AIR CADET LEAGUE OF CANADA

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Page Updated

• January 1, 2008

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1. The business of the ACL (MB) Inc. will be enacted by the Committees noted in the By-laws. To assist the conduct of programs the following Committees of the Board are structured to carry-out specific programs:

• a. Sponsor Relations Committee;
• b. Fund Raising Committee;
• c. Gliding Operations Committee;
• d. Membership & Screening Committee;
• e. Honours & Awards Committee;
• f. Public Communications Committee; and
• g. Special Events Committees -
  • i. Effective Speaking Competition Committee,
  • ii. Golden Falcon Committee,
  • iii. Summer Training Selection Board Committee,
  • iv. Wing Commander Cooper Drill Competition Committee, and
  • v. Glen Elwood Drill Competition Committee.

1. The Sponsor Relations Committee (SRC) shall:

• a. Consist of a Chairperson named by the Chairperson of the Air Cadet League of Canada (Manitoba) Inc. (ACL (MB) Inc);
• b. Consist of sufficient numbers of other directors or active members, appointed by the Chairperson of the SRC, to liaise with each of Manitoba's Squadron Sponsoring Committees (SSC);
• c. Be responsible for - (Annex A)
  • i. advising the SSC in the routine operation of the organization;
  • ii. communicating regularly with each SSC and visiting a minimum of two times each training year;
  • iii. assisting in training new SSC members;
  • iv. assisting the SSC, when possible, in identifying new candidates for enlistment as committee members, as CIC officers or as Civilian Instructors; and
  • v. acting as an intermediary in the resolution of problems or conflicts.
• d. Develop strategies to improve membership relations at SSC level such as:
  • i. to increase membership and member involvement; and
  • ii. to improve membership awareness of services available;
• e. Submit written reports to the Board of Directors at each monthly meeting of the Board; and
• f. Submit a written report to the general membership at every Annual General Meeting.

1. The Fund Raising Committee (FRC) shall:

• a. Consist of a Chairperson named by the Chairperson of the ACL (MB) Inc.;
• b. Consist of other directors or active members, appointed by the Chairperson of the FRC, for a total of not more than five (5) members;
• c. Be responsible for developing a fund raising strategy and initiatives directed towards generating revenue for the administration and operation of the ACL (MB) Inc. Such activities should not be in conflict with National and LSC fund raising activities;
• d. Submit written reports to the Board of Directors at each monthly meeting of the Board; and
• e. Submit a written report to the general membership at every Annual General Meeting.

1. The Gliding Operations Committee (GOC) shall:

• a. Consist of a Chairperson named by the Chairperson of the ACL (MB) Inc.;
• b. Consist of other directors or active members, appointed by the Chairperson of the GOC, for a total of not more than five (5) members;
• c. Advise the Board of Directors on matters affecting Air Cadet gliding operations, flight safety and aircraft insurance;
• d. Represent the ACL (MB) Inc. on the Board of Directors of the Manitoba Soaring Council;
• e. Co-manage Provincial flying operations and Provincial equipments in cooperation with the Regional Cadet Air Operations Officer;
• f. Submit written reports to the Board of Directors at each monthly meeting of the Board; and
• g. Submit a written report to the general membership at every Annual General Meeting.

1. The Membership Screening Committee (M&SC) shall:

• a. Consist of a Chairperson named by the Chairperson of the ACL (MB) Inc.;
• b. Consist of other directors or active members, appointed by the Chairperson of the M&SC, for a total of not more than five (5) members;
• c. Develop and maintain a provincial and squadron data base containing selective information and up to date mailing list; to include Directors, SSC Chairpersons, Finance members and Commanding Officers;
• d. Develop a provincial membership campaign to attract new members to the Manitoba Provincial Committee;
• e. Submit written reports to the Board of Directors at each monthly meeting of the Board; and
• f. Submit a written report to the general membership at every Annual General Meeting.

1. The Honours and Awards Committee (HAC) shall:

• a. Be structured with the immediate past Chairman of the ACL (MB) Inc. as the Chairman of the HAC;
• b. Consist of Past Chairpersons of the ACL (MB) Inc. appointed by the Chairman of the HAC, for a total of not more than five (5) members;
• c. Be responsible for the screening and recommendation of nominees for National Honours and Awards;
• d. Be responsible for the selection of recipients of Provincial Honours and Awards that are listed in ANNEX D;
• e. Be responsible for the care and maintenance of all of ACL (MB) Inc. trophies, plaques, etc. and the selection and provision of ‘keeper’ trophies or plaques for award recipients;
• f. Submit written reports to the Board of Directors at each monthly meeting of the Board; and
• g. Submit a written report to the general membership at every Annual General Meeting.

