Board of Directors Recruitment

Board of Directors Recruitment

Board of Directors Overview

The Coquitlam Metro-Ford Soccer Club (“CMFSC”) is governed by a Board of Directors elected annually and bi-annually by the eligible voting members at the Annual General Meeting. Qualified candidates will possess the competencies and/or expertise necessary to provide leading-edge governance and to further the vision and mission of CMFSC.

Composition

The CMFSC Board of Directors will consist of at least five Directors and no more than eight Directors. These individuals shall hold the positions of:

RoleTerm
President2 year term
Vice President2 year term
Treasurer2 year term
Secretary2 year term
Director-At-Large (1 - 4 positions)1 year term

Qualifications

All persons must satisfy the following to be eligible to be a Director at CMFSC:

  1. Be eighteen (18) years of age or older;
  2. Have the power under law to contract;
  3. Provide a Criminal Record Check every three years;
  4. Have not been convicted of an offense involving fraud in the past five years;
  5. Have not been declared incapable by a court in Canada or in another country;
  6. Not have the status of an undischarged bankruptcy; and
  7. Adhere to BCSA’s Conflict of Interest Policy.

Diversity and Inclusion

The Board of Directors reflects the diversity of CMFSC and the community. CMFSC prohibits discrimination on the grounds of race, place of origin, citizenship, ethnic origin, colour, ancestry, disability, age, creed, sex/pregnancy, family status, marital status, sexual orientation, gender identity, gender expression, language, regional domicile, and indigenous status.

Attributes & Principles

CMFSC's Mission, Vision, and Values are central to the direction of our future as a Club. Board of Directors believe in the power of sport to create an active, healthy, and inclusive community and embody all Club Values: 

  1. Wellness - Always, always, always, make health and safety the number one priority.
  2. Fun - Display a passion for growth of the game through positive experiences in soccer.
  3. Respect - Represent the Club with integrity through actions and behaviours and value everyone involved.
  4. Excellence - Seek to set new standards and exceed expectations in everything they do.
  5. Leadership - Proudly lead progressive change, challenge convention, and purse innovation.

Competencies/Expertise

CMFSC will identify necessary and desirable competencies and/or areas of expertise based on future needs in the best interest of the Club. This may include, but not limited to: 

Functional CompetenciesBusiness CompetenciesSport/Athletic Expertise
Executive leadershipSales/marketingPlayer/athlete
Human resource management
Public relations and communicationsCoach
LegalFinancial budgetingOfficial/referee
Strategic & risk planningEquity, diversity, and inclusionSport management
Policy developmentInformation technologySport administration

Nominations of Directors

At least thirty days prior to the Annual General Meeting, CMFSC will issue a ‘Call for Nominations’. Per our constitution, there will be no nominations accepted from the floor. A notice of nomination must be sent to the Elections Officer no later than three (3) business days prior to the Annual General Meeting. Nominated individuals are asked to complete the CMFSC Board of Director Candidate Form.

CMFSC may require any proposed nominee to furnish such other information as may reasonably be required by the Club. As soon as practicable following receipt of a Nominating Member's notice (and such other information referred to above, as applicable) that complies with this Policy, the Club shall publish the details of such notice through an announcement to its members.

The Chair of the meeting shall have the power and duty to determine whether a nomination was made in accordance with the procedures set forth in the provisions of this Policy and, if the Chair determines that any proposed nomination was not made in compliance with this Policy, to declare that such defective nomination shall be disregarded.

Role of the Board

The Board does not involve itself in operational matters. Club staff are responsible for the day-to-day management of the Club’s on-field and off-field business and operational delivery and do so within an annual budget approved by the Board.

Through its Executive Committee, the Board hires, regularly meets with, supports, advises, and evaluates the performance of the Club’s Executive Director. The Executive Director in turn is responsible for hiring, managing, evaluating staff.

The board’s key responsibilities include:

  • Setting strategy and vision and evaluating progress towards strategic outcomes.
  • Making high-level policy regarding board organization, oversight of senior management, ethical compliance, board recruitment and development, and succession planning.
  • Ensuring that the Club has capable management.
  • Defining potential conflicts of interest and attempting to ensure they are averted.
  • Ensuring that the Club has sufficient financial resources to adequately finance its operational and capital requirements.
  • Ensuring that all legal and financial obligations are being met.
  • Anticipating, mitigating, and managing risks to the Club.
  • Representing the Club to key stakeholders.

Committee Operating Principles & Composition

Committee Composition

  1. Enhance member & community engagement
  2. Maximize expertise, knowledge
  3. Diverse & inclusive

Committee Members

  1. Selection based on expertise, knowledge and commitment
  2. Minimum 3 members, maximum 8.
  3. Must submit the Criminal Record Check, and sign the Conflict of Interest and Communication & Confidence agreements, prior to attendance at their first meeting

Operating Protocols

  1. Committee Chair calls and sets meeting date and times, as required
  2. Staff will coordinate with the Chair to distribute meeting notices, agendas, minutes, correspondence, “on behalf of the Chair”.
  3. Staff and Chair discuss and agree agenda, reports, minutes, correspondence before distribution
  4. Members to communicate via Chair of committee to staff, not directly

Accountability

  1. Review appropriate portions of the operation plan to ensure Board and Staff priorities, as well as strategic plan activities are aligned.
  2. Review deadlines for all action.
  3. Review progress vs. Strat plan and priorities
  4. The Committee is solely accountable to the Board and is advisory in nature to that board.

