLICY:
Committees can be formed to assist or promote any objective of CCA, and to
make a recommendation to the Board on that objective. The Board must always make
the final approval before a decision is made, unless the Board has delegated
this authority to a person or group.
(Feb
2001)
See
CCA Society Bylaws, Section 21(b)
PROCEDURE:
1.
The board is divided into
two types of Directors:
Administrative Directors and Technical Directors.
2.
Within each committee,
sub-committees can be formed to handle specific duties of the committee, such as
a selection committee to select athletes to teams based on criteria set out by
the AST committee.
3.
Some Board Members will be
on more than one Committee to support the operations of CCA.
CROSS
COUNTRY Governance
Policies Governing
Style Board
Structure 2.2.2 |
POLICY:
The structure of the CCA Board of Directors will be established by the Board
of Directors to best distribute the tasks of the Board. Each individual Board
member has their own portfolio for which they are responsible, and about which
they report regularly to the Board. The Board directors will have extensive
communication with the Senior Staff Person who will assist in communication and
tasks related to that Board position.
(NOV
1998)
See
CCA Society Bylaws, Section 15
PROCEDURE: The Board is made
up of the following listed positions. The job descriptions associated with each
position are outlined in the policy on Board member job descriptions
(2.3.1.1).
- Chairperson
- Past
Chairperson
- Vice Chairperson
Administrative
-
- Treasurer
Directors
- Director of Human Resources
- Director of Marketing,
Communications and
Membership
- Director of Events and Scheduling
Technical
- Director of Youth and Athlete Development
Directors
- Director of Leadership Development
- Director of the
(Feb
2001)
Proposed change: This needs to be presented at CCA AGM
re. Combine Youth and Athlete Development.
Error! No topic
specified.
CROSS
COUNTRY Governance
Policies Roles,
Responsibilities and Functions
2.3 |
POLICY:
The role of the Board is to ensure appropriate and timely decisions that
effect change within the organisation, are executed. Each member of the CCA
Board is responsible for ensuring the success of CCA and the members it
supports. Proper function is ensured by established expectations from the Board
and from members of various committees. With this in mind, CCA will review and
update job descriptions and expectations of Board Members on a regular
basis.
(Feb
2001)
PROCEDURE:
1.
The Board reviews on an
annual basis the roles, responsibilities and functions that have been assigned
to various directorships and to the Board as a whole.
CROSS
COUNTRY Governance
Policies Roles,
Responsibilities and Functions Board Member Job Descriptions2.3.1.1 |
POLICY:
Cross Country
(May
1998, Amended Feb 2001)
See
CCA Bylaws, Section 15
PROCEDURE:
1. At the end of each fiscal year, prior to the Annual General Meeting and the election of new officers, the Board of Directors will review the position descriptions and make changes where necessary.
2. A copy of the position descriptions will be given to each incoming member of the Board, and will be available to the membership.
3. Each Board Member will also receive a Board Manual upon election to the CCA Board of Directors. This Manual is available for review by prospective Board Members in printed form at the CCA office and/or online at a “semi-secure” location.
Following
this are the position descriptions for the current Board positions. These will
be updated as needed (Current position descriptions approved in principle,
however subject to change.)
A. Position
Summary
This
position is responsible for representing Cross Country Alberta at various
meetings and functions and to liaison with the media and government
agencies. This position is also
responsible for maintaining the Constitution and Bylaws; overseeing the Office
Administration and functions; chairing the CCA Board and AGM meetings;
organizing all meetings with the assistance of the Manager; and ensuring that
all Board Members are fulfilling their duties.
B. Key Responsibilities
-
Chairing and arranging all Board of Director meetings
-
Arranging all times and locations of meetings
-
Drafting agenda for meetings
-
Ensuring that meetings stay on agenda and taking appropriate measures when it
does
not
-
Monitoring and updating Constitution and Bylaws for CCA
-
Handles all media representation for CCA
-
Oversees office administration and senior staff person
-
Delegation of projects to appropriate Board Members and ensuring that it is
completed
-
Supervising all Board of Directors and conducting in performance
feedback
-
Attending other various meetings throughout
C.
Supervision
Received:
Direct:
AWPRS
Indirect:
Other Board Members
Given:
Direct:
Board Members and CCA Main Office Staff
Indirect:
CCA Contract Staff
D.
Qualifications
Formal Education
-
Degree or diploma in Business or Recreation Administration
desired
Experience
-
Previous experience working on a Board of Directors
required
-
Experience supervising and delegating duties required
-
Computer experience required
Knowledge, Skills, Abilities
-
Knowledge of Constitution and Bylaws pertaining to CCA
required
-
Knowledge of cross-country skiing desired
-
Knowledge of non-profit Board Structures and related operations
desired
-
Ability to work in team environment required
-
Ability to perform basic math functions required
-
Ability to work basic word processing and spreadsheet programs
required
-
Ability to communicate verbally and written required
-
Attention to detail required
A. Position Summary
This position is responsible for acting as advisor for the incoming Chairperson and making recommendations for policy development. Responsibilities also include reviewing policy drafts and making recommendations from change and improvements and to ensure continuity of association policies. This position also represents the Chairperson at various functions and acts as liaison with government and sport organizations.
B. Key Responsibilities
1.
Act as advisor and mentor for present Chairperson
2.
Review and recommend changes to all internal
policies
3.
Other Special Projects
C. Supervision
Received:
Direct:
None
Indirect:
Other Board Members
Given:
Direct:
CCA Main Office Staff
Indirect:
Chairperson; Board of Directors
D. Qualifications
Formal Education
·
Degree or diploma in
Recreation Administration or Business desired.
Experience
·
Previous experience as
Chairperson of CCA required
·
Computer experience
required
Knowledge, Skills,
Abilities
·
Knowledge of cross country
skiing required
·
Knowledge of non-profit
board structures and related operations desired
·
Ability to work with basic
word processing and spreadsheet programs required
·
Ability to work as a Team
player required
·
Attention to detail
required
A.
Position
Summary
This position is to work
with the Chairperson and the Past Chairperson to work on assigned special
projects. To accomplish these tasks
this position is responsible for managing and working with other members of the
board. This position is also
responsible for taking minutes, or arranging for minutes to be taken, at all
board meetings and ensuring that copies are distributed in a timely
manner.
B.
Key
Responsibilities
1.
Special Projects
2.
Taking minutes at all board meetings
4.
Other duties as assigned by
the Chairperson
C. Supervision
Received:
Direct:
Chairperson and Past Chairperson
Indirect:
Other Board of Directors
Given:
Direct:
CCA Main Office Staff
Indirect:
Cross Country
C.
Qualifications
Formal
Education
·
Degree or diploma in
Recreation Administration or Business desired.
Experience
·
Previous experience as
Chairperson of CCA required
·
Computer experience
required
Knowledge, Skills,
Abilities
·
Knowledge of cross country
skiing required
·
Knowledge of non-profit
board structures and related operations desired
·
Ability to work with basic
word processing and spreadsheet programs required
·
Ability to work as a Team
player required
·
Attention to detail
required
A. Position Summary
This position is responsible
for the financial planning for CCA (developing an annual budget, develop and
maintain suitable record keeping systems), managing the finances of CCA
(ensuring A/R are recorded and collected, reporting any anomalies to the
Chairperson, ensuring that all A/P are paid in a timely manner); reporting
fiscal year end improvements or changes to the accounting and management
system. This position has signing
authority.
B. Key
Responsibilities
- Assists the office manager with accounts receivable and accounts
payable.
- Responsible for the organization’s income during the fiscal year
end.
- Initiates refund programs (GST, EI refund)
- Assists with the tracking of all company and Board expenses and
commentary on areas for improvements
- Other projects as
assigned
C.
Supervision
Received:
Direct:
Chairperson
Indirect:
Other Board Members
Given:
Direct:
CCA Main Office Staff
Indirect:
CCA Contract Staff
D.
Qualifications
Formal Education
·
Degree or diploma in
Business or Accounting required
·
Enrollment in
pre-professional accounting program or has a professional accounting designation
desired
Experience
·
1-2 years experience in
Business or Accounting required
·
Experience working with A/R
and A/P required
·
Computerized accounting
experience required
Knowledge, Skills,
Abilities
·
Knowledge of Canadian
Generally Accepted Accounting Principles required as related to Not For Profit Organizations.
·
Knowledge of Federal Income
Tax procedures desired
·
Knowledge of cross country
skiing desired
·
Knowledge of non-profit
Board Structures and related operations desired
·
Ability to work in team
environment required
·
Ability to perform basic
math functions required
·
Ability to work basic word
processing and spreadsheet programs required
·
Ability to communicate
verbally and written required
·
Attention to detail
required
A.
Position
Summary
Together with the Chair,
this position is responsible for hiring and terminating all CCA staff. This position is responsible for
developing Human Resources policies and procedures; assisting the Manager with
day-to-day personnel issues; conducting annual performance appraisals on all
staff of CCA with input from the Board; completes special projects as assigned
by the Board and the Manager; encouraging and reviewing human resource
development among staff, board, volunteers, and clubs. This position has signing
authority.
B. Key
Responsibilities
1.
Responsible for all aspects
of paperwork for recruitment and termination of all CCA employees and
volunteers
·
Issue
ROE
·
Issuing employee
numbers
·
Personal forms (TD1,
employment history, etc.)
2.
Development
and conductance of performance appraisal system
3.
Develop
and update CCA policies and procedures
4.
Development
of job descriptions and other Human Resources systems
5.
Assisting with office
Personnel issues
6.
Assisting with the
establishment and update of payroll systems; keeping up to date with changing
government regulations regarding EI, CPP, and Tax
7.
Other
special projects as assigned
C.
Supervision
Received:
Direct:
Chairperson
Indirect:
Other Board Members
Given:
Direct:
CCA Main Office Staff
Indirect:
CCA Contract Staff
D. Qualifications
Formal Education
·
Degree or diploma in
Business or Human Resources required
Experience
·
1-2 years experience in
Business or Human Resources required (may be used as equivalency to
education)
·
Computer experience
required
Knowledge, Skills, Abilities
·
Knowledge of Employment
Standards, Labour Standards and other employment
regulations required
·
Knowledge of recruitment and
termination processes required
·
Knowledge of Behaviour Description Interviewing techniques
desired
·
Knowledge of cross country
skiing desired
·
Knowledge of non-profit
Board Structures and related operations desired
·
Ability to work in team
environment required
·
Ability to perform basic
math functions required
·
Ability to work basic word
processing and spreadsheet programs required
·
Ability to communicate
verbally and written required
·
Attention to detail
required
A. Position Summary
This position is responsible
for developing an annual marketing and communication plan. Responsibilities also include assisting
with the publishing of Alberta Nordic Skier (advertising recruitment, public
relations with advertisers); ensuring optimal amount of communication is
achieved with the association memberships; developing methods of promoting CCA;
developing media contacts and maximizing their use; developing a long term
sponsorship plan for various CCA events and programs; develop a long-term plan
for fundraising events; and developing an annual marketing
report.
B. Key Responsibilities
1.
Assisting
with publishing the Alberta Nordic Skier
2.
Developing
promotions campaigns and contracts
3.
Obtaining
sponsors for CCA events and programs
4.