1. The Public Communications Committee (PCC) shall:

• a. Consist of a Chairperson named by the Chairperson of the ACL (MB) Inc.;
• b. Consist of other directors or active members, appointed by the Chairperson of the PCC, for a total of not more than five (5) members;
• c. Advise the Board of Directors on matters of public communication;
• d. Oversee the publishing of ACL (MB) Inc. bulletins and media releases;
• e. Operate and maintain an Internet Web Site dedicated to information for and use of ACL (MB) Inc. members; and
• f. Publish a Newsletter to inform members of topical programs and events.

• a. Consist of a Chairperson named by the Chairperson of the ACL (MB) Inc.;
• b. Consist of other directors or active members, appointed by the Chairperson of the ESCC, for a total of not more than five (5) members;
• c. Be responsible for the planning, administration and operation of the Effective Speaking Competition;
• d. Submit written reports to the Board of Directors at each monthly meeting of the Board when the committee is active; and
• e. Submit a written report to the general membership at every Annual General Meeting.

• a. Consist of a Chairperson named by the Chairperson of the ACL (MB) Inc.;
• b. Consist of other directors or active members, appointed by the Chairperson of the GFC, for a total of not more than five (5) members;
• c. Act as liaision with the host squadron of the Golden Falcon Competition for planning and administration;
• d. Submit written reports to the Board of Directors at each monthly meeting of the Board when the committee is active; and
• e. Submit a written report to the general membership at every Annual General Meeting.

• a. Consist of a Chairperson named by the Chairperson of the ACL (MB) Inc.;
• b. Consist of other directors or active members, appointed by the Chairperson of the STSBC, for a total of not more than five (5) members;
• c. Be responsible for the planning, administration and operation of the Summer Training Selection Boards;
• d. Submit written reports to the Board of Directors at each monthly meeting of the Board when the committee is active; and
• e. Submit a written report to the general membership at every Annual General Meeting.

• a. Consist of a Chairperson named by the Chairperson of the ACL (MB) Inc.;
• b. Consist of other directors or active members, appointed by the Chairperson of the CDCC, for a total of not more than five (5) members;
• c. Be responsible for the planning, administration and operation of the Wing Commander Cooper Drill Competition;
• d. Submit written reports to the Board of Directors at each monthly meeting of the Board when the committee is active; and
• e. Submit a written report to the general membership at every Annual General Meeting.

• a. Consist of a Chairperson named by the Chairperson of the ACL (MB) Inc.;
• b. Consist of other directors or active members, appointed by the Chairperson of the GEDCC, for a total of not more than five (5) members;
• c. Be responsible for the planning, administration and operation of the Glen Elwood Drill Competition;
• d. Submit written reports to the Board of Directors at each monthly meeting of the Board when the committee is active; and
• e. Submit a written report to the general membership at every Annual General Meeting.

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1. It is recognized that the Officers, Directors, Advisory Board members and Sponsoring Committee Chairpersons of the Air Cadet League of Canada (Manitoba) Inc. may be required to:

• a. Use their personal motor vehicle (PMV) in support of the day to day business activities of the Corporation. These activities may include, but are not necessarily limited to, attendance at monthly Board of Director meetings, Executive Committee meetings and Sponsor/Squadron visits; and
• b. Purchase meals (per diem) if they are conducting Corporation business outside of their town/city of residence. This would typically involve a visit to a rural sponsor or squadron.

2. This policy is applicable to a member who is conducting the day to day business of the Corporation within the Province of Manitoba. All Officers, Directors, Advisory Board members and Squadron Sponsoring Committee Chairpersons will be eligible to receive:

• a. A PMV expense allowance, payable at the rate set by the Executive Committee, for mileage incurred in support of the day to day business activities of the Corporation. Trips less than 16 Km may not be claimed.
• b. Reimbursement of per diem expenses incurred, payable at the rate set by the Executive Committee, for breakfast, lunch and supper while conducting the day to day business of the Corporation. The member must be in travel status over the applicable meal hour to claim the per diem expense.

