Code of Ethics & Conduct.

Background

This code has been adopted by the Federation of Football Coaches in India. It was developed by the National Coaching Foundation from the Code of Ethics published by the British Institute of Sports Coaches (BISC), and adopts the principles contained in the Council of Europe's Code of Sports Ethics. The code is a framework within which to work — a series of guidelines rather than a set of instructions.

Introduction

FFCI member coaches are expected to conform to ethical standards in a number of areas: humanity, relationships, commitment, co-operation, integrity, advertising, confidentiality, abuse of privilege, safety and competence.

Humanity

FFCI member coaches must respect the rights, dignity and worth of every human being and their ultimate right to self-determination. Specifically, coaches must treat everyone equitably and sensitively, within the context of their activity and ability, regardless of gender, ethnic origin, cultural background, sexual orientation, religion or political affiliation.

Relationships

FFCI member coaches are concerned primarily with the well-being, safety, protection and future of the individual player. There must be a balance between the development of performance and the social, emotional, intellectual and physical needs of the individual.

A key element in a coaching relationship is the development of independence. Footballers must be encouraged and guided to accept responsibility for their own behaviour and performance — in training, in competition, and in their domestic, academic or business life.

Coaches are responsible for setting and monitoring the boundaries between a working relationship and friendship with their players. This is particularly important when the player is a young person. The coach must realise that certain situations, or friendly words and actions, could be misinterpreted — not only by the player, but also by others — and could lead to allegations of misconduct or impropriety.

Where physical contact between coach and player is a necessary part of the coaching process, coaches must ensure that no action on their part could be misconstrued.

The relationship between coach and player relies heavily on mutual trust and respect. The player should be made aware of the coach's qualifications and experience, and must be given the opportunity to consent to or decline proposals for training, performance or competition.

Commitment

Coaches should clarify in advance with players and officials the number of sessions, fees (if any) and the method of payment, and should explore with players and employers the expected outcome of coaching. Written contracts may be appropriate in some circumstances.

Coaches have a responsibility to declare any other current coaching commitments to their players and officials, and to find out whether a prospective player is receiving instruction from another coach — and if so, to contact that coach to discuss the situation.

Coaches who become aware of a conflict between their obligation to their players and their obligation to their federation, state association or employer must make the nature of the conflict, and the loyalties and responsibilities involved, explicit to all parties concerned. Coaches should expect a similar level of reciprocal commitment from their players; in particular, the player — or parent or guardian in the case of a minor — should inform the coach of any change in circumstances that might affect the coach–player relationship.

Coaches should receive appropriate acknowledgment for their contribution to a player's progress and achievement. Where money is earned from performances, it is reasonable for the coach to receive an appropriate share of the rewards, agreed in advance and in writing to avoid misunderstanding.

Co-operation

Coaches should communicate and co-operate with other sports and allied professions in the best interests of their players — for example, seeking educational and career counselling for young players whose involvement in football impinges upon their studies, and working with registered medical and ancillary practitioners in the diagnosis, treatment and management of players' medical and psychological problems.

Integrity

Coaches must not encourage players to violate the rules of the game. They should actively discourage and condemn such action and encourage players to obey the spirit of the rules.

Coaches must not compromise their players by advocating measures that could constitute an unfair advantage, including doping. They must not adopt practices to accelerate performance improvement that might jeopardise the safety, well-being or future participation of the player, and must never advocate or condone the use of prohibited drugs or other banned performance-enhancing substances.

Coaches must ensure that the activities, training and competition programs they advocate and direct are appropriate for the age, maturity, experience and ability of the individual player.

Coaches must treat opponents with due respect, in victory and defeat, and should encourage their players to act in the same manner. A key role for a coach is to prepare players to respond to success and failure with dignity. Coaches must accept responsibility for the conduct of their players and discourage inappropriate behaviour in training, in competition, and away from the sporting arena.

Advertising

Advertising by FFCI member coaches in respect of qualifications, training or services must be accurate and professionally restrained. Coaches must be able to present evidence of current qualifications upon request, and evidence should be available to support any claim associated with the promotion of their services. Coaches must not display an affiliation with an organisation in a manner that falsely implies sponsorship or accreditation by that organisation.

Confidentiality

Football coaches inevitably gather a great deal of personal information about players in the course of a working relationship. Coach and player must reach agreement about what is to be regarded as confidential — that is, not divulged to a third party without the player's express approval.

Confidentiality does not preclude the disclosure of information to persons who can be judged to have a right to know. For example:

• Evaluation for competitive selection purposes
• Recommendations for employment
• In pursuit of disciplinary action involving players
• In pursuit of disciplinary action by a football organisation against one of its members
• Legal and medical requirements for disclosure
• Recommendations to parents or family where the health and safety of a player might be at stake
• In pursuit of action to protect children from abuse

Abuse of Privilege

A coach is privileged to have regular contact with players, and occasionally to travel and reside with players in the course of coaching and competitive practice. A coach must not attempt to exert undue influence over a player in order to obtain personal benefit or reward.

Coaches must consistently display high personal standards and project a favourable image of the game and of coaching — to players, their parents and families, other coaches, officials, spectators, the media and the public. Coaches should never smoke while coaching, and should not drink alcohol so soon before coaching that it would affect their competence, compromise the safety of players, or obviously indicate they had been drinking.

Safety

Within the limits of their control, coaches have a responsibility to ensure as far as possible the safety of the players with whom they work.

All reasonable steps should be taken to establish a safe working environment. The work done, and the manner in which it is done, should be in keeping with the Laws of the Game and recognised safe practice.

The activity undertaken should be suitable for the age, physical and emotional maturity, experience and ability of the players.

Coaches have a duty to protect children from harm and abuse.

Players should be systematically prepared for the activity and made aware of their personal responsibilities in terms of safety.

Coaches should arrange adequate insurance to cover all aspects of their coaching practice.

Competence

Coaches shall confine themselves to practising those elements of the game for which their training and competence is recognised. Training includes the accumulation of knowledge and skills through formal coach education courses, independent research and relevant, verifiable experience. Competence to coach should normally be verified through evidence of qualifications; it cannot be inferred solely from prior experience.

Coaches must be able to recognise and accept when to refer players to other coaches or agencies, and it is their responsibility, as far as possible, to verify the competence and integrity of any person to whom they refer a player. Coaches should regularly seek ways of increasing their personal and professional development.

Coaches should welcome evaluation of their work by colleagues, and be able to account to players, employers, associations and colleagues for what they do and why.

Coaches have a responsibility to themselves and their players to maintain their own effectiveness, resilience and abilities, and should recognise when their personal resources are so depleted that help is needed. This may necessitate withdrawal from coaching, temporarily or permanently.