Other special projects as
assigned
C. Supervision
Received:
Direct:
Chairperson
Indirect:
Other Board Members
Given:
Direct:
CCA Main Office Staff
Indirect:
CCA Contract Staff
D. Qualifications
Formal Education
·
Degree or diploma in
Business or Marketing desired
Experience
·
Previous experience in
Business or Marketing required
·
Computer experience
required
Knowledge, Skills, Abilities
·
Knowledge of marketing
concepts and marketing ethics required
·
Knowledge of cross country
skiing desired
·
Knowledge of non-profit
Board Structures and related operations desired
·
Ability to work in team
environment required
·
Ability to perform basic
math functions required
·
Ability to work basic word
processing and spreadsheet programs required
·
Ability to communicate
verbally and written required
·
Attention to detail
required
A. Position Summary
This position is responsible for this area’s
program design, development and facilitation. This Director of Events and Scheduling
is responsible for planning a schedule and timelines for Provincial Training
Camp and all CCA events, specifically the Alberta Cup Series, the Provincial
Championship and the Alberta Loppet Series; maintain
communications with member clubs relative to the event bidding procedures;
reviewing specific event handbooks and recommend regulation changes on an annual
basis. This position must work with
host clubs, Manager and other technical Board members to minimize scheduling
conflicts with provincial and national events.
B. Key Responsibilities
1.
Planning
and scheduling CCA events
2.
Planning
and scheduling training sessions
3.
Design
and development of CCA programs
4.
Review
and recommend changes to event handbooks and event
regulations
5.
Other
special projects as directed by the Board
C. Supervision
Received:
Direct:
Chairperson
Indirect:
Other Board Members
Given:
Direct:
CCA Main Office Staff
Indirect:
CCA Contract Staff
D.
Qualifications
Formal Education
·
Education in business or
Recreation Administration desired
Experience
·
Experience in Recreation
Administration desired
·
Experience in Cross
Country Skiing
desired
·
Computer experience
required
Knowledge, Skills, Abilities
·
Knowledge of cross country
skiing desired
·
Knowledge of non-profit
Board Structures and related operations desired
·
Ability to work in team
environment required
·
Ability to perform basic
math functions required
·
Ability to work basic word
processing and spreadsheet programs required
·
Ability to communicate
verbally and written required
·
Attention to detail
required
A. Position Summary
This position is responsible
for this area’s program design, development and facilitation. The Director of Athlete Development is
responsible for surveying the needs of clubs, working with the Technical
Committee to develop realistic athlete development plans, set goals, and
establish a task outline; ensuring that the action plan and goals are being met;
considering special needs, and talent identification in the overall athlete
development plan. This position
will also liaison and communicate with regional representative, Manager and the
Technical Committee.
B. Key Responsibilities
1.
Program
design, development and facilitation
2.
Liaising
with various levels of club representations
3.
Development
of action plans
4.
Other
special projects as directed by the Board
C. Supervision
Received:
Direct:
Chairperson
Indirect:
Other Board Members
Given:
Direct:
CCA Main Office Staff
Indirect:
CCA Contract Staff
D.
Qualifications
Formal Education
·
Education in business or
Recreation Administration desired
Experience
·
Experience in Recreation
Administration desired
·
Experience in Cross Country
Skiing desired
·
Computer experience
required
Knowledge, Skills, Abilities
·
Knowledge of cross country
skiing desired
·
Knowledge of non-profit
Board Structures and related operations desired
·
Ability to work in team
environment required
·
Ability to perform basic
math functions required
·
Ability to work basic word
processing and spreadsheet programs required
·
Ability to communicate
verbally and written required
·
Attention to detail
required
A. Position
Summary
This Position is responsible
for this area's program design, development and facilitation where needed. The
director of Leadership Development is responsible for developing short and long
term leadership goals and objectives. This person, with office staff, will
develop a planning schedule and timelines for leadership development
programs.
B. Key Responsibilities
1.
Program design, development
and facilitation
2.
Liaising with various levels
of club representations
3.
Development of action
plans
4.
Other special projects as
directed by the Board
C. Supervision
Received:
Direct:
Chairperson
Indirect:
Other Board Members
Given:
Direct:
CCA Main Office Staff
Indirect:
CCA Contract Staff
D.
Qualifications
Formal Education
·
Education in business or
Recreation Administration desired
Experience
·
Experience in Recreation
Administration desired
·
Experience in Cross Country
Skiing desired
·
Computer experience
required
Knowledge, Skills, Abilities
·
Knowledge of cross country
skiing desired
·
Knowledge of non-profit
Board Structures and related operations desired
·
Ability to work in team
environment required
·
Ability to perform basic
math functions required
·
Ability to work basic word
processing and spreadsheet programs required
·
Ability to communicate
verbally and written required
·
Attention to detail
required
A. Position Summary
This position is responsible
for this area’s program design, development and facilitation. This position is responsible to draft
and ensure objective criteria for selection of the AST based on program
objectives, fairness and in accordance with the association budget. This Director is responsible for a
planning schedule and timeline for the Alberta Ski Team, setting seasonal
objectives and goals for the management of the AST. Responsibilities also include working
with and advising CCA’s Technical staff person in
planning the AST program, including team contracts, testing, camps, and team
supported competitions; developing a draft of policies and procedures for the
AST program; to chair a committee including the Director of Leadership
Development and the Director of Athlete Development that will make AST
selections and ACE assignments.
This position is to maintain open communication with AST athletes,
athletes’ parents and their coaches; and complete an annual report with
recommendations. This position must
work along side and communicate with the Director of Athlete Development, the
Director of Youth Programs, the Director of Leadership Development, and the
Director of Events and Scheduling.
B. Key Responsibilities
1.
Program design, development
and facilitation
2.
Liaising with various levels
of club representations
3.
Development of action
plans
4.
Other special projects as
directed by the Board
C. Supervision
Received:
Direct:
Chairperson
Indirect:
Other Board Members
Given:
Direct:
CCA Main Office Staff
Indirect:
CCA Contract Staff
D.
Qualifications
Formal
Education
·
Education in business or
Recreation Administration desired
Experience
·
Experience in Recreation
Administration desired
·
Experience in Cross Country
Skiing desired
·
Computer experience
required
Knowledge, Skills, Abilities
·
Knowledge of cross country
skiing desired
·
Knowledge of non-profit
Board Structures and related operations desired
·
Ability to work in team
environment required
·
Ability to perform basic
math functions required
·
Ability to work basic word
processing and spreadsheet programs required
·
Ability to communicate
verbally and written required
·
Attention to detail
required
A. Position
Summary
This position is responsible
for various aspects of the Youth Programs, including: program design,
development, and facilitation. The
Director of Youth Programs chairs the Youth Advisory Committee, which consists
of regional representatives and in this capacity, ensures the development of an
annual Youth Development Program (includes Jackrabbits, leader development,
regional activities, program growth). The Youth Advisory Committee will work
with the Leadership Director and the Director of Athlete Development to ensure
that continuity and quality are improved and maintained for all Youth programs
in
B. Key Responsibilities
1.
Design and develop Youth
programs
2.
Review and recommend changes
to Youth regulations
3.
Chair Youth Advisory
Committee
4.
Other special projects as
directed by the Board
C.
Supervision
Received:
Direct:
Chairperson
Indirect:
Other Board Members
Given:
Direct:
CCA Main Office Staff
Indirect:
CCA Contract Staff
D. Qualifications
Formal
Education
·
Education in business or
Recreation Administration desired
Experience
·
Experience in Recreation
Administration desired
·
Experience in Cross Country
Skiing desired
·
Computer experience
required
Knowledge, Skills, Abilities
·
Knowledge of cross country
skiing desired
·
Knowledge of non-profit
Board Structures and related operations desired
·
Ability to work in team
environment required
·
Ability to perform basic
math functions required
·
Ability to work basic word
processing and spreadsheet programs required
·
Ability to communicate
verbally and written required
·
Attention to detail
required
CROSS
COUNTRY Governance
Policies Roles,
Responsibilities and Functions Board Member’s Code of Conduct2.3.2 |
POLICY:
All
Board members must adhere to the policies outlined in section 2.3.1 – Board
Function. They must act in the best interests of the organization, respect and
adhere to decisions made by the Board through due process and articulate and
communicate the vision of CCA.
(Feb
2001)
PROCEDURE:
Immediately
following the election of officers at the Annual General Meeting, each new Board
Member must sign the attached “Board Member Commitment Contract” and receive a
copy of the Board of Directors Manual, and Policy and Procedure Manual. Board Members who are in violation of
this contract can and will be forced to resign by a majority vote of the
Board.
See
CCA Society Bylaws, Section 14
At CCA we believe
that:
Responsibility,
Respect, Integrity, Partnerships, Excellent Service, Learning and Growth are
valued and demonstrated throughout our organization.
All
people have the right and are encouraged to participate in cross-country
skiing.
Sporting excellence should be achieved through fair play, ethical and moral behavior.
Participation in
cross-country skiing contributes to a healthier lifestyle and feelings of well
being.
The
roots of cross-country skiing are founded in an inherent love of outdoor
experiences in nature.
¶ WE are Cross Country
Alberta: there is no THEM within
us.
· WE hear and respect each
other’s opinions.
¸ WE support decisions made
collaboratively and through due process.
ą WE confront problems
directly, without alienation and discord.
ş WE are frank, open and
polite in our communications.
» WE share the work to the
greatest extent possible.
Ľ WE complete what we have
committed to do.
I
have read and agree with the above values and norms of behaviour and I will commit my time and energy to the Board
of CCA in such a manner as to honour
them.
I
have reviewed the Director's job description on the back of this sheet and
understand what is expected of me as a Director of CCA.
In
becoming a Director of CCA, I have agreed to undertake the legal responsibility
to perform my role as a Director at all times in the interests of CCA, and to do
so free from any conflict of interest or prospect of personal
gain.
I
understand that this legal duty may, under certain circumstances, attract
liability in the event that the affairs of CCA are
mismanaged.
By
signing below I am indicating my understanding of, and agreement with all of the
above statements.
____________________________________
_________________________________________
(print full name)
(signature)
_________________________________________
(Date)
(Board Position)
Directors Legal
Duties
A
Board is a legal entity and authority for the organization it serves. It is an
empowered body of persons charged, before the law, with the responsibility for
and authority over the organizational structure created to fulfill the
organization's goals.
A
Board is made up of Directors, who have a legal duty to act in good faith, act
in the best interests of the organization, and act with the care, diligence and
skill of a reasonably prudent person. In becoming a Director of CCA, a person
agrees to undertake the legal responsibility to perform their role as a Director
at all times in the best interests of CCA, and to do so free from any conflict
of interest or prospect of personal gain.
Directors Job
Duties
Authority
The
Board of Directors is the legal authority for Cross Country Alberta (CCA) and
has the power to do all things necessary to fulfill CCA's mandate. As a member of the Board, a Director is a
trustee under the law and is responsible for the effective governance of
CCA.
Requirements
Requirements for Board
membership include:
Commitment to the values,
norms of behaviour and work of
CCA
Specific knowledge or skills
in one or more areas of Board governance (policy, programs, personnel, finance
or advocacy)
Willingness to serve on one
or more committees
Attendance at Board,
assigned committee and annual general meetings
Support of CCA's special events and projects
Term
Directors are elected at the
Annual General Meeting of the membership, or are appointed in accordance with
the bylaws, and serve a term of 1 year. A director may be removed from the Board
pursuant to Section 14 of the
bylaws.
General
Duties
A
director is expected to be fully informed on CCA matters and to participate in
the Board's deliberation and decisions on matters of policy, finance, programs,
personnel and advocacy. These duties may include:
Approving policy and other
recommendations received by the Board's standing
committees
Reviewing the bylaws and key
policies, and providing recommendations to the membership on changes to these
governing documents
Reviewing the Board's
structure, approving structural changes and preparing bylaw amendments to
implement desired changes
Approving CCA's annual budget, interim financial reports and annual
financial statements.