3. The rates set by the Executive Committee will normally equal the current mileage and per diem rates set by the Government of Canada. Compensation will be in the form of a Charitable Donations Tax Receipt in the value of the expenses claimed and will be accomplished through an exchange of cheques between the member and the corporation.

4. The following procedures will be utilized for claiming expenses:

• a. The member will submit an Expense Claim and personal cheque in the amount of the expense claim;
• b. The Corporation will, on receipt of the above issue a cheque, to the member, in the amount of the claim. The Corporation will also issue a Charitable Donation Tax Receipt to the member, in an amount equal to the value of the member's personal cheque;
• c. Expense claims will normally be submitted:
  • i. by 31 August, the end of of the fiscal year for claims coinciding with the Corporation's fiscal year; and
  • ii. by 31 December, the end of the taxation year for claims coinciding with the Government of Canada's Taxation year; and
• d. The Expense Claim Form is available in MS Excel Format from the Treasurer or on the ACL(MB) web site.
• e. The current Government of Canada travel rates are available on the internet.
• f. Government of Canada per diem meal allowances are available on the internet.

Correspondence will normally utilize the Corporation's letterhead which is available in the MS Word format.

Correspondence may be signed by the drafter over that individual's position in the Corporation. However, any correspondence of a negative nature will be personally signed by the Chairperson of the Corporation.

There is no set format for Corporation correspondence.

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1. The Air Cadet League of Canada and the Air Cadet League of Canada (Manitoba) Inc. welcomes a large number of volunteers at the Squadron level and in the Air Cadet Program as a whole.

2. The Air Cadet League of Canada and its partner, the Department of National Defence (DND) jointly supports the Royal Canadian Air Cadets, a premier youth organization. The Air Cadet Program is a comprehensive program, which is run in a structured, disciplined and safe manner. In this context, it is important to ensure that all volunteers are:

• * appropriately selected,
• * initially supervised,
• * well-intended,
• * offer skills which add value and complement the program, and
• * are good role models, for Air Cadets.

3. Knowing the volunteers, their skills and talents, and their intended contribution is very important to the Squadron Officers, staff and Sponsoring Committee. A team effort produces the best results for the greater benefit of the Air Cadet Movement.

4. It should be understood that the League's responsibilities for civilian volunteers complement those of DND and are of a supporting nature. The Commanding Officer and his/her supporting staff have command and control of the Cadets and are responsible for supervision of the training program.

5. In order to be properly acquainted with the members and volunteers of the League, certain information is required. Participants are asked to complete the Member Registration and Information Form and Position Description & Risk Assessment Questionnaire. Depending on the member's assigned duties and responsibilities an interview with ACL (MB) Inc. representatives may be required. For positions of trust, such as Treasurer or Fund Raising Chairperson, and in situations where an individual may be in contact with cadets, additional information and references may be requested, including a Canadian Police Information Centre (CPIC) check. The screening system is a graduated process based on the member's level of involvement with the cadets and the duties and responsibilities assigned.

6. The complete process for recruiting and screening a volunteer is contained in the ACL Registration and Screening Handbook (Provincial) and the ACL SSC Screening Coordinator (Squadron) Handbook, both are available on the ACL(MB) web site.

1. Should an appicant be deemed unsuitable for involvement in the Air cadet Program at any level, s/he will be advised by letter by use of the following letter format. The letter should be sent by Registered mail to ensure delivery.

1. In the event of an appeal the ACL (MB) Chairperson shall institute an Appeal Panel to hear the appeal and render a decision to uphold, modify, or overrule the previous decision (see ANNEX B).

1. We all understand that sexual misconduct and harassment have no place in our youth movement and our organization per se. We also realize that we live in litigious times. As well, we appreciate that there are no statutes of limitations to bring certain acts of misconduct before the courts. In a West Coast case involving misconduct that took place in the 1970s, serious ramifications were uncovered. Indeed in the criminal legal case(s), the court seemingly held the Navy League, along with CF/DND, liable for Corps Officers' sexual misconduct because the Navy League signatories on the CF324s (Personnel Transaction) and CF574s (Enrolment) did recommend the individual(s) for appointment(s) as COs or for Promotions.

