ASSOCIATION OF ALBERTA FOREST MANAGEMENT PROFESSIONALS (AAFMP)

Size: px
Start display at page:

Download "ASSOCIATION OF ALBERTA FOREST MANAGEMENT PROFESSIONALS (AAFMP)"

Transcription

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

ASSOCIATION OF ALBERTA FOREST MANAGEMENT PROFESSIONALS

ASSOCIATION OF ALBERTA FOREST MANAGEMENT PROFESSIONALS ASSOCIATION OF ALBERTA FOREST MANAGEMENT PROFESSIONALS STRATEGIC PLAN Revised August 2018 Introduction This strategic plan has been initiated and endorsed by the Joint Council of the Association of Alberta

More information

Natural Science and Environmental Professions Act

Natural Science and Environmental Professions Act FRAMEWORK DOCUMENT Natural Science and Environmental Professions Act The College of Alberta Professional Foresters (CAPF), the Alberta Society of Professional Biologists (ASPB), the Association of the

More information

2017 to 2020 Strategic Plan. Approved by the CAA Board of Directors: March 1, 2017

2017 to 2020 Strategic Plan. Approved by the CAA Board of Directors: March 1, 2017 2017 to 2020 Strategic Plan Approved by the CAA Board of Directors: March 1, 2017 Table of Contents Introduction... 3 The Canadian Avalanche Association - Who Are We?... 4 Our Vision...4 Our Mission...4

More information

Integrated Resource Management System

Integrated Resource Management System Integrated Resource Management System AAFMP RFP Exam Study Session September 24, 2016 Shereen Trenchard, RPF Planning Branch, Alberta Environment and Parks 1 Session Objectives Provide an overview and

More information

Strategic Focus, with an Investment in Client Satisfaction Business Plan

Strategic Focus, with an Investment in Client Satisfaction Business Plan Strategic Focus, with an Investment in Client Satisfaction 2018-2020 Business Plan Thank you In celebration of our 25 th year of operation, we would like to acknowledge that the development and achievement

More information

Strategic Framework. Strategic Framework

Strategic Framework. Strategic Framework 2011-2013 Strategic Framework Strategic Framework 2014-2018 strategicplan-acr-2014-2018.indd 1 The Alberta Chamber of Resources ACR is a member-driven organization involved in resource development in the

More information

thehorses.com OPPORTUNITY PROFILE Chief Executive Officer

thehorses.com OPPORTUNITY PROFILE Chief Executive Officer thehorses.com OPPORTUNITY PROFILE Chief Executive Officer About Horse Racing Alberta Horse Racing Alberta (HRA), is a private not-for-profit corporation that was established with the Alberta Governments

More information

November 3, 2018 Professional Exam

November 3, 2018 Professional Exam November 3, 2018 Professional Exam AAFMP Office 3203-93 Street Edmonton Time: 10am to 2pm Room: Training Room (Basement) AAFMP Office Location 3203-93 Street Edmonton If you are not familiar with Edmonton.

More information

There are no funding implications for the Toronto Public Library at this time.

There are no funding implications for the Toronto Public Library at this time. 12. To: Toronto Public Library Board May 12, 2003 From: Subject: City Librarian Library Consortia Activity in Ontario Status Report Purpose: To inform the Toronto Public Library Board about current library

More information

Inspiring Achievement Strategic Plan OVerview

Inspiring Achievement Strategic Plan OVerview Saskatchewan Indian Institute of technologies Inspiring Achievement 2014-19 Strategic Plan OVerview Our Vision Through student-focused, market-relevant programs and services in a First Nations learning

More information

Louisiana Department of Health and Hospitals. Louisiana Covering Kids & Families Project

Louisiana Department of Health and Hospitals. Louisiana Covering Kids & Families Project Louisiana Department of Health and Hospitals Louisiana Covering Kids & Families Project Building and Sustaining Effective Community Collaboration Report Judi F. Cramer, MS Senior Consultant Southern Institute

More information

Gulf of Maine Council on the Marine Environment SWOT Analysis Summary from June 2014 Working Group Session v.2

Gulf of Maine Council on the Marine Environment SWOT Analysis Summary from June 2014 Working Group Session v.2 SWOT Analysis - Background At the June 2014 Council meeting, Council members took part in a strategic planning session and approved plans for an organizational assessment of Gulf of Maine Council to be