Approving the hiring and
termination of senior staff.
Approving the terms of
reference of committees and the appointment of members of
committees.
Assisting in the development
and maintenance of positive relations between the Board, committee members and
staff, which will continually enhance CCA's
mission.
Performing specific duties
and tasks as may be assigned by the Board from time to
time.
At
a minimum, it is expected that Directors will:
Give notice, with reasons,
if unable to attend a meeting of the Board
Put
into writing any information to be presented to the Board
Read minutes before
meetings, identify errors, and note actions that were
to be followed up
Develop a working knowledge
of meeting procedures
Keep sensitive and delicate
matters confidential
Participate in the
maintenance of friendly, positive working relationships
Speak positively of CCA to
the public
Evaluation
A
Director's performance will be evaluated annually by the Board based on the
performance of these duties and assigned tasks.
Approved:
Date:_____________________
CROSS
COUNTRY Governance
Policies Roles,
Responsibilities and functions Board
Function Board
Member Code of Conduct Conflict of Interest2.3.2.2 |
POLICY: Board Members
will avoid being involved in decisions, which could be viewed as a conflict of
interest or where nepotism might be involved.
(Feb
2001)
PROCEDURE:
1. If a Board member finds him/herself in a situation, which could be seen as a conflict of interest, they will remove themselves from that situation. Board members should not be making decisions, which directly affect their family or themselves.
2. If a Board member refuses to abide by this rule, they can be forced by a majority vote of the Board to resign.
CROSS
COUNTRY Governance
Policies Roles,
Responsibilities and functions Board
Function Board
Member Code of Conduct Conflict Resolution2.3.2.3 |
POLICY: A conflict may be
defined as a dispute between any member of the Board
and:
1.
Other board
members
2.
Other members of CCA and its
member clubs
3.
CCA
staff
4.
Other volunteers of CCA
Society.
The conflict shall be
resolved in a manner, which is a agreeable to both
parties according to the spirit of CCA organizational values and its By-laws.
The Board will mediate if the conflict cannot be
resolved.
(Feb
2001)
PROCEDURE:
1.
Any conflict can be reported
to the Senior Staff person, at which time the matter must be reported to the
Chairperson or a Board Member with no direct knowledge or interest in the
conflict.
2.
A hearing will be organized
to understand the nature of the conflict and the specific details of the matter.
Witnesses may be called and all testimony will be given truthfully and
clearly.
3.
The hearing shall consist of
an unbiased Board member, a staff person and a member of CCA in good standing
agreeable to the both parties.
4.
The Board shall decide the
best resolution for the conflict and will not assign blame to either party
unless there is distinct and unequivocal proof that one party was in the wrong.
In the matter of criminal acts please see the section on Standards of Behaviour.
5.
All matters will be put in
writing and kept on record within the office of CCA.
Cross Country
CROSS COUNTRY
Governance
Policies Roles,
Responsibilities and functions Board
Function Orientation and Training2.3.3.1 |
POLICY: In the interests
of CCA it is important to ensure that all new Board Members elected to a
position understand their role as a Board Member and the duties that the program
area under their leadership entail.
(Feb
2001)
PROCEDURE:
1. All newly elected Board Members will receive a Board Orientation Manual pertaining to their program area. This shall include:
- A summary of Board minutes from the previous year
- A list of all other Board Members names, phone numbers etc.
- A package on how to be effective as a new Board Member
- A program report package from the previous year
- Information on communication, conflict resolution, and building effective Boards
2. There will be a brief Board meeting at the AGM with all newly elected Board Members present.
3. All outgoing Board Members are asked to act as a liaison for the incoming Board Member in the same position.
4. Attend an in person orientation or seminar for all board members that should take place within one month of the AGM.
|
CROSS
COUNTRY Governance
Policies Membership Services2.4.3 |
POLICY:
CCA provides the following services to its member clubs and skiers registered
with CCA within those clubs:
-
Insurance for all members of member clubs
-
Maintenance of proper records on the CCA database of all relevant
information for all members
-
Organization of CCA programs such as Athlete Development, Youth
Development, Leadership Development,
-
Sanctioning of races and loppets within the
province for insurance purposes
-
Providing certification opportunities for coaches and officials within
the province
-
Providing training and racing opportunities for athletes within the
province
(Feb
2001)
PROCEDURE:
1.
Namely
all services will be co-ordinated and provided through full time office staff
situated at the provincial sport organisation building in
2.
Volunteer
services are provided to members at no charge based on need for development of
cross-country skiing in that region of the province.
3.
Any
special requests shall be communicated to the
4.
The
office's main purpose, as an information provider to CCA members, shall be
looked upon as the most important service to all CCA members and will include
regular communication via the "Alberta Nordic Skier" and special program
announcements pertaining to Events and Scheduling, Leadership, Athlete
Development, Alberta Ski Team, and Youth Development.
SECTION
3 PERSONNEL
OPERATIONAL POLICIES
|
CROSS
COUNTRY POLICY
AND PROCEDURE MANUAL |
CROSS
COUNTRY Personnel
Operational Policies Board-Senior
Staff Person Relationship
3.1 |
POLICY:
The Board of Directors hires the Senior Staff Person, provides him/her with
an appropriate job description, delegates projects to him/her and monitors the
Senior Staff Person’s performance. The Board has the authority to fire this
person if there is due cause.
(Feb
2001)
CCA
Bylaws, Section 19
Procedure:
None
yet.
CROSS
COUNTRY Personnel
Operational Policies Board-Senior
Staff Person Relationship Senior Staff Person’s Job Function3.1.1 |
SPORT
MANAGER (Senior Staff Person)
The
Sport Manager is the key staff leader for cross country skiing in
leadership
team to manage the core programs of youth & athlete development, the Alberta
Ski Team, events, leadership, and club development. The
Sport Manager accomplishes this by leading the orderly implementation of CCA’s strategic plan and organizational policies through
effective co-ordination of the operational activities of the association.
The
Sport Manager is a competent cross country ski
leader with program development and delivery experience. Approximately 75% of
the Sport Manager’s time will be focussed on direct
delivery of program and services to member clubs across the province. Approximately 25% of the Sport Manager’s
time will be focussed on the ensuring the effective
and efficient administration of the CCA
provincial office. The Sport Manager will
travel approximately 50% of the time to deliver programs and services to member
clubs across the province.
Cross
Country Alberta is the provincial governing body for cross country skiing in
CCA
receives financial contributions from the provincial government and other
agencies, organizations and corporate sponsors and is accountable for the
disbursement and reporting of funds according to contracted terms and
conditions. Programs and services are operated within the limitations
established in an annual operating budget approved by the board of directors.
The CCA staff is responsible to manage and administer
the association’s finances and provide administrative support for all
association activity.
Within
the bounds of approved policy and the annual operating budget, the Sport Manager
provides leadership that results in the accomplishment
of strategic priorities and consistent observation of association values. The
Sport Manager ensures that the association applies sound business practice that
result in a high standard of member satisfaction.
The
Sport Manager is responsible for facilitating effective working relationships
among Committee Chairs, the member clubs of the association, and all agencies
and individuals who impact the association’s ability to deliver programs and
services.
C.1 Direct
delivery of program and services to member clubs across the province
(approximately 75% of the Sport Manager’s time)
Program Planning and Management
1.
Directs
operational planning and policy implementation among staff and Committee Chairs
that results in annual integrated sport development focussed strategic
directions.
2.
Through
direct consultation with member clubs, determines their training needs, then
develops and implements a plan to meet those needs.
3.
Strategically
facilitates programs, training camps and services the youth, athlete
development, high performance teams, events, officials and coaches.
4.
Supervises
the preparation and monitoring of staff and committee work plans and provides
regular reports on completion and progress.
5.
Supports
the Board in the organization of strategic and long-term planning.
Technical
Committee
1.
Works
with the committee chair to prepare agendas, supporting materials, minutes and
documentation for the effective functioning of the Technical
Committee.
2.
Supports
the committee in carrying out research, consulting with experts, distributing
information or producing materials in support of committee work
plan.
3.
Directs
committees, task forces and staff in implementation of actions necessary to
achieve the technical targeted end results.
4.
Ensures
the participation of other association staff and contractors as appropriate in
the meetings and deliberations of the Technical Committee.
Communication
1.
Directs
development and implementation of sport development focussed communication
strategy for the association.
2.
Coordinates
planning for ongoing sport development focussed web-based communications and
directs staff and contract personnel in execution of plan.
Agency Liaison
1.
Maintains
positive relationships with the Alberta Community Development, Cross Country
Canada, CODA, National Training and Development Centre Canmore, FIS and all other outside agencies and
organizations that affect the association’s ability to implement
programs.
C.2 Ensuring the effective and efficient administration of the
CCA
provincial office (Approximately 25% of the Sport Manager’s
time)
Provincial Office Operation
1.
Supervises and directs
day-to-day operations of the provincial office ensuring the full integration of
information laterally across all functions of the
organization.
2.
Directs the establishment of
systems and standards for telephone and electronic communication,
correspondence, filing, and distribution of information; monitors the
effectiveness and efficiency of the same and takes action to correct any
deficiency.
3.
Provides overall direction
in securing and use of office space and equipment.
4.
Ensures the efficiency of
administrative procedures and expense in relation to association
activity.
5.
Establishes administrative
protocol needed to support the implementation of board
policies.
6.
Under the direction of the
Chairperson, leads the planning and management of the Annual General
Meeting.
Personnel
1.
Ensures organizational
policies relative to the employment and deployment of provincial office staff
are applied consistently throughout the association.
2.
Ensures documentation and
regular review of job descriptions and contracts in accordance with CCA
policies.
3.
Ensures new staff, volunteer
and contractor orientation in accordance with CCA
policies.
4.
Ensures the development of a
performance evaluation system and its implementation throughout the
association.
5.
Ensures an annual review of
performance is conducted for all CCA staff.
6.
Establishes the code of
conduct for provincial office staff, volunteers and
contractors.
7.
Identifies staff
professional development needs, develops the plan to address needs and
co-ordinates the implementation of staff development
opportunities.
8.
Directs, supervises,
evaluates and recognizes the office administrator, book keeper, contract
coaches, course conductors, volunteers, webmaster and other personnel of the
association.
9.
Establishes and maintains
confidential personnel files and employment records.
10.
Manages association
payroll.
11.
Ensures all government
policies related to Labour and Occupational Health and
Safety are implemented.
Finance
1.
Coordinates
the preparation and management of the annual budget.
2.
Manages
the budget monitoring process, including the preparation of short term and year
end reports and projections, ensuring sufficient cash flow for operational
requirements, and overseeing purchases and sales.
3.
Coordinates
the preparation, management and reconciliation of all finances related to
grants, casinos, fundraising and donations.
4.
Monitors
the protection, maintenance and risk management of the association’s assets to
ensure that equipment and property are not subject to the wear and tear of
insufficient maintenance and that intellectual property, information and files
are protected from loss or significant damage.
The Sport Manager reports to the CCA Chairperson and Human Resources Director. The Sport Manager is responsible for operating in accordance with CCA policies and procedures. The Sport Manager is responsible for the supervision of CCA staff, contractors and volunteers.
The
Sport Manager will travel approximately 50% of the time to deliver
programs and services to member clubs across the province.
The
Sport Manager can direct or limit the actions of staff and operational committee
and task force chairs in the achievement of long-term and annual priorities. The
Sport Manager can reallocate funding or approve unbudgeted expenses for
provincial office operation and sport development programs as long as it falls
within the approved annual budget. Beyond that, the Sport Manager must first
seek the approval of the Chairperson/Treasurer.