Term

  1. Committee members shall be appointed with staggered 1 to 2 year terms, their term ending at the applicable annual general meeting. 

Governance

  1. Quorum will be a majority of committee members
  2. Decisions wherever possible should be by consensus, however if a vote is necessary, majority rules.
  3. Staff members/liaisons do not hold a vote.

Important notes:

  1. The President is a de-facto member of all committees, can attend any meeting and will receive all notices, reports and minutes.
  2. The Executive Director may also attend any meeting and provide guidance and input into any committee discussion.
  3. The number of committee positions is determined by the President.


Finance Committee

Chaired by Treasurer, providing oversight on all financial matters. Works with external accountants and bookkeeper to review and deliver all fiscal reports, as required to the Board of Directors and membership.

Membership:

The membership of the Finance Committee shall be comprised of a minimum of three members, two of which must be members of the Board of Directors. The Chair and Vice-Chair must be members of the Board of Directors. The Staff liaison will be the club bookkeeper.

Note: Committee members should possess a sufficient level of financial literacy including accounting, financial management expertise, or other relevant experience.

Goals:

The goals of the Finance Committee shall be to advise the Board by undertaking financial planning and oversight responsibilities, as well as monitoring, reviewing and providing advisory functions in the areas of external review for Budget and Financial Services.

Deliverables:

  1. Review budget submissions and prepare the annual budget, as well as two-year financial outlook, based on the strategic priorities and financial needs.
  2. Develop internal procedures and controls for financial reporting and budgets.
  3. Review the Finance policies on annual basis.
  4. Review and report on cash flow, investment performance, and profit / loss on a quarterly basis.
  5. Review and approve as appropriate any variances from budget line items which may arise during the year.
  6. Ensure that an external review is undertaken in accordance with Bylaws.
  7. Provide advice on any matter or question relating to financial position.
  8. Be responsible for delivering against additional board agreed priorities.

Jurisdiction: The Committee can make any recommendations with respect to financial operations for approval by the Board.

Governance & Nominations Committee

Chaired by Vice President, works with the Board and Executive Director (or designate) in an advisory capacity on:

  1. Governance: provide recommendations to the Board and the membership on Constitutions, By-Laws, Rules and Regulations and Policies.
  2. Regulatory matters: provides oversight and supports compliance.
  3. Candidates: recruits and recommends sufficient and appropriate candidates for Board election

Membership:

The membership of the Governance Committee shall be comprised of a minimum of three members. The Chair and Vice-Chair must be members of the Board of Directors.

Goal:

The goal of the Committee shall be to advise the Board on matters regarding governance, including compliance with Constitution, By-Laws, Rules and Regulations and support the Board of Directors with effective plans and processes for the recruitment, nomination, and orientation of candidates for the Board of Directors.

Governance Deliverables:

  1. Recommend amendments to the Constitution, Bylaws and Rules and Regulations as appropriate for submission to the membership at the appropriate General Meeting of BC Soccer.
  2. Recommend new policies or bring forward policy matters to the Board of Directors.
  3. Make decisions and recommendations as appropriate with respect to any governance matter including member submissions (i.e. amendments to district or league constitution, bylaws, rules and regulations).
  4. Be responsible for delivering against additional board agreed priorities.

Membership Deliverables:

  1. Recommend to the Board of Directors strategies and processes for the recruitment and nomination of potential Directors
  2. Prepare for the Board an announcement requesting names for nomination to the Board and, upon Board approval, circulate the announcement to the membership.
  3. Circulate to the membership a list of those candidates whose name is standing for election 30 days prior to the AGM.
  4. Be responsible for delivering against additional board agreed priorities.

Jurisdiction: The Committee has no authority to make changes and may only advise the Board and the membership with respect to governance matters.

Evergreen Fund Committee

Chaired by the President, guiding the establishment and initial operation of the Evergreen Fund. Works with external investment advisors, accountants and philanthropic partners to establish governance structure, fund management and disbursement guidelines.

Membership:

The membership of the Evergreen Fund Committee shall be comprised of a minimum of three members, two of which must be members of the Board of Directors. The Chair and Vice-Chair must be members of the Board of Directors.  The Staff liaison will be the Membership Manager.

Note: Committee members should possess a sufficient level of investment and financial management and/or have experience with scholarship or grant oversight programs.

Goals:

The goals of the Evergreen Fund Committee shall be to advise the Board on the framework, policy and structures desired to establish, manage, grow and disburse awards or grants.

Deliverables:

  1. Develop objectives for the Evergreen Fund
  2. Recommended and develop the structure and governance guidelines required to oversee and manage the Fund as it evolves from Club managed to independent, but affiliated control.
  3. Develop Investment Policy Guidelines for management and growth of the funds
  4. Create additional policies as required.
  5. Research and recommend investment advisor/firm.
  6. Create guidelines for deployment and timing of disbursement of awards or grants.
  7. Develop internal procedures and controls for financial reporting and planning.
  8. Recommend calendar of activities, criteria for award/grants, process for application and award.

Jurisdiction: The Committee can make any recommendations with respect to Evergreen Fund operations for approval by the Board.