ASSOCIATION OF ALBERTA FOREST MANAGEMENT PROFESSIONALS (AAFMP)
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1 ASSOCIATION OF ALBERTA FOREST MANAGEMENT PROFESSIONALS (AAFMP) STRATEGIC PLAN October 016
2 Table of Contents INTRODUCTION 3 HISTORY 3 STRATEGIC PLANNING 3 CURRENT MISSION AND VISION 3 STRENGTHS OF AAFMP 4 WEAKNESSES OF AAFMP 5 STRATEGIC INITIATIVES 8 APPENDIX 1 FLOWCHARTS OF STRATEGIC INITIATIVES 16 OVERALL STRATEGY 16 STRATEGIC INITIATIVE 1 17 STRATEGIC INITIATIVE 18 STRATEGIC INITIATIVE 3 19 STRATEGIC INITIATIVE 4 0 POLICY DEVELOPMENT DOCUMENT INITIATIVES ERROR! BOOKMARK NOT DEFINED. #00, Street Edmonton, AB, Canada T5H X6
3 Introduction This strategic plan has been initiated and endorsed by the Joint Council of the Association of Alberta Forest Management Professionals. A strategy session was facilitated by Larry Thiessen in a special joint council meeting on June 7, 016 and provides the direction for the strategic plan. This plan is intended to guide the strategy and management of the organization through the merger process and into the new paradigm of natural resource management professional legislation. History The Colleges of Alberta Professional Foresters and Alberta Professional Forest Technologists have committed to a merger of the two Colleges as a necessary first step in the evolution of professional legislation. The merger question was put to the membership in February of 014 and a clear mandate to proceed with the merger was provided (90% in favour for CAPFT and 80% in favour for CAPF). One of the early initiatives of the Colleges was to consider a broader organization that included other natural science professions. The concept was presented to Alberta Institute of Agrology (AIA), Association of the Chemical Profession of Alberta (ACPA) and Alberta Society of Professional Biologists (ASPB). There was strong support from ACPA, interest expressed from ASPB and no interest from AIA. A Terms of Reference was signed in March 014 for a committee of the four interested parties (ACPA, ASPB, CAPF, and CAPFT) to explore the potential for a broader Natural Resource Science Association to be established through umbrella legislation. Although all groups recognized the potential benefit, there was no consensus on an acceptable organizational structure and discussions were discontinued in September 014. The forestry Colleges have maintained an inclusive philosophy and would continue discussions if the other parties show continued interest in moving forward. With strong support for a merger of the forestry colleges it was determined that the colleges should begin to think and act as one Association and begin to build their culture as a single entity. A marketing firm (Incite Marketing) was engaged to help the colleges build an identity and strengthen their raison d étre. The Association of Alberta Forest Management Professionals (AAFMP) was born and two colleges, while meeting their legislative and fiduciary responsibilities of their respective colleges, have effectively moved forward as the AAFMP. Strategic Planning Current Mission and Vision The current Mission and Vision Statements of AAFMP are: Mission Statement: Serving Albertans by; regulating, enhancing, and promoting forest stewardship and professional practice. #00, Street Edmonton, AB, Canada T5H X6 3
4 Vision Statement: Forest Stewardship is practiced by regulated professionals who endeavor to maintain the highest professional standards of practice and levels of competence. The June 7,016 strategy session of the Joint Council considered the future of AAFMP and what the Association aspires to be. The Council answered the question: Where is there? by thinking about what the Association would be if we achieved our vision for AAFMP. Joint Council answered the question; Where is there? AAFMP is a relevant, merged, functioning association, AAFMP is a competent, professional Association whose Registered Members are participants in a world of ecosystem services, AAFMP serves the public interest by being a regulatory body, AAFMP is sustainable, has public trust, and is relevant. AAFMP embraces diversity, is credible to the public, and recognized by other professions as a credible, trusted organization which serves the public trust by regulating its members in the interest of Albertans. Joint Council considered the current status of the Association by examining the strengths and weaknesses of the Association; Strengths of AAFMP The strategy session identified the following strengths of AAFMP We have established a culture for AAFMP by; Creating momentum for change, Developing an effective model for governance based on discussions with other professional forestry organizations across the country and guidance from professional members within AAFMP. We have initiated significant stakeholder engagement through; Establishing a dialogue and collaboration with other PRO s, Expanding our reach towards First Nations and Metis groups. Working towards a broader marketing plan and recognizing the power of social media, Engaging our public members, Communicating with our members, Connecting with other forestry organizations (e.g., ABCFP, OPFA, and CIF). We have delivered a strong program of self-regulation through; A well-defined discipline process, A clear process for continuing competence, Adherence to provincial professional legislation, Demonstrating a high level of fiscal responsibility. #00, Street Edmonton, AB, Canada T5H X6 4