The
Sport Manager is responsible to the CCA Board of Directors for the
accomplishment of his/her mandate, the use of his/her authority and her/his
conduct within CCA.
On
an annual basis, the Sport Manager will commit to the accomplishment of specific
end results, the satisfactory fulfilment of job responsibilities and attainment
of required level of ability in key competency areas. These three components
will form the basis of an annual performance review conducted by the Board of
Directors.
This
position is subject to a six-month probation period for new hires, at the end of
which a documented performance review will be completed.
Formal
Education
·
Completed Physical
Education, Recreation Administration, Sport and/or Business degree/diploma (or
similar program) required.
Experience
·
Previous sport related
management experiences desired
·
Demonstrated athlete and
leadership development experiences required
·
Previous event management
experience desired
·
Demonstrated cross country
skiing leader competency required
·
Fiscal management, marketing
and fund raising expertise required
Knowledge, Skills,
Abilities
·
Demonstrated ability to
build teams and mobilize resources
·
Must be able to work
independently
·
Certifications
in sport leadership and cross country skiing are an asset.
·
Demonstrated program and
service delivery skills and experience
·
Able to communicate
effectively with members, Board, volunteers, funders
and sport community
·
Demonstrated ability to work
with non-profit Board organizations is desired.
·
Computer experience with MS
Office, Word, Excel, and Quickbooks
(effective July 2003)
CROSS
COUNTRY Personnel
Operational Policies Board-Senior
Staff Person Relationship Monitoring the Senior Staff Person’s Performance3.1.3 |
POLICY:
The Human Resources committee, consisting of the
Chairperson, the Director of Human Resources and one Technical Director will
perform a review of the Senior Staff Person’s performance with suggestions from
other Board members.
(Feb
2001)
PROCEDURE:
1.
The
Human Resources Committee will get input from other Board members regarding the
Senior Staff Person’s performance.
2.
The
Human Resources Committee, in conjunction with the Senior Staff Person will set
a date for the quarterly and annual review to take place (generally May-annual
review, August, November, and February – quarterly
review).
3.
The
Human Resources Committee will report its findings to the Board. If they find
the Senior Staff Person’s performance unsatisfactory in any areas, they must
first inform the Senior Staff Person, and allow them a chance to remedy the
problem. If the problem persists the Board can dismiss the person and hire a new
employee.
4.
The
annual review will use the following form as a guideline (see next page).
5.
Rating
scores used are outlined below.
A
score of 5 (top score) is only awarded for exceptional performance with
absolutely no problems or issues.
Score
of 4 is above average and meets the targets or expected performance consistently
but at times does not accomplish every goal. There are still areas for
improvement.
Score
3: Performance meets expectations in most instances. The level of performance and/ or
consistency can be improved with effort.
Overall average score for most
individuals.
Score
2: Only meets targets with continuous supervision. Lacks consistency of
effort. Performance below expectations. A concerted effort needs to be made
improve performance. Remedial action may be required. "on the watch list"
Score
1: Performance well below expectations.
Immediate improvement must occur.
One months reviews mandatory. Grounds for
suspension.
Employee: Date:
In each point score 1 to 5 (5 is best) how employee performed and write comments below line. The focus is on quality comments as a number is difficult to interpret. This is used as a self-appraisal as well as Board performed appraisal.
Work Focus
1. Follow policies developed by the Board of CCA.
2. Work within the guidelines as set in the bylaws.
3.
Promote the
4. Communicate effectively (consider Board, membership, AST, ski leaders, etc).
5. Performed the tasks required.
6. Ability to interact with Board and/or Chair.
7. Achieved measurable results (achievement).
8. Ability to handle distractions and multiple tasks.
Self Focus
1. Takes the initiative to develop/ work on projects.
2. Able to stay focused on task.
3. An effective problem solver and/or consensus builder.
4. Prepares accurate and timely reports.
5. Ability to plan effectively (consider annual, monthly, and daily planning).
6. Focus on achieving results (focus).
7. Integrated work and home life successfully (Balanced life).
Achievements (top 3 with brief explanation) +1 each
1.
2.
3.
Development Needs (three areas to work on) -.5 each
1.
2.
3.
This is a free form narrative section for comments and insights from the entire year that you would like to share with the employee or reviewer. Score (1-5)
Overall Performance
scoring
For each of the major categories sum together the individual scores and enter in the boxes below. Employee weighting 40%, Board Weighting 60%.
Work focus
Self Focus
Other scores
Total
These will be used to base an overall assessment for performance and pay evaluation. The following table will be used a guideline when this is implemented in the spring of 2001 for pay increases.
Category Score Salary Increase
Not meeting requirements score less than 45 No increase
Solid Contributor score between 45 – 65 Increase 1 – 3 %
Key Contributor score between 65 – 80 Increase 3 – 5 %
Reviewed by:
Date
Employee
Chairperson
Director of Human Resources
*
Please
note: the employee signature denotes acknowledgment of assessment, and does not
necessarily denote agreement of the assessment
CROSS
COUNTRY Personnel
Operational Policies Staff
3.2 |
POLICY:
Additional staff may be hired as needed and as allowed for in the budget
(taking full advantage of possible summer student employment grants) to help the
Senior Staff person in his duties.
(Feb
2001)
PROCEDURE:
1.
The
decision to hire additional staff must be approved by the Board of
Directors.
2.
Any
positions must be properly advertised.
3.
RECRUITMENT
AND SELECTION: After the deadline for applications, the Senior Staff Person and
the Director of Human Resources, and the Chairperson must review applications
and interview successful applicants.
4.
TERMS
AND CONDITIONS OF EMPLOYMENT: The terms and conditions of employment will vary
for each position, but these conditions must be clearly outlined in the offer of
employment, which must be signed by the new employee.
5.
ORIENTATION
AND TRAINING: The new staff person will have an orientation by the Senior Staff
Person, which includes the use of the Percy Page Centre’s available resources
(photocopier, mailroom, etc.) as well as the use of the Database and anything
else relevant to the performance of their duties.
6.
TIMESHEETS:
Each employee will keep accurate records of where their time was spent and hours
worked prior to receiving their pay cheque.
7.
EMPLOYMENT
BENEFITS: Employment benefits will be outlined in the offer of
employment.
8.
PERFORMANCE
EVALUATION: A semi-annual and annual review of all employees will occur at the
fiscal year end. Contract negotiation and benefits will be considered at that
time. Each review committee will consist of a minimum of two board members, one
of which must be either the Chairperson or Director of Human Resources. A
unanimous decision must precede either a continuation of the employee contract
or termination. In the event that a unanimous decision is not reached, the final
decision will rest with the Chairperson.
9.
RESIGNATION
AND TERMINATION: The employee must give 2 weeks notice before resigning. The
employee must be given adequate notice prior to termination of their employment
(per AB Labour Standards).
CROSS
COUNTRY Personnel
Operational Policies Contract
Positions
3.3 |
POLICY:
The Board (or Senior Staff person) can authorize the hire of people on a
contract basis to carry out specific tasks within Board approved budget or
minutes. This can include but is not limited to coaching assignments, points calculation, inventory, database, and other tasks as
required.
(Feb
2001)
PROCEDURE:
1.
The
Board and/or Senior Staff person determines a job that should be contracted
out.
2.
This
position is advertised and applications are accepted.
3.
The
Board and/or Senior Staff person selects the successful
applicant(s).
4.
All
applicants will be informed of the decision in writing.
5.
The
successful applicant(s) will be contacted and sent a contract, including a job
description and rate of pay, etc. drafted by the Senior Staff person, with input
by the Board.
CROSS
COUNTRY Personnel
Operational Policies Contract
Positions Terms and Conditions of Employment3.3.1 |
POLICY:
Cross Country
(Feb
2001)
PROCEDURE:
OFFICE
1.
Office
contract personnel will be under the direct supervision of the Senior Staff
person. Positions will be based out of the Cross Country Alberta office in
2.
Contract
Personnel shall perform duties relating only to their contract description.
Other tasks external to their contract shall be considered extra and will be
paid accordingly.
3.
Normal
working hours are
FIELD
SERVICE
1.
Field
service contracts shall include coaching contracts for Alberta Ski Team Trips
and Cross Country Alberta camps, as well as management of wax
inventory.
2.
Contract
Field Personnel shall be paid per day for coaching assignments, or paid in full
for the completion of the contract, based on the specific tasks agreed to in the
contract.
3.
Coaching
assignments shall be paid out at the currently approved Board rate for the
assignments specified.
Procedure
–March 2001.
CROSS COUNTRY
Personnel
Operational Policies Contract
Positions Recruitment and Selection3.3.2 |
POLICY:
Cross Country
(Feb
2001)
PROCEDURE:
1.
All
notifications for contract work shall be sent to potential contractors via the
Alberta Nordic Skier and/or other communications packages (Email, Website, Events Guide).
2.
There
will be an opportunity for all contractors to apply for any contract position
for which they are eligible. Note: the contract notice will clearly state all
restrictions to eligibility and contractors will only be considered for the
positions for which they are eligible.
3.
The
notice for contract positions will clearly state the deadline for applications
and the date on which contract positions will be assigned.
4.
For
detailed information on the selection of coaches refer to section 4.2.4
(coaching selection procedures).
5.
All
candidates for contract positions will be informed of the decisions in writing
no later than two weeks after the application deadline.
How
do we monitor contract?? Add
procedure.
What
is a timely manner?? Should be specified in additional guideance section.
Procedure
– Not approved.
CROSS
COUNTRY Personnel
Operational Policies Contract
Positions Evaluation3.3.3 |
POLICY:
Cross Country
(Feb
2001)
PROCEDURE:
1.
All
coaching contract personnel are required to fill out a post program or trip
analysis report. As well, the athletes and program participants will fill out an
evaluation of the coaching staff. Individual evaluations from athletes and
program participants will be summarized by the Lead Organizer in a confidential
report, which is kept on file in the Cross Country Alberta office. A copy will
be sent to the contract personnel, Director of Human Resources, chair of that
Committee, and the Senior Staff person.
2.
All
field service or office personnel are required to fill out a contract report
description of their employment with CCA. As well, the manager will report in a
confidential manner a summary of each field service or office contract
personnel. This report will be sent to the respective contract personnel and the
Board Human Resources Committee.
SECTION
4 PROGRAM
OPERATIONAL POLICIES
|
CROSS
COUNTRY POLICY
AND PROCEDURE MANUAL |
CROSS
COUNTRY Program
Operational Policies Youth
Development Program Program
|
POLICY:
The Youth Development Program strives
to introduce the sport of cross-country skiing to youth and to promote
participation in it as a lifestyle. This is achieved through effective
Jackrabbit programs and by fostering qualified youth leadership through the
offering of Jackrabbit Leader courses.
(OLD)
For
reference only.
CROSS
COUNTRY Program
Operational Policies Leadership
Development Program
|
POLICY:
CCA
is committed to supporting the ongoing development of the cross country ski NCCP
and CANSI programs through coordination, administration, and delivery of
certification opportunities on an equitable basis throughout
Alberta.
(OLD)
For
reference only
CROSS
COUNTRY Program
Operational Policies Leadership
Development Leadership Development Grant Program4.2.2 |
POLICY:
CCA is committed to helping
clubs in leadership and coaching development. CCA will provide and facilitate courses
and seminars at a low cost to clubs and members. CCA will provide a scholarship program
for leadership development.
The scholarship program will
be funded from the CCA Casino Fund.