More information

COUNCIL OF NEW JERSEY GRANTMAKERS PRESIDENT SEARCH

COUNCIL OF NEW JERSEY GRANTMAKERS PRESIDENT SEARCH POSITION DESCRIPTION August 2018 COUNCIL OF NEW JERSEY GRANTMAKERS PRESIDENT SEARCH Mission: The Council of New Jersey Grantmakers exists to strengthen and promote effective philanthropy throughout New

More information

OPPORTUNITY PROFILE. Senior Advisor & Council Relations

OPPORTUNITY PROFILE. Senior Advisor & Council Relations OPPORTUNITY PROFILE Senior Advisor & Council Relations ABOUT THE ASSOCIATION OF PROFESSIONAL ENGINEERS AND GEOSCIENTISTS OF ALBERTA (APEGA) The Association of Professional Engineers and Geoscientists of

More information

FIRST NATIONS TECHNICAL INSTITUTE

FIRST NATIONS TECHNICAL INSTITUTE FIRST NATIONS TECHNICAL INSTITUTE NATIONAL STANDARDS, CERTIFICATION AND TRAINING FOR PLAR Winnipeg, October 2003 Prepared by Paul Zakos, Manager, PLA and Program Development First Nations Technical Institute

More information

Association of Professional Engineers and Geoscientists of British Columbia

Association of Professional Engineers and Geoscientists of British Columbia Association of Professional Engineers and Geoscientists of British Columbia Strategic Plan 2014 2017 TABLE OF CONTENTS 03 Who We Are 03 Our Plan and Process About the Plan About Our Process 04 Our Strategic

More information

Applying Professional Reliance Under FRPA

Applying Professional Reliance Under FRPA Applying Professional Reliance Under FRPA Report Developed by the Professional Reliance Working Group* April 2008 *The Professional Reliance Working Group is comprised of representatives from the Ministry

More information

AFRRCS Agency Handbook

AFRRCS Agency Handbook AFRRCS Agency Handbook Governance Documents AFRRCS Agency Handbook Section: Governance Documents Version 1.0 AFRRCS Agency Handbook Governance Documents Contents 1. Vision, Mission, Values, Goals 2. Governance

More information

COLLEGE OF PHYSICIANS AND SURGEONS OF ONTARIO GOVERNANCE PROCESS MANUAL

COLLEGE OF PHYSICIANS AND SURGEONS OF ONTARIO GOVERNANCE PROCESS MANUAL COLLEGE OF PHYSICIANS AND SURGEONS OF ONTARIO GOVERNANCE PROCESS MANUAL December 2016 Table of Contents Governance Roles and Responsibilities Table of Contents OVERVIEW OF GOVERNANCE... 3 GOVERNANCE ROLES

More information

Aboriginal Relations BUSINESS PLAN

Aboriginal Relations BUSINESS PLAN Aboriginal Relations BUSINESS PLAN 200811 ACCOUNTABILITY STATEMENT The business plan for the three years commencing April 1, 2008 was prepared under my direction in accordance with the Government Accountability

More information

Evaluation: annual report

Evaluation: annual report EXECUTIVE BOARD EB137/7 137th session 8 May 2015 Provisional agenda item 8.2 Evaluation: annual report 1. The Executive Board at its 131st session approved the WHO evaluation policy. 1 The policy requires

More information

Board Governance Road Map. CBO Sustainability Project - Governance Task Team

Board Governance Road Map. CBO Sustainability Project - Governance Task Team CBO Sustainability Project - Governance Task Team Presented by the Provincial Partnership SARC - Saskatchewan Ministry of Social Services 2017 Table of Contents 1. Introduction... 1 2. Key Components

More information

Driving sustainability at scale Strategy 2020

Driving sustainability at scale Strategy 2020 Driving sustainability at scale Strategy 2020 Who we are ISEAL Alliance 1 represents the global movement of credible and innovative sustainability standards. We are committed to addressing the most pressing

More information

Investing in our Local Labour Market. Strategic Plan T o r o n t o W o r k f o r c e I n n o v a t i o n G r o u p

Investing in our Local Labour Market. Strategic Plan T o r o n t o W o r k f o r c e I n n o v a t i o n G r o u p Investing in our Local Labour Market Strategic Plan 2012-2016 T o r o n t o W o r k f o r c e I n n o v a t i o n G r o u p A MESSAGE FROM the EXECUTIVE DRECTOR, KAREN CHARNOW LIOR and BOARD OF DIRECTORS

More information

Aboriginal Affairs and Northern Development

Aboriginal Affairs and Northern Development Aboriginal Affairs and Northern Development BUSINESS PLAN 2006-09 ACCOUNTABILITY STATEMENT The business plan for the three years commencing April 1, 2006 was prepared under my direction in accordance with

More information

OPPORTUNITY PROFILE Superintendent of Schools.