2. There was some serious opinion that the National Navy League could have been forced into bankruptcy when these civil suit judgment(s) were handed down. Fortunately this did not happen. However, there is a need to use new caution when the Squadron Sponsoring Committee Chair and the League Representative enter comments and sign their blocks on the CF 324s and CF574s. Legal opinion has been obtained as to the advisability and approach to take on the subject of signing the subject forms. There are two aspects to consider:

• a. Concerning the narrow question of commenting on appointments & promotions, the legal opinion confirms that the signer should set out the extent that s/he knows the person (or more likely doesn't know him/her). The Sponsoring Committee Chair is most likely to have had contact particularly if the endorsement relates to a promotion, if so then the signer should elaborate on the relationship. So, remember to:
  • i. Use comments that protect the cadets and the organization, as needed. For example:
    • * "Mr. Bloggins has not shown maturity while employed as a CI."
    • * "A thorough background check is recommended on Mr. Bloggins."
    • * "Noted. No known objection to enrolling Mr. Bloggins, referred to the CF for screening."
    • * "I have no objection to Capt Bloggins being appointed CO, but it is solely a CF decision."
    • * Capt Bloggins is not recommended as CO (or for promotion). I would be available to discuss;
  • ii. Explain the limitations of your recommendation (extent of knowledge of and contact with the individual), remain neutral if warranted, and endorse with due caution, e.g., only seen him/her on parade nights;
  • iii. Remember that your positive comments do not have overriding importance as the final decision is the military partner's.

#With respect to the broader question of whether the League and its members will be held responsible by the court in future cases. It rests with the issues of trust, responsibilities, negligence and due diligence. These take over beyond the acts of signing forms.

Here are the words of the legal advisor:

"The nature of liability of an organization for harassment or abuse by individuals in its employ of children or youths (hereafter collectively referred to as "children") in its care is based both on the concepts of breach of trust and negligence. Breach of trust because the children (and perhaps their parents) are found to have trusted the organization and the individual(s) to act in the best interests of the children, and not to abuse the trust that was bestowed upon them. Negligence because (usually) the organization, while not participating or perhaps even knowing about the abuse, failed to take reasonable steps either to prevent its occurrence, or to react to reports following an occurrence."

And,

"To determine liability, the organization will have its entire operations scrutinized to see if, with the benefit of hindsight, there was something it could have done that it didn't do, or something that it did which it should not have done to prevent the occurrence. The analysis will be a much broader one than its role in recruitment and promotion of officers. That said, it still would appear prudent to follow the following rules:

* Don't make a comment about a particular candidate unless you have something to say which is based upon first hand evidence. In particular, do not allow the need for scarce officers (I make that assumption here) to be appointed to such positions to cause the organization to endorse candidates about which it doesn't know anything, or not very much in order to speed the filling of the post.

* Make it clear what the limits of the organization's knowledge are. E.g. "From a brief period of working together 5 years ago..."

* If there are any concerns at all about the suitability of a candidate in leading youngsters, say so. It is this role that I expect the League is uniquely well suited to comment as a member of the Partnership. Make such comments following a full canvassing of those who have had contact with the candidate, particularly in promotion cases where the candidate is well known to the League.

* If in doubt, err on the side of caution, and recommend more investigation.

* If complaints are received, investigate them thoroughly, and act accordingly."

3. It bears repeating, that this is a departure from the previous resounding endorsement of most if not all candidates on most forms, but legal caution is required. Firstly, the entries should serve the purpose of cautioning the RCSU CO when reservations on the individual being considered are held, and secondly, to make non-compromising comments when no reservations need to be expressed. In other words, if you need to protect the cadets, say what needs to be said. If you have no present reservations, use cautious words. We enjoin you to follow the above guidance to enable our Manitoba organization to provide the protection our cadets and members deserve.

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1. The Air Cadet League of Canada (ACL) and the Department of National Defence (DND) are jointly responsible for the identification of Air Cadets to participate in National Summer Training Courses (NSTC). For more than fifty years the civilian and military partnership has promoted the well being of Canadian Youth through their support of a number of challenging training opportunities. The NSTC that utilize all or portions of this selection process are as follows:

• * Advanced Aviation Technology – Airport Operations
• * Athletic Instructor
• * Glider Pilot
• * International Air Cadet Exchange
• * Power Pilot
• * Senior Leaders
• * Survival Instructor
• * Technical Training

The purpose of the program is to formalize the fundamental elements of the processes that are effectively employed in Manitoba to select qualified Air Cadets to participate in each of these courses. The processes were developed to meet two goals: one, to provide a consistent and fair method of selecting cadets; and two, to furnish the maximum objective scoring system to reduce or eliminate inconsistencies. Some subjectivity remains, but it is reduced to the minimum level possible while allowing some discretion for unique circumstances.