These CLDP grants will be allocated twice per year. There will be approximately $5000 (check
budget) total available twice per year.
All applications will be considered and ranked on applicability and the
relative impact to the growth and improvement of the club programs. Both clubs
and individual club members can apply for these grants under the noted
guidelines;
Individual Member
Applications
·
will be considered to cover
program costs and expenses for the following;
a)
CANSI or NCCP
courses
b)
Leadership or Coaching
related courses, seminars or workshops
c)
Special instructional
workshops where leadership development is the focus.
·
individuals who have shown a
past commitment to club or provincial programs will be given preference for
funding support - must be a CCA member
·
up to a maximum grant of
$250; one per year
Club
Applications
·
will be considered for clubs
to host any of the following;
d)
JackRabbit Leader or Leader 2 - Skills
courses *
e)
Leader Skills Improvement
Clinics (led by CANSI certified instructors) *
f)
CANSI course (CANSI prep or
Level 1) *
g)
Leadership Seminars
* for details on hosting one of these type of events, please
contact the CCA office (780-415-1738)
·
consideration will be given
for both existing programs and clubs wishing to start new programs
·
up to a maximum grant of
$750; two per year
Requirements for Receiving
Grants
Individuals
·
Provide details on past
involvement with leadership in nordic skiing at a club
or CCA level (club executive, JR leader, coach, etc.) and provide information on
past experience / training
·
Send report of all expenses
(including original receipts) to CCA office within 60 days of completion of
course. Grants will not be disbursed until these
receipts are received by the CCA office.
·
fill out course evaluation
for both CCA facilitated course and outside course or
seminars
Clubs
·
provide information on how
the proposed program will help your clubs programs (current or new)
·
provide detailed budget of
expenses including costs for course conductors / instructors
·
Provide CCA office with
invoices of approved expenses for payment.
Note: CCA must be the direct
payer of expenses for club grants).
·
Send final report including
a brief summary of program, final program cost (club and CCA paid expenses) and
course evaluations from individuals attending, to the CCA office within 60 days
of completion of course.
(April 1998)
PROCEDURE:
1.
Applicants
must fill out the form on the following page and return it to the Cross Country
Alberta office by the stated deadlines.
2.
The
technical committee will meet to determine the successful applicants, and their
decision will go to the Board for final approval.
3.
See
the preceding policy for distribution of the grant money.
Name of
Applicant
_______________________________________
CCA Club
Affiliation ______________________________
Phone ____________ (days)
Address
_______________________________________
____________ (evening)
______________________________________
Application
Type:
Individual or Club (circle
one)
Amount of
Grant Application - $________________ Funding from other sources: $__________
Source
(club, other grants):_________________________________________________________
Nature of
Grant Application - note
details of course or clinic (program) and how it will impact the club programs
(exisiting or new program -
size)
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
Outline
Budget for Grant Application -note
course fees or instructor costs, expenses, etc.
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
Clubs - please
provide brief summary of club program supporting (size, no. of leaders
involved)
Individuals - please
provide brief resume of past coaching experience (programs most recently working
with, courses)
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
Timeline for
Grant Expenditure: approximate
start date:____________________________
approximate end date:_____________________________
Are you or
your club eligible to receive funding for this under any other programs? Yes No
Nature of
funding source ____________________________________________ (cirlce one)
**************************************************************************************************
I am a CCA
member and if approved I am fully aware of the requirements of receiving this
grant; a) project will benefit club
programs b) submit financial report
within 60 days completion of project
Signature:_______________________
Witness:_______________________________
Date:___________________________
Date:__________________________________
Club
Official Name:____________________ Position:_________________________________
Signature:________________________________________________
**************************************************************************************************
Submit
Application to Cross-Country
CROSS
COUNTRY Program
Operational Policies Leadership
Development Course Conductor SelectionGeneral Eligibility,
Policy, and Procedures 4.2.3 |
Introduction:
This policy and procedure
applies to course conductor selections for the following:
1.
Jackrabbit leader
Courses
2.
NCCP Coaching courses
3.
CANSI
Courses
1.
Policy
a)
All course conductors must be in good standing with
Cross Country
b)
All course conductors must be a registered member of a
CCA Member club and show up as such on the CCA
database.
c)
All coaches must sign a contract with CCA for each new
assignment awarded.
d)
Selection of course conductors is subject to the
limitations imposed by available funding, insufficient course registration, and
may change at the discretion of the CCA Technical Committee acting on the
recommendation of the CCA Leadership
Director.
e)
If, within two weeks of a course, the contracted course
conductor is unable to fulfill an assignment, the position will be filled at the
discretion of the General Manager, in consultation with the CCA Leadership
Director.
f)
Each course conductor must submit a report to CCA within
four weeks of the completion of the assignment A report
format will be provided by CCA prior to each assignment. All compensation will
be dependent on the receipt of this report.
g)
In the event that a course is cancelled due to adverse
weather or lack of sufficient registrants, every attempt will be made to offer
the affected course conductor the next available
assignment.
(February, 2003)
2.
Procedure
a)
A proposed listing
of courses will be posted on the CCA web site by August 31st. of each
year. Interested course conductors will be invited to apply to instruct the
courses that they are qualified to teach
b)
Course conductor
applicants will be compiled reviewed and a recommendation, with a brief summary
of the rational for assignment, will be made by the General Manager to the CCA
Leadership Director, who will review and present a final recommendation for
approval to the CCA Technical Committee. In a meeting the CCA Technical
Committee will review and make the final decision. At all points in the review
process, the “Guiding Principles for Course Conductor Selections” will be used
to arrive at a decision.
c)
Qualified Course
Conductors will be given the opportunity to propose their own course schedules
for approval by CCA and inclusion on the list of sanctioned CCA courses.
Proposals from course conductors will be solicited through the website, with an
application deadline of Aug. 31st annually.
Course content will remain consistent with current CCC
approved course outlines.
d)
In cases where a
Member Club proposes a course, and would like to use a particular course
conductor for reasons of proximity, affordability, or availability, that course
conductor must submit a resume to CCA and sign the necessary contracts. This can be arranged at any time during
the year
3.
Guiding
Principles for Course Conductor selections:
a)
All course
conductors must be currently certified to instruct the course for which they are
making application
b)
To provide our
clients with the best economy, an applicant’s proximity to the course location
will be taken into consideration
c)
The CCA Minimal
Qualification Requirements for Course Conductors will be used to determine
qualifications to teach courses.
CROSS
COUNTRY Program
Operational Policies Leadership
Development Coaching Code of Conduct4.2.5 |
POLICY:
All
Coaches employed by CCA must abide by the following code of
conduct.
COACHING
CODE OF CONDUCT
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 recognize that they are conduits through which the values and goals of a sport organization are channeled. Thus, how an athlete regards his/her sport is often developed to aid coaches in achieving a level of behavior which will allow them to assist their athletes in becoming well-rounded, self-confident and productive human beings.
COACHES
HAVE A RESPONSIBILITY TO:
1.
Treat everyone fairly within
the context of their activity, regardless of gender, place of origin, colour, sexual orientation, religion, political belief or
economic status.
2.
Direct comments or criticism
at the performance rather than the athlete.
3.
Consistently display high
personal standards and project a favorable image of their sport and of
coaching. For example, a coach
should:
a)
Refrain from public criticism of fellow coaches’ especially when speaking
to media or recruiting athletes.
b)
Abstain from the use of tobacco products while in the presence of his/her
athletes.
c)
Abstain from drinking alcoholic beverages when working with
athletes.
d)
Not use alcohol in conjunction with athletic events or victory
celebrations at the playing site.
e)
Not use profane, insulting, harassing or otherwise offensive language in
the conduct of his/her duties.
4. Ensure that the
activity being undertaken is suitable for the age, experience, ability and
fitness level of the athletes and educate athletes as to these responsibilities
in contributing to a safe environment.
5. Communicate and
cooperate 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.
6. Recognize and
accept when to refer to athletes to other coaches or sport specialists. Allow the athlete’s goals to take
precedence over all others.
7. Regularly seek
ways of increasing professional development and
self-awareness.
8. 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.
9. In the case of
minors, communicate and cooperate with the athlete’s parents or legal guardians,
involving them in
management decisions pertaining to their child’s
development.
10. In an educational
institution, be aware of the academic pressures placed on student-athletes and
conduct practices and games in a
manner so as to allow academic success.
COACHES
MUST:
1.
Ensure the safety of the
athletes with whom they work.
2.
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.
3.
Respect athlete’s dignity;
verbal or physical behaviours that constitute
harassment or abuse are unacceptable.
4.
Never advocate or condone
the use of drugs or other banned performance enhancing
substances.
5.
Never provide under age
athletes with alcohol.
I have read and understand
the above statements and agree to conduct myself in a manner that demonstrates
the standards established in this Coaching Code of Conduct and Coaches Code of
Ethics, (Principles and Ethical Standards) available from the Coaching
Association of Canada.
Name: ___________________________________
Date: ____________________________________
Witness: __________________________________
CROSS
COUNTRY Program
Operational Policies Athlete
Development Program Program
|
POLICY:
To establish and promote a
broad based mass participation delivery system of athlete development programs
that allows athletes to reach their potential in the sport of cross country
skiing.
(OLD) For reference only
CROSS COUNTRY ALBERTA POLICY AND PROCEDURE MANUAL
Program Principles and Operational Policies Alberta Development Team Program Program Mission Statement4.3.2 |
POLICY:
To support Alberta development-level athletes aged 14 - 17 in their pursuit of excellence in the sport of cross-country skiing through the provision of training and competitive development opportunities.
CROSS COUNTRY ALBERTA POLICY AND PROCEDURE MANUAL
Program Principles and Operational Policies Alberta Development Team Program Program Objectives and Principles4.3.2.1 |
POLICY:
· To provide a “team” for developing-level athletes to strive to attain
· To prepare athletes for the next development level (AST) through appropriate educational, training and technique development opportunities
· To provide an avenue to support development-level athletes through CCA and other funding
· To promote long-term involvement in the sport
Guiding Principles:
Team Selection:
· Team Selection will be determined from the Provincial Race series (i.e ABCups)
· Selection Criteria will be approved each year by the Technical Committee with recommendation from the Athlete Development Committee comprised of representative coaches and athletes
· The selection criteria will be published by October 15th each year
Team Composition:
· The Development Team will comprised of Juvenile and Junior girl / boy athletes, based on their the race season ending
· Gender balance will be maintained with equal male and females being considered
· Team size will be determined by annual budget level
Program Basis:
· the Development Team will be a camp-based program
· an Development event trip will may be determined annually – Western Canadian Championships or equivalent considered the main target event for this level (coaching support format will be determined annually)
· the Development Team program and Development event trip will be approved by the Technical Committee and General Manager with recommendation from the Athlete Development Committee
· the Program will be published by April 30 each year
CROSS
COUNTRY Program
Operational Policies Program
|
POLICY:
To support competitive
(Feb
2003)
CROSS
COUNTRY Program
Principles and Operational Policies Program Objectives and Directives4.4.2 |
Policy:
Cross Country
(Feb 2003)
PROCEDURE:
1.
The AST program
framework will be published by April 15th each
year.
2.
The AST Committee
through consultation with member clubs and coaches, CODA and CCC coaches, and
Cross Country Alberta staff will develop the AST program. The program will be approved annually by
the Cross Country Alberta Technical Committee.
CROSS
COUNTRY Program
Operational Policies Athlete Selection Process4.4.3 |
POLICY:
1.
All
2.