OPPORTUNITY PROFILE Superintendent of Schools. OPPORTUNITY PROFILE Superintendent of Schools www.psd70.ab.ca ABOUT PARKLAND SCHOOL DIVISION Our division is a place where our students and staff are encouraged to reach for the stars - to learn, explore,

More information

Strategic Plan

Strategic Plan Strategic Plan 2018-2023 Library Publishing Coalition Strategic Plan 2018-2023 Released August 2018 About the Library Publishing Coalition The LPC is an independent, community-led membership association.

More information

APA Ohio Strategic Plan Update

APA Ohio Strategic Plan Update APA Ohio Strategic Plan Update Approved October 20, 2011 APA Ohio Strategic Plan Update Approved October 20, 2011 Mission Statement APA Ohio is dedicated to advancing the art, science and profession of

More information

Ontario Hospital Association. Strategic Plan

Ontario Hospital Association. Strategic Plan Ontario Hospital Association Strategic Plan 2018 2021 OUR PURPOSE Serving Ontario s hospitals to build a better health system. OUR VALUES We listen to and respect the views of others. Discovery We explore

More information

Practitioners Network for Large Landscape Conservation Organizational Charter

Practitioners Network for Large Landscape Conservation Organizational Charter Practitioners Network for Large Landscape Conservation Organizational Charter Last updated: December 7, 2015 1. Scope and Objectives The Practitioners Network ( Network ) is an alliance of individuals

More information

ABORIGINAL SPORT CIRCLE STRATEGIC PLAN REVISED MAY 5, 2016

ABORIGINAL SPORT CIRCLE STRATEGIC PLAN REVISED MAY 5, 2016 ABORIGINAL SPORT CIRCLE STRATEGIC PLAN 2015-2020 REVISED MAY 5, 2016 PREAMBLE The intent of this strategic plan is to focus and guide action, resource allocation and decision-making for the next three

More information

NETWORKS +ACTION THE WAY WE WORK VERSION 1.0

NETWORKS +ACTION THE WAY WE WORK VERSION 1.0 NETWORKS +ACTION THE WAY WE WORK 1 VERSION 1.0 This guide is a chance for the Ontario Nonprofit Network (ONN) to articulate what s currently working for us, and what we ve learned from others. We hope

More information

Society of American Foresters Strategic Plan

Society of American Foresters Strategic Plan Vision The Society of American Foresters is the organization that represents forestry professionals, providing leadership to ensure that all members of the profession achieve excellence in sustainable

More information

Municipal Government Act Review

Municipal Government Act Review What We Heard: A Summary of Consultation Input Planning and Development Technical Session Held in Medicine Hat on April 14, 2014 Released on June 24, 2014 Developed by KPMG for Alberta Municipal Affairs

More information

THE NCRA STRATEGIC PLAN. Vision 2018

THE NCRA STRATEGIC PLAN. Vision 2018 THE NCRA STRATEGIC PLAN Vision 2018 August 2013 The NCRA Strategic Plan 2 Forward F our years ago, NCRA stood at a crossroads. Even the mere pondering by the NCRA Board of Directors and others as to the

More information

BUSINESS ACCOMPLISHMENTS 2015/16

BUSINESS ACCOMPLISHMENTS 2015/16 CONSUMER PROTECTION Goal: To regulate and enforce the legislation by which the Ontario travelling public can be confident in their travel purchases. Enhancing Financial Compliance Policy and Procedures.

More information

FUTURE OF LOCAL GOVERNANCE

FUTURE OF LOCAL GOVERNANCE FUTURE OF LOCAL GOVERNANCE Convention Policy Paper August 2009 28 July 2009 revised version for July Task Force Conference Call - 43 - 1 INTRODUCTION This Policy Paper is the result of many years of policy

More information

Foreword... iii. 2 Situation Analysis... 1 Current status... 3 Key issues affecting Health Systems Global... 3

Foreword... iii. 2 Situation Analysis... 1 Current status... 3 Key issues affecting Health Systems Global... 3 Strategic Plan 2013 2015 Table of Contents Foreword... iii 1. Introduction... 1 Overview of Health Systems Global... 1 Purpose of the strategic plan... 1 How the strategic plan was developed... 1 2 Situation