5 We have improved membership services through; Adding value to our membership by providing workshops, open communication, etc., Being open and transparent to membership and external stakeholders, Improving communication and relationships with the post-secondary education institutions that offer forestry programs within the Province. Creating linkages to our new graduates. Weaknesses of AAFMP The merger proposal is in jeopardy due to; Lack of GOA understanding of the relevance of the required renewed definition of the profession, Timeline of merger is taking too long and we are losing membership momentum, Failure to respond in a timely fashion to issues on forest management, Lack of legal legitimacy [of AAFMP], There is a lack of communication to the public in general and there is little public knowledge on who we are and what we do, CC Program and Restricted Activities are complicating merger discussions, False perception on what we re trying to accomplish. Resources are scarce; Lack of human resources; volunteer time is being tapped out, Economic downturn in the Province, Lack of commitment from educational institutions with respect to professional legislation and purpose. Government; Fear of change; Alberta Agriculture & Forestry and Alberta Labour, Alberta Environment and Parks, and Alberta Energy Regulator, Perspective (and acceptance) of government on the definition of the practice of forestry, New AB Government is currently reorganizing and on a steep learning curve on these issues, Slow legislative process, No clarity on Government role on regulatory bodies, Government priorities; we are not priority and priorities are unclear, Have not achieved a results vs process based approval system. Membership Negative attitude toward AAFMP from the membership; what can the College do for me? Lack of understanding about AAFMP from potential membership; what can the College do for me? Loss of relevance due to reluctance of AL to accept change. #00, Street Edmonton, AB, Canada T5H X6 5
6 Age class distribution of membership aging membership. Self/Organization: Lacking a viable, sustainable financial business model, Keeping our focus, Lack of certainty on There and ability to provide relevance due to government resistance to change. Inconsistency between College specifics; bylaws, CC, etc., Reluctance to utilize discipline process. Joint Council considered threats or those events that could derail the merger process as; Government could refuse to open legislation that would accommodate the merged organization, Loss of self-regulation/ Agencies Boards Commissions review, Prioritizing our own needs ahead of the Public s interest, Election; timeline. Loss of momentum/interest, continuity between councils, Fiscal health, Lack of clear mandate, Complete loss of confidence, Lack of recognition of the relevancy of professional status, Loss of a win-win situation, Forestry market crash (Softwood Lumber Agreement). Joint Council answered the question; where is there with the following visionary statement. We are the recognized trusted authority for sustainable management of forest ecosystems in Alberta. I see a day when: We are the choice of environmental management on Alberta s forest landscape. We are the recognized and trusted organization for natural resource management in Alberta. We are recognized as the leaders with a passion for sustainable management of forests by other PROs, the Public and our members. The Public has trust in forest management professionals in Alberta. We are the trusted go to organization for natural resource professionals for ecosystem management in Alberta. National leaders. We are recognized as experts and attract people to the association. The Government will consult with AAFMP when they are considering policy or making significant decisions regarding natural resource management in Alberta. This consultation will occur #00, Street Edmonton, AB, Canada T5H X6 6
7 because AAFMP s professional input is bound by the Code of Ethics and Professional Standards and most importantly; reflects the interests of Albertans. We are relevant and recognized as a key player in the development of the umbrella organization. #00, Street Edmonton, AB, Canada T5H X6 7
8 Strategic Initiatives Strategic Initiatives: to achieve the visionary statement and get to that day ; a number of strategic initiatives will be undertaken. Strategic Initiative: 1. Create an inclusive, sustainable self-regulatory organization. Outcome Action Steps Persons/ Committee 1. AAFMP has a business A: identify products model that supports the and services within resource requirements the business model. to accomplish the AAFMP mission. B: implement a governance model for AAFMP Council. ARRC (A.Bloss, D.West, R.Hilts, G.Williamson) JC to approve. JC Time (months/years) 1 1 Status Evaluation C: identify the organizational structure for AAFMP that will be required to provide the products and services identified. D: Create a financial plan that projects income and expenses over a 5 year timing horizon. E: Create a 5 year target for membership in AAFMP and action plan to achieve projected membership. F: Finalize merging of programs and committee structure (CC program, Registration Committee, Exam JC R.Hee, Finance Director Registration Committee ARRC #00, Street Edmonton, AB, Canada T5H X6 8
9 . AAFMP has embraced and endorsed other environmental professions that practice in the area of forestry. Committee, web site, database, etc). G: Finalize statutory changes required in Act and Regulation to become AAFMP. A. Promote the nonregulated category for Natural Resource Professional. B. Create a new Regulated Category in the Regulation (i.e. Natural Resource Professional / Natural Resource Professional Technologist). It is recognized that this would also require change to Bylaws. Could accommodate those professionals working in forestry that are not from an accredited school. Registration committee to provide recommendations C. Provide a competence model that recognizes skills and the NRP(T) role. ARRC AAFMP has strategic relationships with postsecondary institutions that provide natural resource management training. A. Formalize a liaison committee with the University and NAIT. B. Consider other environmental B.Dysart / P.Stadelman/ Registrars 1 #00, Street Edmonton, AB, Canada T5H X6 9
10 programs offered by other educational institutions. C. Establish goals for a 5 year plan for both institutions including; student enrollment, accreditation process, national assessment process. D. Establish a curriculum and training opportunities / delivery mechanisms for core competency training for members. E. Promote professional accreditation at post secondary institutions for all natural resource disciplines. 3 #00, Street Edmonton, AB, Canada T5H X6 10