All
members of Cross Country
(May
2002)
CROSS
COUNTRY Program
Operational Policies Athlete
Selection Process General Selection Criteria4.4.3.1 |
POLICY:
·
All
competitors must be in good standing with Cross Country
·
All
competitors must be a registered member of a CCA Member Club and be registered
as such on the CCA database system.
·
All
competitors must hold a current CCA competitive License and a CCC Racing License
to be eligible for selection.
·
All
coaches and/or course conductors must be residents of
·
Competitors
who have relocated from another province, and who have not fulfilled all
previous club and/or provincial financial obligations may not be eligible for
trip selection.
·
All
competitors must sign a contract with CCA as a condition of accepting their
nomination.
·
Team
and trip nomination, team size, team benefits, and coaching selections are
subject to limitations of available funding and may change at the discretion of
the CCA Board of Directors.
·
Should
a competitor choose not to accept their AST nomination or selection, the AST
selection committee reserves the right to determine which
·
Should
a competitor choose not to accept their AST nomination, they automatically
forfeit any benefits – financial or otherwise – associated with being a member
of the
·
All
(Nov.
1999)
CROSS
COUNTRY Program
Operational Policies Selection
Process Appeal Process4.4.3.3 |
POLICY:
Any person affected by a selection decision has the right to appeal the
decision. Any person also has the right to a fair appeal
process.
(Nov
1999)
PROCEDURE:
1.
AST
selection appeals can be made where a person or group has a direct interest in a
decision made on selection. That person or group may within seven (7) days of
the written or e-mail notification of the decision, seek a review of the
decision by the CCA Board.
2.
Appeals must be made in
writing to the CCA chairperson, or through a member of the CCA Board. A request
for review must contain the following:
a) The name, address, phone #, e-mail address and fax # of the person or group submitting the appeal,
b) Identify the decision or issue that is to be reviewed,
a)
Set
out reasons as to why the decision or issue should be
reviewed.
3.
The
Chairperson will select three (3) members of the CCA Board (Review Committee,
chair included) to hear the appeal.
Where any member of the Board was involved in the matter to be reviewed,
that person is not eligible to conduct a review of that decision or matter. The
hearing may take place in person or via conference call.
4.
The
Review Committee
a)
Must
receive the representation from the individual (or his designated rep) or group
on the decision.
b)
May
confirm, vary or reverse any decision made in respect to the
claim.
5.
The
review committee will present its decision in writing.
6.
The
Chairperson of the Board, or the Chairperson's delegate, may extend the seven
(7) day period referred to in (1) if he considers there is justifiable reason
for extending the time period.
CROSS
COUNTRY Program
Operational Policies Events
and Scheduling Program Program
|
POLICY:
To
attract, advertise, standardize, and coordinate skiing related activities in
(OLD) For reference only
CROSS COUNTRY ALBERTA POLICY AND PROCEDURE MANUAL
Roller Ski Policy 4.6 |
POLICY: Endorsement of Cross Country Canada Roller Ski Policy
Preamble
a. managing the risk to its membership;
b. reducing the exposure of CCC, its member Divisions and registered clubs to legal liability for related accidents, as identified in CCC’s insurance contract; and
c. contributing to the adherence by roller skiers to prudent and responsible practices that will gain the respect of the Canadian public, thereby protecting the right to roller ski on public roads wherever such practices are permitted.
Aim
Authority
Definition
Policy
Roller Skiing on Public Road
Application of Policy
§ National Ski Team. Within the National Ski Team program, all athletes who have signed an Athlete Agreement (including the Senior NST, Junior NST, Disabled NST and all Training Centre athletes) are required to adhere to this policy. Athletes who do not comply will be considered to be in contravention of their Athlete Agreement and will be subject to disciplinary action. NST coaches are expected to support the policy at all times in their supervisory activities. Overall, NST and Training Centre athletes and coaches are expected to set a positive example for others in their communities.
§ Coaches. All coach training within CCC will emphasize this policy. All CCC registered coaches are expected to adopt a leadership role in encouraging or mandating safe roller skiing practices, in accordance with this policy, within their Clubs and communities.
§ Club Governance. CCC will work cooperatively with its member Divisions to have this policy adopted as Division and/or Club policy throughout the Association.
§ Communication. This policy will be emphasized periodically on the CCC website and in CCC communication to Divisions and Clubs.
§ Coaching and Promotional Material. All imagery produced by CCC for promotion of the sport and for coach or athlete development is to be consistent with the guidelines established in this policy.
Insurance Implications
The adoption by CCC of this policy has important insurance implications for clubs which are covered by CCC’s insurance policy. Lack of compliance with the guidelines contained in this policy on the part of CCC members engaged in roller skiing may result in a breach of the CCC insurance policy and liability coverage may be denied.
SECTION
5 STANDARDS
OF BEHAVIOUR
|
CROSS
COUNTRY POLICY
AND PROCEDURE MANUAL |
CROSS
COUNTRY Standards
of behaviour Purpose,
Scope and Application
5.1 |
Selection not approved. Currently “Draft – For Discussion only” by Board.
Topic areas listed.
Standards
of behaviour Definition
of Harassment
5.2 |
Standards
of behaviour Abuse
and Neglect of Minors
5.2.1 |
Standards
of behaviour Receiving
a Complaint
5.3 |
Standards
of behaviour Fact-Finding
5.4 |
Standards
of behaviour Procedures
for reviewing complaints
5.5 |
Standards
of behaviour Imposing
Disciplinary Action
5.6 |
Standards
of behaviour Appeal
Mechanism
5.7 |
SECTION
6 FINANCIAL
AND ADMINISTRATIVE OPERATIONAL POLICIES
|
CROSS
COUNTRY POLICY
AND PROCEDURE MANUAL |
CROSS
COUNTRY Financial
and Administrative Operational Policies Resource
Development Policies Grants6.1.1 |
POLICY: The Association will account for
grant revenue on the basis of the fiscal year in which the funds are to be
used.
(Feb
2001)
PROCEDURE:
A.
Grant
revenue designated to programs will be fully applied to the respective programs
at the time the revenue is received if it is to be used in the current fiscal
year, as per the approved annual budget. If the revenue is to be used in the
next fiscal year (and the dollars have been received early), the dollars will
remain unearned, tied to that program and will be fully applied to the
respective program at the beginning of the next fiscal
year.
B.
Grant
revenue designated to manpower will be fully unearned at the time the revenue is
received and will be earned as the dollars are expended.
C.
Grant
revenue designated to projects and capital expenditures will be fully unearned
at the time it is received, designated to the project and earned as the dollars
are expended.
CROSS
COUNTRY Financial
and Administrative Operational Policies Resource
Development Policies Casinos6.1.2 |
POLICY: The Association shall partake in all
viable casino projects that are available.
(Feb
2001)
PROCEDURE:
The
Board shall establish a committee to manage the operations of all casinos. The committee must prepare and submit
within 10 days of completion, a financial report to the
Treasurer.
CROSS
COUNTRY Financial
and Administrative Operational Policies Resource
Development Policies Fundraising6.1.3 |
POLICY:
The Association will ensure that there are sufficient
funds and fundraising efforts for the organization to sustain
itself.
(Feb
2001)
PROCEDURE:
The Board
will review its funding efforts on an annual basis and engage in fiscal
responsibility. Funds shall be
designated and documentation maintained to support all income and
expenditures.
CROSS
COUNTRY Financial
and Administrative Operational Policies Resource
Administration – Accounting
6.2 |
POLICY:
The association will maintain accurate financial
records of receipts and expenditures in accordance with its fiscal year ending
April 30 of each year.
(Feb
2001)
PROCEDURE:
·
The
association will follow Canadian GAAP (Generally Accepted Accounting
Principles).
·
The
association will maintain receipts and vouchers for a period of six years prior
to the current spending year.
· The association will record information in a computerized double entry accounting system.
·
The
association will provide quarterly
and annual financial statements to the board and its members upon
request.
· The association will follow all income tax, payroll and GST legislation.
·
The
association shall protect the integrity of financial data and its fixed
assets.
CROSS
COUNTRY Financial
and Administrative Operational Policies Resource
Administration – Accounting Loans6.2.1 |
POLICY:
The
association will ensure that any loans obtained on behalf of CCA are designated
as intended and properly documented.
The board must approve all borrowings of the association.
(Feb
2001)
PROCEDURE:
The
Treasurer shall authorise all borrowing and advise the board of the intention to
borrow. All borrowing must be repaid within the operating fiscal year, unless
the funds are intended for the subsequent year or the acquisition of capital
assets.
CROSS
COUNTRY Financial
and Administrative Operational Policies Resource
Administration – Accounting Accounting Systems6.2.2 |
POLICY:
The association will ensure that the accounting department and its staff
fully uses the automated technologies available within
the association in generating and providing comprehensive and accurate financial
documentation and information.
The association will also ensure that adequate
documentation exists to support all financial data and that data is backed up
daily (onsite-hard disk backup) and weekly (offsite physical disk –
removable).
(March
2001)
PROCEDURE:
1.
The
Treasurer or the Senior Staff Person will use QuickBooks (or a similar
accounting software package) to record entries, manage payroll, accounts
payable/receivable and to produce final statements. To ensure accurate
information and the integrity of the accounting process, statements will be
produced through automated means only or by transferring information generated
through automated means to prescribed formats.
2.
A
backup of current accounting records will be made to the hard drive on the
network in a specified Backup location for all financial data. This is to occur on a weekly basis. Additionally a monthly backup will be
made to a separate hard drive within the networked computers.
3.
Offsite
backups can take the form of a physical Backup to disk that is removed from the
office on a weekly basis. This data
will be stored in a secure location.
The offsite backup can also be to a web-based server that is used
commercially for this purpose (ie. Files stored on
another computer system or in CCA web server account).
CROSS
COUNTRY
Financial and Administrative Operational
Policies Resource
Administration – Accounting Bank Accounts6.2.3 |
POLICY: All Association bank accounts
will have signing authorities consisting of:
Chairperson
of the Board
Director
of Human Resources
Treasurer
Vice
Chairperson
The
Association will do its banking at a major banking institution (tier 2 or
better).
(Feb
2001)
PROCEDURE:
A
Administration will update all signature cards as Board members change
throughout the year and following the Annual General
Meeting.
B.
For day-to-day operational purposes, expenditure officers will consist of
Board Signing Authorities.
C. The
Association will select a bank where it is able to obtain optimum savings on
bank charges.
D. The
Association will use bank accounts to assist in the fund accounting process, ensuring funds are segregated in the appropriate
manner.
E.
The accounting department will initiate the opening and closing of new
bank accounts as required in the fund accounting process. Proper bank
documentation will be completed, including signature
cards.
F.
Accounts are as follows:
a)
one
operating chequing account for all funds other than
casino.
b)
One
casino chequing account for casino
funds.
G. Bank
deposits will be made on a timely basis to ensure security and optimum interest
on funds. Deposits will be made on the basis of fund
accounting.
H. The
Senior Staff person will complete the Deposit Detail form, designating funds to
appropriate departments and accounts. The Deposit Detail form will be forwarded
to the Senior Staff person for posting and filing.
I.
The Senior Staff person will complete the bank deposit form, ensuring it
reconciles to the Deposit Detail form and the Receipting General Sales Report
printout generated by the Administrative Technician.
J.
The Senior staff person (or designate) will make the bank
deposit.
K. The
Senior Staff person will reconcile deposits for the month to the Receipting
General Sales Report printouts.
CROSS
COUNTRY Financial
and Administrative Operational Policies Resource
Administration – Accounting Funds Transfer6.2.4 |
POLICY:
All fund transfers will be made by cheque to ensure that a proper
documentation trail is maintained.