1. The program to select Air Cadets to participate in NSTC is complex and involves all levels of the ACL; national and regional, as well as, local involvement by the Canadian Forces. Despite its complexity the process is cooperative and all involved subscribe to ensuring a fair and transparent program with equal access to all qualified cadets.

2. The full program is explained in the Summer Training Selection Manual.

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1. Public Communications for the ACL (MB) Inc. is actioned through three processes:

• a. An Internet Web Site;
• b. A Newsletter; and
• c. Media Releases.

2. An Internet Web Site is maintained as a sub-site of the National Web Site. The Manitoba Site will provide information in three categories; information for League members; information for Manitoba Air Cadets; and information for the general public.

3. A Newsletter will be published three times each year and will include topical information relevant to the Manitoba Air Cadet Program.

4. Media Releases will be developed from time to time to bring information about the Manitoba Air Cadet Program to the attention of interested members of the community.

1. Guidelines for public relations and dealing with the media are offered in the Air Cadet League Public Relations Handbook available on the Air Cadet League of Canada web site. As well as, from the Region Cadet Support Unit (Prairie) Media Relations Handbook available on the RCSU (P) web site.

2. The role of Public Relations has three basic responsibilities, these are:

• * To promote the organization in order to facilitate acceptance, fund raising and recruiting.
• * To represent the squadron at community activities.
• * To communicate to the media, Cadet achievements, activities or incidents.

3. The latter of these responsibilities, particularly in the event of a crisis, can require pre-planning and organization. Communication efforts can initially be expected to be intense. Therefore, it is recommended that a procedure be set up between the Commanding Officer and the SSC - Chair to ensure an appropriate and joint response mechanism is available in the event of a serious accident or fatality. A team approach will share the workload that will be required in the early phase of a crisis. In particular, one spokesperson should be agreed upon to deal with the media and update them regularly. Others can serve as supporters to assist in collecting and logging information. If the incident happened during an authorized cadet activity, the CF will become the leading agency and will conduct an investigation of the incident.

4. The Commanding Officer has a required check list of actions s/he must action to the designated DND offices. To ensure the ACL has the necessary information to complete their required responses, the SSC Chair must also complete the following:

• * Inform the Provincial Office of the incident immediately and update them regularly;
• * Contact the Provincial League Public Relations representative and seek assistance, if necessary;
• * Prepare a simple accurate news release in conjunction with the Commanding Officer; include only factual information, NEVER speculate as to the cause or details. Review the contents of your release with the Provincial League Public Relations representative;
• * Do not release the names of victims until the next of kin are informed. Respect personal privacy. Do not release personal information like home addresses or telephone numbers;
• * In conjunction with the Commanding Officer, keep a log of information that has been released and the names of reporters and the media they represent that you have spoken to;
• * NEVER speculate about the cause of a crisis, the amount of damage, or the effect on the squadron. These facts will be established by the follow up investigation, the police and/or other officials and should only be released after the investigations are complete or on the advice of higher authority;
• * The media will check all their own sources, hospitals, fire, police, witnesses, neighbours and any others who can give impressions. You can prevent hearsay information from being reported by providing clearly accurate and adequate information as quickly as possible; and
• * Provide regular updates and follow up coverage.

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1. Badges, mottos and names have become essential parts of the identifying accoutrements for any large group of people who must be broken up into smaller groups, such as an Air Cadet Squadron; they are the organization’s identifiers and rallying symbols. Prior to the year 2000 all Air Cadet Badges, mottos and names were approved by NDHQ Ceremonial with no cost accruing to the individual squadrons. Due to the reorganization and down sizing of the NDHQ, cadet badges are now approved by the individual Leagues. This involves the graphic development of the badge and sanctioning the motto and name. The design is handled by contract managed by the National Office of the League and the cost of this service is charged to the squadron.

2. The cost of developing a squadron badge can be several hundred dollars thus badges should be limited to simple designs and a limited number of colours. The Provincial Committee has set in place a program to assist squadrons in covering the costs of badges by allocating a fund of up to $1000 each year. Priority will be given to those squadrons that do not have a badge, then to those who wish to modify their present badge.