11 Strategic Initiative : Become the voice for resource management inquiries. Outcome Action Steps Persons/ Committee 1. AAFMP is an advocate A. Create an internal Executive for sound forest policy that outlines; Director JC management within the i) how & when AAFMP approve. Province. would respond to resource management issues, ii) how AAFMP should respond to information requests, iii) how individual members might respond to resource management issues. Time (months/years) 6-1 Status Evaluation B. Implement the Advocacy Policy and monitor response from public and stakeholders. C. Implement the rebranding initiatives regarding; social media, website, external communications. Communications Directors 6-4 D. Identify those members who are experts in their field and would coordinate the appropriate response on behalf of AAFMP. Executive Director / Registrars 6-1. AAFMP members are recognized by our A. Implement the rebranding Executive Director 0-1 #00, Street Edmonton, AB, Canada T5H X6 11
12 stakeholders as environmental managers vs the stereotype that is often in the public s eye. 3. AAFMP has become a repository for environmental stewardship resources. recommendations and tie this to the 5 year fiscal plan. B. Develop PR strategy to communicate forestry principles / strategies to the public. C. Publish positive messages on forest management (i.e. third party accreditation of forestry practices, or other good news stories). A. Create a portal for information through the webpage. B. Create a resource centre at AAFMP that is updated periodically with current information. 3 C. Provide ongoing educational opportunities through webinar presentations on relevant topics of the day. i.e. once a month have a speaker review issues or strategies in their area of expertise. D. Provide opportunities with other organizations to provide professional training opportunities. CC Committee Chairs #00, Street Edmonton, AB, Canada T5H X6 1
13 Strategic Initiative #3: Elevate and promote natural resource professions in Alberta. Outcome Action Steps Persons/ Committee 1. AAFMP has embraced A. Provide strategic and endorsed other review of opportunities environmental professionals and alliances for natural that practice within resource professional environmental legislation. management. B. ED continues to build relationships with other PRO s. Executive Director Time (months/years) Ongoing Status Evaluation C. Invite other Pro s to JC meeting as opportunities present themselves. Executive Director Ongoing D. Host an annual (or more frequently) forum to engage other Environmental Pro s to prepare strategic direction on; environmental issues, professional legislation or other areas of mutual concern. 3. AAFMP has embraced the value of traditional knowledge on Alberta s landscape and maintains an open dialogue with First Nations, Metis Nation of Alberta, and other interested groups to discuss and review forest management policy within Alberta A. Continue to consult with First Nations, Metis Nation of Alberta, and non-government organizations to discuss and review forest management policy in Alberta. B. Develop a Memorandum of Understanding with interested parties regarding a process to participate in discussions Ryan Hee / Dave West Ryan Hee / Dave West 1 1 #00, Street Edmonton, AB, Canada T5H X6 13
14 3. Legislative reforms are in place that address restricted practice by profession recognizing areas where there is overlap of practice. regarding forest management policy in Alberta. A. Coordinated approach developed that outlines overlapping areas of expertise as well as those areas that should be restricted to specific professions. B. Invite all relevant Pro s to discussion group to scope interest and commitment. (Develop MOU or TOR for group). C. Develop a white paper on natural resource professional legislation Mandatory Registration or Exclusive Scope of Practice is enacted for all natural resource professions and enforcement is clear and consistent amongst all professions. A, B & C from. D. Joint working group from all involved pros to prepare the legislative proposal (Policy Development Document). 4 4 #00, Street Edmonton, AB, Canada T5H X6 14
15 Strategic Initiative #4: Significantly raise the value and profile of the Association Outcome Action Steps Persons/ Committee 1. AAFMP has a vibrant A. Survey the ARRC 6-1 culture where all forestry membership and other professionals identify with stakeholders on the the association and recognize value proposition the inherent value of the (Ongoing). Association. Time (months/years) Status Evaluation. AAFMP has a clear value proposition and prospective members are chain sawing down the door to join up. A. Clarify definitions of roles / responsibilities of members. B. Consider professional reliance model and value to the public. 3. AAFMP has a process in place to gauge public perception with regard to the mission statement; Serving Albertans by; regulating, enhancing, and promoting forest stewardship and professional practice. A. Engage the public to see if AAFMP is meeting mission statement. e.g., ABCFP survey of public perception. B. Track and provide historical context of public perception use to enhance program development and implementation. Executive Director Executive Director 9-1 Ongoing #00, Street Edmonton, AB, Canada T5H X6 15
16 Appendix 1 Flowcharts of Strategic Initiatives Overall Strategy #00, Street Edmonton, AB, Canada T5H X6 16
17 Strategic Initiative 1 #00, Street Edmonton, AB, Canada T5H X6 17
18 Strategic Initiative #00, Street Edmonton, AB, Canada T5H X6 18
19 Strategic Initiative 3 #00, Street Edmonton, AB, Canada T5H X6 19
20 Strategic Initiative 4 #00, Street Edmonton, AB, Canada T5H X6 0
21 Long Term Objectives #00, Street Edmonton, AB, Canada T5H X6 1
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