(Feb
2001)
PROCEDURE:
1.
The
Treasurer will determine when fund transfers are required and will complete a
cheque requisition, outlining the transfer details as
required.
2.
The
Treasurer will issue the cheque to facilitate the transfer and obtain the
appropriate expenditure authorities.
3.
The
cheque will be receipted through the Senior Staff Person.
4.
The
cheque will be deposited
by the Senior Staff person
in the specified account on the following deposit
date.
CROSS
COUNTRY Financial
and Administrative Operational Policies Resource
Administration – Accounting Signing Officers6.2.5 |
POLICY:
The association shall ensure that there are at a
minimum of two signing officers for each bank account.
(Feb
2001)
PROCEDURE:
In
accordance with the financial institution guidelines, the association will
ensure that there are two signing officers (board members) at all times from the
four selected members indicated in 6.2.3 Bank Accounts.
CROSS
COUNTRY Financial
and Administrative Operational Policies Resource
Administration – Accounting Petty Cash6.2.6 |
POLICY:
The Association will maintain a Petty Cash Fund for use in lieu of issuing
cheques for amounts less than $25.
(Feb
2001)
PROCEDURE:
A. The petty cash fund will be administered by the Senior Staff person.
B.
Single disbursements will be a maximum of $25.
C. The
petty cash fund will have a maximum float of $150.
D. The
Senior Staff person will:
1)
Reconcile the fund when depleted or at a balance of $25 or
less.
2)
Complete a cheque requisition, attach all supporting receipts and petty
cash voucher authorizations, and forward to accounts
payable.
3)
Maintain petty cash in a locked box and locked cabinet and disburse funds
to staff when provided with supporting receipts and/or signed petty cash voucher
authorizations.
4)
Verify that expenditures are allowable and within
limit
CROSS
COUNTRY Financial
and Administrative Operational Policies Resource
Administration – Accounting Receipts6.2.7 |
POLICY:
The association will follow Canadian Generally Accepted Accounting Principles
as it relates to receipting. For day-to-day procedures, see the procedures
section.
(March
2001)
PROCEDURE:
Money
A.
The
agency uses QuickBooks software in issuing general receipts for money. At the
time the money is received, the Senior Staff Person enters the data in the
computer and prints two general receipt copies. One copy is provided to the
person who the money was received from and the other copy goes to the receipt
file.
CROSS
COUNTRY Financial
and Administrative Operational Policies Resource
Administration – Accounting Receipts6.2.7 |
POLICY:
The association will follow Canadian Generally Accepted Accounting Principles
as it relates to receipting. For day-to-day procedures, see the procedures
section.
(March
2001)
PROCEDURE:
Money
B.
The
agency uses QuickBooks software in issuing general receipts for money. At the
time the money is received, the Senior Staff Person enters the data in the
computer and prints two general receipt copies. One copy is provided to the
person who the money was received from and the other copy goes to the receipt
file.
CROSS
COUNTRY Financial
and Administrative Operational Policies Resource
Administration – Accounting Insurance6.2.8 |
POLICY:
The Association will carry adequate insurance for
general liability and accidents for the association regarding operations and
events.
(Feb
2001)
PROCEDURE:
The
association will review its policies each fiscal year to ensure the association,
its board members, contract personnel, employees, and volunteers are adequately
protected when conducting business on behalf of the
organization.
The
association will purchase, each fiscal year, adequate insurance to cover off
potential liabilities resulting from accidents or the negligence of CCA, its
staff, and volunteer personnel.
CROSS
COUNTRY Financial
and Administrative Operational Policies Resource
Administration – Accounting Investments, Bonds, Long Term Accounts6.2.9 |
POLICY:
Idle
capital, operating and designated funds are to be invested in low-risk
securities
with
the Association's bank or board-approved investment
company.
Non-Restricted
Funds
The
Association will ensure that reserve funds are invested as per the Board's
direction.
Restricted
Funds
The
Association will ensure that Restricted reserve funds
are invested as per requirements
of
the funding Association, organization, company or
individual.
(Feb
2001)
PROCEDURE:
Investments
A. The
Treasurer will, through the cash flow analysis, identify idle dollars to be
transferred to investment, complete the Transfer of Investment Fund Approval
form detailing all transfer information, prepare a cheque requisition and issue
a cheque for the amount of transfer.
B.
The treasurer also maintains a detailed listing and schedule of all
investments, tracks the investments for maturity/renewal dates and re-invests as
appropriate through process A) above.
Non-Restricted
C. At
the end of each fiscal year, prior to the completion of the audit,
Administration will provide the Administrative Directors with suggestions for
utilization of reserves. This list will be based on priority Association needs
and will have come out of the budgeting process.
D. The
Administrative Directors will consider the suggestions for utilization of
reserves and will make a recommendation to the Board for
approval.
E.
The Board will approve the reserves for allocation to various categories
such as capital, programs, special projects, endowment,
etc.
Restricted
F.
The Treasurer will, through income and expense analysis, identify
restricted funds that are reserve (surplus) to the program and do one of the
following:
1)
If over the allowable retention amount as per the funding Agency’s
guidelines, complete a cheque requisition payable to the funding Agency to
return the appropriate amount of dollars.
2)
Identify the dollars for investment, complete the Transfer of Investment
Fund Approval form detailing all transfer information, prepare a cheque
requisition and issue a cheque for the amount of transfer. This is done in
accordance with guidelines as specified by the funding
Agency.
G.
Maintain a detailed listing and schedule of all restricted investments
and reserves, track the investments for
maturity/renewal dates and re-investment as appropriate through process A)
above. Ensure that the funds are invested so as to allow for expeditious
withdrawal should the funding Agency call on the funds.
CROSS
COUNTRY Financial
and Administrative Operational Policies Resource
Administration – Accounting Expense Claims6.2.10 |
POLICY:
1.
Cross Country
2.
Travel assistance to staff will not be paid for the regular purposes of
traveling to and from work, as per the rules and regulations of
3.
For approved meetings, clinics, conferences,
camps, programs, and similar activities, a per diem will be provided for
meals. An individual traveling from
home for association business shall not be entitled to make an expense claim for
breakfast on the same day. An
individual returning home prior to
4.
Accommodations:
The actual expense incurred for legitimate hotel
accommodation (hotel accommodation
meaning a place of business operating within the hotel industry) (double
occupancy where possible), upon presentation of receipts to the Treasurer.
Where an individual elects to
have single hotel occupancy, or other non-family persons who are not on
authorized association business, then only one half of the hotel expense may be
reimbursed. This restriction does
not apply to family members; that is if a spouse and/or family
member needs to travel with the claimant on association business, the specified
amount can be claimed.
5.
Claims for other expenses such as stamps, stationary, telephone calls
(photo copy of phone bill is appropriate but please indicate the applicable
calls), facsimile, must be backed up by the original
receipts.
6.
Please indicate the project/program or correlated area of spending to
which the expenses are charged. The
expense claims should be submitted according to the specific program or area of
spending.
7.
Expense claims require the Senior staff person
or Treasuers signature prior to being processed and
paid with in Budget guidelines.
Claims are submitted to CCA office with required supporting
documentation; the claim will be mailed back to you with your cheque.
8.
All expense claims related to leadership courses (i.e. NCCP courses,
Jackrabbit Leader clinics, Officials clinics, etc.), ski team and/or development
trips and camps, will not be processed until a report is submitted on those
programs. The expected report must
be received within 30 days of assignment completion and is to contain, as a
minimum, all program evaluations from participants, the claimants evaluation of
the program, a complete registration list of all program participants, all fees
collected (if any), and any suggestions the claimant feels would enhance the
future quality of similar program offerings.
(Feb
2001)
PROCEDURE:
In Draft currently.
CROSS
COUNTRY Financial
and Administrative Operational Policies Resource
Administration – Accounting Inventory6.2.11 |
POLICY:
The association shall maintain adequate levels of
inventory for current operational requirements.
(Feb
2001)
PROCEDURE:
The
association shall properly record, classify and mark all inventory
purchased/received.
Inventory
shall be expensed only when sold or consumed.
The
association shall identify and count on an annual basis all
inventory.
All
vacancies in inventory shall be noted and reported and adjusting entry made
where possible.
CROSS
COUNTRY Financial
and Administrative Operational Policies Resource
Administration – Accounting Inventory Tracking6.2.11.2 |
POLICY:
The organization shall track all inventories on a
computerized accounting system that is connected to the main accounting
program.
(Feb
2001)
PROCEDURE:
1.
All
purchases shall be recorded immediately off the purchase invoice into the
accounting system.
2.
All
inventories shall be uniquely identified and accounted for using the cost basis
per the purchase invoice.
3.
All
inventories are to be marked and stored in an organized storage area, secured
from external theft.
CROSS
COUNTRY Financial
and Administrative Operational Policies Resource
Allocation - Budget and Financial Planning
6.3
|
POLICY:
The association shall engage
in annual budgeting and financial planning.
(Feb
2001)
PROCEDURE:
·
The
Senior Staff Person, with input from the Board, shall prepare an annual budget
and financial plan.
·
Each
responsible portfolio director shall prepare and submit in conjunction with the
Senior Staff person a budget to be reviewed by the Treasurer prior to
approval from the Board.
·
The
process shall begin in January of each year and be finalized by March
31.
·
The
budget shall be based on operational and strategic
initiatives.
·
The
Board will approve the final Budget.
CROSS
COUNTRY Financial
and Administrative Operational Policies Resource
Allocation – Budget and Financial Planning Financial Planning6.3.1 |
POLICY:
The organization shall prepare a cash flow statement and financial plan in accordance with the ASRPWF’s requirements on a short, medium and long-term basis.
(Feb
2001)
PROCEDURE:
In
accordance with the ASRPWF’s
guidelines
-The
treasurer with manager shall construct a financial plan in accordance with the
budget.
-The
organization shall perform a 1,3, and 5-year plan to
aid in long term budgeting.
CROSS
COUNTRY Financial
and Administrative Operational Policies Resource
Allocation – Budget and Financial Planning Budget6.3.2 |
POLICY:
The Association will prepare a budget for all program areas for the fiscal
year May 1 to April 30, with input from the Senior Staff Person. The budget will
be prepared by March 31, as required by funding procedures, so that the Board
may approve it by April 30.
(Feb
2001)
PROCEDURE:
A. The
Senior Staff Person will coordinate and prepare budgets for the May 1 to April
30 fiscal year. Input and submissions will be requested
from program areas in preparing the overall budget. Budget preparation will
commence in January.
B.
The following will be taken into consideration when preparing the
budgets:
Historical data, Association manpower data, Proposed and known program
changes from previous year, Cost increases/projections, Capital improvements and
requirements, Association Resource Centre costs, Projected and known revenues,
including fundraising projections
C. The
draft budgets will be discussed and reviewed by the Treasurer, Senior Staff
Person and the Board members associated with the specific program
area.
D. The
amended draft budgets will be presented to the Board for approval, allowing
sufficient time for final approval at the Annual General Meeting. The budget
packaged submitted to the Board will consist of:
Association Consolidated Budget Sheet
Detailed Expenditure Sheets
Variance Explanations Document
True Budget Enhancements
True Budget Reductions
Capital Improvements and Expenditures
Budget/Listing
E.
The Membership will be presented with the Association’s Consolidated
Budget for final approval at the Annual General Meeting in
May.
F.
The Senior Staff Person and the Treasurer will maintain comprehensive
records of the budget, including historical data and all data sheets used in
compiling the budgets.