3. When a squadron wishes to apply for a new squadron badge or a change to a squadron motto or name, the squadron will submit a sketched copy of the proposed-design, using the badge frame in Annex D, to the Provincial Office who will then seek approval from the ACL for the proposed-design. This process is necessary to confirm that the proposed-design is suitable and has not been previously allocated for another squadron. The National League Office will advise the Provincial Office when they accept the design proposal and a copy of the final artistic rendering will be forwarded to the squadron for their approval. When the squadron sanctions the depiction of the badge, it will be returned to the National League Office for formal endorsement.

4. The squadron badge is an important symbol which provides a unique emblem for each Air Cadet squadron. All units are encouraged to develop an appropriate design representing their association to their community, squadron’s history or sponsor.

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1. In keeping with the principles and practices of the Harassment and Abuse Prevention Policy, such allegations are to be handled following these recommended procedures. For convenience of this procedure, the term "Complainant" is used to refer to the person who experiences harassment, even though not all persons who experience harassment will make a formal complaint. The term "Respondent" is used to refer to the person against whom a complaint is made.

1. This procedure does not prevent an appropriate person having authority from taking immediate, informal, corrective disciplinary action in response to behaviour that, in their view, constitutes a minor incident of harassment.

1. A person who experiences harassment is encouraged to make it known to the harasser that the behaviour is unwelcome, offensive and contrary to the policies of the ACL (MB).

2. If confronting the harasser is not possible, or if after confronting the harasser the harassment continues, the Complainant should request a meeting with an Official of the ACL (MB). For the purposes of this Policy, an "Official" is any ACL (MB) Liaison Member, Board Member or other individual occupying a position of authority within the ACL (MB).

3. Once contacted by a Complainant the role of the Official is to serve in a neutral, unbiased capacity in receiving the complaint and assisting in its informal resolution. If the Official considers that he or she is unable to act in this capacity, the Complainant will be referred to another suitable ACL (MB) Official.

4. Where a person believes that a director, officer, employee, volunteer or member of the ACL (MB) has experienced or is experiencing harassment and reports this belief to an Official, the Official will meet with the person said to have experienced harassment and proceed in accordance with these procedures.

5. Where an Official believes there is sufficient evidence to warrant laying a formal complaint but the Complainant does not wish to do so, the Official may lay a formal complaint and proceed in accordance with these procedures.

1. The ACL (MB) recognizes the sensitive nature of harassment matters and in particular, the difficulties associated with coming forward with a complaint of harassment and with being accused of harassment. The ACL (MB) recognizes the interests of both the Complainant and the Respondent in keeping any matter being dealt with confidential, except where disclosure is required by a disciplinary proceeding or by-law.

1. There are three possible outcomes to a meeting of Complainant and Official:

• a. It may be determined that the conduct does not constitute harassment as defined in this policy, in which case the matter will be closed;
• b. The Complainant may decide to pursue an informal resolution of the complaint, in which case a mediator as agreed to by both the complainant and the respondent will assist the two parties to negotiate or mediate an acceptable resolution of the complaint; or
• c. The Complainant may decide to lay a formal written complaint, in which case the Official will receive the written complaint and will advise the Executive Committee of the ACL (MB) who will appoint an independent individual to conduct an investigation of the complaint.

2. Ideally, the Investigator should be a person experienced in harassment matters and investigation techniques. The Investigator shall gather facts surrounding the incident by speaking directly with the complainant and the person against whom the complaint is made (the "respondent"), and any witnesses who, in the opinion of the Investigator, might have relevant facts or observations about the incident. The respondent shall also be given the opportunity to provide a written statement to the Investigator.

3. The Investigator will carry out the investigation in a timely manner and at the conclusion of the investigation will submit a written report to the Executive Committee which will include a recommendation that:

• a. No further action be taken because the complaint is unfounded or the conduct cannot reasonably be said to fall within the ACL (MB)'s definition of harassment; or
• b. The complaint has merit and should proceed to an appointed Panel for a hearing.

4. The Executive Committee may determine that the alleged conduct is of such seriousness as to warrant suspension of the individual pending the hearing and decision of the Panel.

5. Within 10 business days of receiving the written report of the Investigator that recommends that there be a hearing, the Executive Committee will appoint three individuals to serve as a Panel. The Panel shall consist of at least one male and one female.

6. At the discretion of the Executive Committee, the investigation may be waived and a Panel appointed within 10 business days of receipt of a formal complaint.

1. The Panel will hold the hearing as soon as possible, but not more than 15 business days after the Panel have been appointed.

