3.8 Implementing procedures: a code of conduct example

We identified that developing a code of conduct for coaches was a big priority as they have significant levels of contact with children and influence over them – they are also well placed to observe and report concerns about the behaviour of colleagues.

The things we had to think about included the legality of requiring coaches to sign up to the new codes of conduct. So, the organisation’s legal team looked at it. They confirmed that our proposals – to include signing the code of conduct as part of coach recruitment; to make this a requirement for coaches who are currently employed; and the organisation’s right to start disciplinary action if someone does not comply – were all reasonable and legal steps to take.

Next, I needed to get management approval and was invited to present the new code of conduct to the senior management team. I explained that our plan had five parts:

1. A realistic timeframe for the roll out – including a final date for all coaches to have signed-up.

2. Inform and seek the support of the relevant managers.

3. Develop and use a database to record and monitor who had signed up to the code of conduct.

4. Communicate with all existing coaches (who are paid and voluntary) to provide the code and explain its purpose, the process for sign-up and recording, and clarify the implications of refusing to sign or breaching the code.

And 5. Promote and provide information on the new code of conduct to all stakeholders, including coach educators.

As I expected, during the roll-out process, there were some people who initially resisted the new approach. I tackled this by providing further reassurance about what we were trying to achieve – and when I needed to, I referred to the consequences for individuals who refused to comply. Most people were happy to sign once their questions had been answered and they’d heard how the new code fitted in with the other safeguarding improvements we will be making.