CROSS
COUNTRY Financial
and Administrative Operational Policies Resource
Allocation – Budget and Financial Planning Financial Reporting6.3.3 |
POLICY:
The Association will produce quarterly
financial statements with supporting schedules. The Administrative Directors
will review the financial statements on a regular basis and present the
information to the Board.
(Feb
2001)
PROCEDURE:
A. The
Senior Staff Person will generate quarterly statements using QuickBooks software
programs; data will be computer generated.
B.
The Treasurer and Senior Staff Person will review draft statements in
preparation for presentation at the quarterly Administrative Director Meeting
for final approval. Any anomalies, variances, or significant impacts on the
statements will be drawn to the Senior Staff Person’s
attention.
C. A
complete Financial Statements package will be prepared by the Treasurer and the
Senior Staff Person for each member of the Administrative Committee. Any
anomalies, variances, or significant impacts on the statements will be drawn to
the Director's attention.
D. The
Treasurer will forward quarterly statements to all program directors, advising
of income and expenditures for their respective areas.
E.
Any ad hoc reports or financial statements will be computer-generated and
will be prepared by the Treasurer/Senior Staff Person to ensure accurate and
complete information.
CROSS
COUNTRY Financial
and Administrative Operational Policies Resource
Allocation – Budget and Financial Planning Audited Financial Statements6.3.4 |
POLICY:
An annual audit may be conducted for the fiscal year May 1 to April 30. The members present at the Annual
General Meeting will determine whether such an audit is necessary. The audit, if
it occurs, will be performed by a recognized accounting firm, which will be
recommended at the Annual General Meeting and appointed by the
Board.
(Feb
2001)
PROCEDURE:
A.
Pre-audit
– The Senior Staff Person, in conjunction with the treasurer, will arrange the
dates with the auditors for audit preparation. Pre-audit to occur between April
1 and April 30 annually. At the pre-audit session, staff and Board members will
receive the list of items from the auditors that the Association is to have
prepared for the audit and is to ensure that all items are completed prior to
the audit.
B.
Audit
– The Senior Staff Person will arrange the date for the Association audit. The
audit is to occur between April 30 and June 30 annually, with a target
completion three months after year end date of July 31 for finalization and
approval of audited statements.
C.
The
Board will arrange an Administrative Committee meeting to review the draft
financial statements. Upon Committee’s approval of the financial statements,
they will be presented to the Board for final approval.
D.
Financial
Statements will be distributed to members and associate members as per their
requirements.
CROSS
COUNTRY Financial
and Administrative Operational Policies Contracting
Office and Technical Personnel
6.4 |
POLICY:
The
association shall ensure that all contract personnel are paid within the payment
guidelines of the contract, and that all applicable procedures have been
satisfactorily carried out.
(March
2001)
PROCEDURE:
1.
A
contract exists
2.
Payments
must match terms of contract
3.
Contract
has been approved under Board approved budget or minutes.
CROSS
COUNTRY Financial
and Administrative Operational Policies Contracting
Office and Technical Personnel Approval and Hiring Process6.4.1 |
POLICY:
The
association shall ensure that the hiring of all contract personnel have followed
due process.
(March
2001)
PROCEDURE:
1.
Position
and dollars budgeted are approved
2.
All
hiring procedures are followed.
3.
A
written contract is drawn up between CCA and the
contractor.
CROSS
COUNTRY Financial
and Administrative Operational Policies Records
Management
6.5 |
POLICY:
The
association will maintain a comprehensive records management system for all
association records. Files will be locked and will be maintained in accordance
with accepted records management practices.
(Feb
2001)
PROCEDURE:
ADMINISTRATIVE
FILES
1.
Files
will be maintained by the CCA staff in the areas including but not limited to
non-member vendors, non-member customers, personnel, programs, coaches and
leaders, athletes and clubs.
2.
The athlete and coach/leader files will
be maintained as long as the individual remains a member of CCA. All other files
will be archived after the end of the fiscal year, where they will remain for a
period of 7 years after which they will be disposed of.
3.
Records
of AGM, Board and Committee minutes will be maintained in the office
indefinitely.
FINANCIAL
FILES
4.
All
invoices will be kept in binders in the office, and stamped PAID when payment
comes in to the office.
5.
Copies
of expense claims will be kept in the Vendor file (see expense claim
policy).
6.
All
financial records (cancelled cheques, deposits records) shall be
maintained.
7.
The
records shall be boxed after two fiscal years of operations, complete with
banking records, invoices, expenses, and employee/payroll
information.
8.
The
records shall be kept for seven (7) years after which will be disposed
of.
SECTION
7 ADVOCACY OPERATIONAL
POLICIES
|
CROSS COUNTRY
POLICY
AND PROCEDURE MANUAL |
CROSS COUNTRY
|
POLICY: It is the intent of CCA that the logo
signifying Cross Country Alberta as an organization be both current and relevant
to the sport of cross country skiing. The logo shall not be offensive to any
cultural or ethnic group or offend CCA members or member families.
(Feb
2001)
PROCEDURE:
1.
The
process by which a new logo can be created is by Board approval. The Board may
commission an artist to create the logo, or the Board may ask for potential
logo's to be submitted to the office.
2.
If
an open contest for logo's is undertaken then the logo
must be advertised in our publications (Alberta Nordic Skier, website, and other
means) with guidelines for its creation. An award will be granted to the contest
winner if a suitable logo is found.
3.
The
logo will undergo a review every 5 years and will be exhibited on all
CCA
promotional material, clothing and official documentation.
CROSS
COUNTRY Advocacy Operational
Policies
CCA Annual
Awards
7.2 |
POLICY:
Based
upon nominations received from the membership, the following awards will be
awarded annually: Coach of the year, Official of the Year, Race Organizer of the
Year, Outstanding Facility Operations, And Outstanding Retail Staff Person.
(February,
2003)
PROCEDURE:
Coach
of the Year
Eligibility:
Any
CCA member who has demonstrated meaningful long-term commitment to a CCA club as
a coach. The
following achievements will be used as considerations for selection:
·
Contribute
to the measurable (if possible) improvement of athletes in his/her club.
·
Present
a positive public image of coaching and himself as a coach.
·
Demonstrate
concern for the all-round development of the athlete: assist the athlete to
balance special educational needs, and develop through sport, confidence, self
–discipline and respect.
·
Demonstrated
commitment to provincial coaching development.
Nomination
Procedure:
Each
Club of CCA is entitled to submit one name for Coach of the Year. The
achievements and qualifications of the coach will be documented in the
nomination form to be submitted to the CCA office by: April 15 each year.
Selection
Procedure:
The
nominations will be reviewed by a CCA committee comprised of: Chair of Technical
Committee or Vice Chair as an alternate, Leadership Director, Provincial Coach
or designate, and a club representative from one (403) area code and one (780)
area code. The club representative will be selected from a list of names
submitted by clubs. If no names are
submitted, the HR director will select a representative with a view to rotating
through the clubs. A winner will be
selected and the selection committee shall notify within one well of the
selection decision, the recipient of the award. The award shall be formally
presented at the CCA AGM.
Official
of the Year
Eligibility:
Any
CCA volunteer who has demonstrated meaningful, long term commitment as an
official in
CCA or CCA sanctioned regional, provincial or national events held
in
Nomination
Procedure:
Each
Club of CCA is entitled to submit one name for Official of the Year. The
achievements of the official will be documented in the nomination form to be
submitted to the CCA office by: April 15 each year.
Selection
Procedure:
The
nominations will be reviewed by a CCA committee comprised of: Chair of Technical Committee or Vice
Chair as an alternate, Events and Officials Director, Leadership Director, and a
club representative from each of (403) and (780) zones as describes above. A
winner will be selected and the selection committee shall notify the recipient
within one week of the selection decision. The award shall be formally presented
at the CCA AGM.
Race
Organizer of the Year
Eligibility:
Any
CCA volunteer who has within the past year, been a Chief of Race or Loppet for a CCA or CCA sanctioned event in
Nomination
Procedure:
Each
Club of the CCA is entitled t submit one name for Race Organizer of the Year.
The achievements of the Race Organizer will be documented in the nomination form
to be submitted to the CCA office by April 30 each year.
Selection
Procedure:
The
nominations will be reviewed by a CCA committee comprised of: Chair of Technical
Committee or Vice Chair as an alternate, Events and Officials Director, and a
representative from each of (403) and (780) zones as describes above. A winner
will be selected and the selection committee shall notify the recipient within
one week of the selection decision. The award shall be formally presented at the
CCA AGM.
Outstanding
Cross Country Ski Areas Operations
Eligibility:
Any
CCA club or independent organization which has demonstrated a commitment to
trails and facilities development and operation in cross country skiing.
Nomination Procedure:
Each
club of CCA is entitled to submit one name for Outstanding Cross Country Ski
Area Operations of the Year. The achievements and qualifications of the club
will be documented in the nomination form to be submitted to the CCA office by:
April 15 each year.
Selection
Procedure:
The
nominations will be reviewed by a CCA committee comprised of: Events and
Officials Director, HR Director, Vice-Chairperson and a club representative from
each of (403) and (780) zones as described above. A winner will be selected. The
selection committee shall notify within one week of the selection decision, the
recipient of the award. The award shall be formally presented at the CCA AGM.
Outstanding
Retail Staff Person
Eligibility:
Any
staff member at a retail store with cross country specialization who is dedicated to increasing awareness of the sport
in
Nomination
Procedure:
Each
club of CCA is entitled to submit one name for Outstanding Retail Staff Person
of the Year. The achievements and qualifications of the person will be
documented in the nomination form to be submitted to the CCA office by: April 15
each year.
Selection
Procedure:
The
nominations will be reviewed by a CCA committee comprised of: Technical Chair or
Vice Chair as an alternate, Provincial coach or designate and a club
representative from each of (403) and (780) zones as described above. A winner will be selected and the
selection committee shall notify within one week of the selection decision, the
recipient of the award. The award shall be formally presented at the CCA AGM.
SECTION
10 SUPERSEDED
POLICIES
|
CROSS
COUNTRY POLICY
AND PROCEDURE MANUAL |
CROSS
COUNTRY Financial
and Administrative Operational Policies Resource
Administration – Accounting Accounting Systems6.2.2 |
POLICY:
The association will ensure that the accounting department and its staff
fully uses the automated technologies available within
the association in generating and providing comprehensive and accurate financial
documentation and information.
The association will also ensure that adequate
documentation exists to support all financial data and that data is backed up
daily (onsite-hard disk backup) and weekly (offsite physical disk –
removable).
(Feb
2001) SUPERCEDED
PROCEDURE:
4.
The
Treasurer or the Senior Staff Person will use Quickbooks (or a similar accounting software package) to
record entries, manage payroll, accounts payable/receivable and to produce final
statements. To ensure accurate information and the integrity of the accounting
process, statements will be produced through automated means only or by
transferring information generated through automated means to prescribed
formats.
5.
Detail
procedure for backing up data on the network and to an offsite storage area.
(ie web based
server.)
CROSS
COUNTRY Financial
and Administrative Operational Policies Resource
Administration – Accounting Receipts6.2.7 |
POLICY:
The association will follow Canadian Generally Accepted Accounting Principles
as it relates to receipting. For day-to-day procedures, see the procedures
section.
(March
2001)
PROCEDURE:
Money
C.
The
agency uses QuickBooks software in issuing general receipts for money. At the
time the money is received, the Senior Staff Person enters the data in the
computer and prints two general receipt copies. One copy is provided to the
person who the money was received from and the other copy goes to the receipt
file.