2. The Panel will govern the hearing as it deems appropriate in the circumstances, provided that:

• a. Members of the Panel shall select from among themselves a chairperson;
• b. A quorum shall be all three Panel members;
• c. Decisions shall be by majority vote where the chairperson carries a vote;
• d. The parties may be accompanied by a representative;
• e. The hearing will be held in private;
• f. The parties will be given 10 business days written notice of the day, time and place of the hearing;
• g. The Respondent will receive a copy of the formal complaint;
• h. The Complainant and Respondent will each receive a copy of the Investigator's report;
  • i. Both the Complainant and Respondent will be present at the hearing to respond to the Investigator's report, give evidence and to answer questions of the Panel. The hearing may proceed in the absence of either or both parties;
• j. The Investigator may attend the hearing at the request of the Panel;
• k. The Panel may request that witnesses to the incident be present or submit written evidence;
• l. Once appointed, the Panel has the authority to abridge or extend timelines associated with all aspects of the hearing; and
• m. In event that one of the Panel's members is unable or unwilling to continue with the hearing, the matter will be concluded by the remaining two Panel members who will make their decision unanimously.

3. In order to keep costs to a reasonable level the Panel may conduct the hearing by means of a telephone conference.

1. As soon as possible but in any event within 10 business days of the conclusion of the hearing, the Panel will provide its recommendations to the Executive Committee with a copy provided to both the Complainant and Respondent. The decision will contain:

• a. A summary of the relevant facts;
• b. A determination as to whether the acts complained of constitute harassment as defined in the Harassment and Abuse Prevention Policy;
• c. Recommended disciplinary action against the Respondent, if the acts constitute harassment; and
• d. Recommended measures to remedy or mitigate the harm or loss suffered by the Complainant, if the acts constitute harassment.

2. If the Panel determines that the allegations of harassment are false, vexatious, retaliatory or frivolous, its report may recommend that there be disciplinary sanctions against the Complainant.

3. Unless the Executive decides otherwise, any disciplinary sanctions applied shall take effect immediately.

4. Both the Complainant and Respondent shall have the right to appeal the decision and recommendations of the Executive Committee.

1. When recommending appropriate disciplinary action, the Panel shall consider factors such as:

• a. The nature and severity of the harassment;
• b. Whether the harassment involved any physical contact;
• c. Whether the harassment was an isolated incident or part of an ongoing pattern;
• d. The nature of the relationship between the complainant and respondent;
• e. The age of the complainant;
• f. Whether the respondent had been involved in previous harassment incidents;
• g. Whether the respondent admitted responsibility and expressed a willingness to change; and
• h. Whether the respondent retaliated against the complainant.

2. In recommending disciplinary sanctions, the Panel may consider the following options, singly or in combination, depending on the nature and severity of the harassment:

• a. Verbal apology;
• b. Written apology;
• c. Letter of reprimand;
• d. A fine or levy;
• e. Referral to counselling;
• f. Removal of certain privileges of membership or employment;
• g. Temporary suspension with or without pay; or
• h. Termination.

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1. The Air Cadet League of Canada (Manitoba) Inc. recognizes the members and groups of members who contribute to the ongoing goals of the Manitoba Air Cadet Program. The honours and awards are grouped into four categories: Individual awards; Squadron awards; Individual cadet awards; and Air Cadet Competition awards.

1. Individual member awards are in recognition of individuals who provide outstanding service for the betterment of the air cadet program:

• Awarded to exceptional individuals in recognition and appreciation of their many years of service and/or their significant contribution to the objectives of the ACL (MB) Inc.(see article 385).

• Awarded to the most active, supportive and effective Sponsor.

1. Squadron awards are in recognition of organizations who provide outstanding service for the betterment of the air cadet program:

• Awarded to the most proficient squadron in Manitoba during the previous training year;

• Awarded to the most active squadron in Community Involvement;

• Awarded to the most proficient rural squadron in Manitoba;

• Awarded annually to the squadron in Manitoba that recruits and retains the largest number of cadets.

• Awarded to the most improved squadron in Manitoba;

Individual cadet awards are in recognition of cadets who excell on various training programs:

• Awarded to the top Manitoba air cadet on the Senior Leader's Course;

• Awarded to the top Manitoba air cadet on the Power Pilot Course;

• Awarded to the top Manitoba air cadet on the Glider Pilot Course;

• Awarded to the top Manitoba air cadet on the Glider Pilot Course;

• Awarded to the top Northern Manitoba air cadet on the Glider Pilot Course;

• Awarded to the top Manitoba air cadet on the Technical Training Courses.

• Awarded to the top Manitoba air cadet on the Introduction to Leadership Course;

Air Cadet Competition Awards are in recognition of those squadrons or groups of cadets who are determined to be the winners of the noted competitions:

• Annual Drill competition for Winnipeg air cadet squadrons;

• Annual Drill and Sports competition between all Manitoba squadrons;

• Annual Drill competition for rural Manitoba squadrons;

• Annual Effective Speaking Competition for Manitoba Air Cadets.

The Air Cadet League of Canada (Manitoba) Incorporated, Distinguished Service Award is limited to individuals who have been members of the Air Cadet League of Canada for at least ten years and who have had, in the opinion of the selection committee, a significant and continued impact on the advancement of the Air Cadet Program through development, instruction, service or a combination of the three over an extended period of time.

The award will consist of a certificate with the citation specified by the selection committee and approved by the ACL (MB) Executive Committee.

The award is granted without regard to age, sex or nationality. The award need not be given each year.

Members with suitable qualifications may be nominated to the Honours and Awards Committee no later than 1 August of each year. Nominations, in letter format, must be signed by at least two members of the Provincial Committee and should include a narrative outlining the nominee’s contribution. A nomination for the distinguished service award that is not awarded will remain for 3 years.

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1. The following are subjects that Sponsor Relation Committee (SRC) members should discuss with their Squadron Sponsoring Committee (SSC) members.

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As a matter of legal principle and sound governance practice, every membership process should have an appeal procedure available to applicants who are declined. In the absence of such a procedure, the unsuccessful candidate’s recourse would be to the courts.

Appeal procedures must be governed by the principles of natural justice; the most important are the right to notice of all steps in the procedure, to be aware of the reasons for the decision, to be privy to any evidence offered against their acceptance, and to have the opportunity to respond. The process must be fair and open, and free from bias on the part administrators involved in original decision, as well as those paticipating in the appeal.

Accordingly, the following procedures will apply should an applicant who has been declined appeal the decision:

• 1. When an applicant is declined, they should be advised in writing and informed that they have the right to appeal the decision. The request to appeal must be in writing, addressed to a correspondent identified in the notice to decline, and submitted within 15 days of receipt of the notice.
• 2. If a request to appeal is received, a panel of three persons will be named to hear the appeal. In addition to the panel members, a recording secretary will be present and the Manitoba Provincial Committee, Registration and Screening Committee Chairperson will be be available to present his or her reasons.
• 3. The appeal panel members would normally include the delegated Panel Chairperson and at least one other member of the Provincial Committee Executive Committee, and another person with suitable qualifications, including a thorough knowledge of the registration and screening process. The Manitoba Provincial Committee Chairperson will refrain from participating in the case in the event he or she is required to deal with a subsequent challenge to the results of the appeal.
• 4. A time and place should be set for the appeal hearing and sent to the appellant in writing. A convenient time should be negotiated – the panel cannot set an arbitrary date. The appellant should be permitted at least one adjournment, if personal or professional circumstances prevent their attendance.
• 5. The appellant should be notified of the reason for declining his or her application, so that they can come to the appeal prepared to address the concerns or ruling of the Registration and Screening Committee. They should also have the opportunity to bring witnesses to support their position.
• 6. Both parties to the appeal are given the opportunity to present their case and to cross examine the other party. Each is also permitted to summarize their positon for the panel members.
• 7. The panel should then deliberate in camera and determine a decision to uphold, modify, or overrule the decision of the Registration and Screening Committee. They may call the Registraton and Screening Committee Chairperson to particate in their delberations as an expert advisor, if they wish.
• 8. The appellant should be recalled to hear the decision of the panel. In extraordinary circumstances, the panel may choose to notify the appellant at a future date, but in a matter such as this, it would be respectful of everyone’s time to deal with the matter as soon as possible. If conditions are to be imposed on the appellant’s registration, as a result of modifying or overruling the decision of the Registration and Screening Committee, the appelant should be given appropriate time to consider them and agree (or not).
• 9. A written copy of the decision of the panel should be sent to the appellant, as soon after the appeal has been held as possible.
• 10. A written record of the appeal, together with any written or documentary evidence, should be retained in a secure file by the Provincial Committee and copies to National for their data base.

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