More information

NODA- Association for Orientation, Transition and Retention in Higher Education. Strategic Long- Rang Plan. Reviewed, Revised and Updated Fall 2014

NODA- Association for Orientation, Transition and Retention in Higher Education. Strategic Long- Rang Plan. Reviewed, Revised and Updated Fall 2014 NODA- Association for Orientation, Transition and Retention in Higher Education Strategic Long- Rang Plan Reviewed, Revised and Updated Fall 2014 CORE IDEOLOGY 10-30 YEAR PLANNING HORIZON ~ CORE IDEOLOGY

More information

MASSACHUSETTS ASSOCIATION OF SCHOOL BUSINESS OFFICIALS. Strategic Plan

MASSACHUSETTS ASSOCIATION OF SCHOOL BUSINESS OFFICIALS. Strategic Plan MASSACHUSETTS ASSOCIATION OF SCHOOL BUSINESS OFFICIALS Strategic Plan 2013-2018 2013-18 Strategic Plan Committee Mary C. DeLai, Chair Director of Finance & Operations Reading Public Schools MASBO Director

More information

From Practice to Profession

From Practice to Profession From Practice to Profession First Findings from a Study on the Nature and Process of Professionalization The ASAE Foundation study Practice to Profession: Current Status, Perceptions, and Future Pathways

More information

Balanced Budget B 2007

Balanced Budget B 2007 3 3 4 3 4 3 2 0 0 0 6 0 8 8 8 0 0 0 0 1 Balanced Budget B 2007 0 B 1 2 3 0 0 0 5 4 6 7 2 0 0 6 0 7 0 0 8 0 0 5 0 0 0 0 9 0 8 0 7 0 0 0 6 0 5 0 0 Ministry of Agriculture and Lands Agricultural Land Commission

More information

Results-based Management Accountability Framework (RMAF)

Results-based Management Accountability Framework (RMAF) Results-based Management Accountability Framework (RMAF) 2011-2015 Prepared by: Cathexis Consulting Inc. Contact: Martha McGuire CDO RESULTS-BASED MANAGEMENT ACCOUNTABILITY FRAMEWORK TABLE OF CONTENTS

More information

THE CANADIAN ALLIANCE OF STUDENT ASSOCIATIONS STRATEGIC PLAN

THE CANADIAN ALLIANCE OF STUDENT ASSOCIATIONS STRATEGIC PLAN casa THE CANADIAN ALLIANCE OF STUDENT ASSOCIATIONS 2015-2018 STRATEGIC PLAN OUR MEMBERS @CASADAILY /CASA.ACAE INFO@CASA.CA INTRODUCTION In 2010, CASA members identified a need to engage in a member-driven

More information

Alberta Water Council - Shared Governance & Watershed Planning Framework Project Team Terms of Reference

Alberta Water Council - Shared Governance & Watershed Planning Framework Project Team Terms of Reference Alberta Water Council - Shared Governance & Watershed Planning Framework Project Team Terms of Reference Prepared by the Shared Governance Working Group Starting Definition of Shared Governance (to be

More information

CASA S STRATEGIC PLAN FOR CASA ACAE. Canadian Alliance of Student Associations Alliance canadienne des associations étudiantes

CASA S STRATEGIC PLAN FOR CASA ACAE. Canadian Alliance of Student Associations Alliance canadienne des associations étudiantes CASA S STRATEGIC PLAN FOR 2018-2021 CASA ACAE Canadian Alliance of Student Associations Alliance canadienne des associations étudiantes Introduction Over twenty-three years ago, the Canadian Alliance of

More information

Core Element Assessment Tool

Core Element Assessment Tool Core Element Assessment Tool The California Accountable Community for Health (CACHI) core element assessment tool was designed to help local collaboratives develop a shared understanding of their strengths,

More information

GSBA Governance Team Self-Assessment

GSBA Governance Team Self-Assessment GSBA Governance Team Self-Assessment Georgia School Boards Association The governance team self-assessment, which is based upon the Georgia State Board of Education Standards for Effective Governance,

More information

Collaboration Assessment Guide and Tool

Collaboration Assessment Guide and Tool Source: Kellerman, M. (2007). Collaboration assessment guide and tool. United Way of Canada - Centraide Canada. Related documents on worktogether.ca Collaboration Assessment Guide and Tool May 2007 e:

More information

SEARCH PROFILE. Assistant Deputy Minister Transportation Services. Alberta Transportation. Executive Manager II

SEARCH PROFILE. Assistant Deputy Minister Transportation Services. Alberta Transportation. Executive Manager II SEARCH PROFILE Assistant Deputy Minister Transportation Services Alberta Transportation Executive Manager II Salary Range: $153,289 $201,175 ($5,873.18 $7,707.88 bi-weekly) Limited Competition Job ID:

More information

ADVOCACY PLAN

ADVOCACY PLAN Expanding Edmonton s Economic Opportunity: ADVOCACY PLAN 2016 18 Executive Summary For the full version of the 2016 2018 Advocacy Agenda, please visit edmontonchamber.com/policy/our-advocacy-agenda 1.

More information

Foothills Model Forest. Business Strategy. November 2006

Foothills Model Forest. Business Strategy. November 2006 Foothills Model Forest Business Strategy 2007 2012 November 2006 TABLE OF CONTENTS FOOTHILLS MODEL FOREST Business Strategy for April 2007 to March 2012 1.0 INTRODUCTION...1 2.0 VISION AND MISSION... 2

More information

The IIA s Global Strategic Planning. European Session Advance Material and Worksheet

The IIA s Global Strategic Planning. European Session Advance Material and Worksheet The IIA s Global Strategic Planning European Session Advance Material and Worksheet Session Overview The IIA s Global Strategic Plan is critical to guiding us forward in pursuit of The IIA s vision: Internal

More information

STRATEGIC PLANNING. Building on its prior strategic planning work, the Board during a workshop in April, 2013, affirmed:

STRATEGIC PLANNING. Building on its prior strategic planning work, the Board during a workshop in April, 2013, affirmed: The Strategic Planning portion of the FY2014 Budget Message provides an overview of the efforts that have been made to guide the direction of the County. Linked to the County s budget process is the strategic

More information

THE SAULT STE. MARIE DOWNTOWN ASSOCIATION STRATEGIC PLAN 2017 TO 2020

THE SAULT STE. MARIE DOWNTOWN ASSOCIATION STRATEGIC PLAN 2017 TO 2020 THE SAULT STE. MARIE DOWNTOWN ASSOCIATION STRATEGIC PLAN 2017 TO 2020 VISION The Sault Ste. Marie Downtown: Is a unique place to experience dynamic community that is vibrant, healthy and a prosperous destination

More information

Métis Nation of Alberta Governance Framework Review Community Report

Métis Nation of Alberta Governance Framework Review Community Report Métis Nation of Alberta Governance Framework Review Community Report Prepared for the 2017 MNA General Assembly Indigenous Governance Program Faculty of Native Studies Dr. Shalene Jobin, Kirsten Lindquist,

More information

Forming Effective Groups for Advocacy. Nabz Iran Amplifying Iranian Voices

Forming Effective Groups for Advocacy. Nabz Iran Amplifying Iranian Voices Forming Effective Groups for Advocacy Nabz Iran Amplifying Iranian Voices Effective advocacy groups are essential drivers for addressing needs and bringing about positive change in your community. As you

More information

Narcotics Anonymous World Services STRATEGIC PLAN Conference Cycle

Narcotics Anonymous World Services STRATEGIC PLAN Conference Cycle Narcotics Anonymous World Services STRATEGIC PLAN 2004 2006 Conference Cycle NA World Services Vision Statement All of the efforts of Narcotics Anonymous World Services are inspired by the primary purpose

More information

Establishing a Multi-Stakeholder Group and National Secretariat

Establishing a Multi-Stakeholder Group and National Secretariat Construction Sector Transparency Initiative October 2013 / V1 Guidance Note: 4 Establishing a Multi-Stakeholder Group and National Secretariat Introduction An essential feature of CoST is the multi-stakeholder

More information

Advancing Sustainability for Public Power. July 2017

Advancing Sustainability for Public Power. July 2017 Advancing Sustainability for Public Power July 2017 Advancing Sustainability for Public Power INTRODUCTION For leaders looking for an opportunity to position their utility for better financial performance

More information

Big Picture Thinking February 28, 2014

Big Picture Thinking February 28, 2014 Big Picture Thinking February 28, 2014 BIG PICTURE THINKING. The Board s Big Picture Thinking at each meeting helps to build Engineers Canada s envisioned future. Board members will: contribute new ideas,

More information

STRATEGIC PLAN EXECUTIVE SUMMARY METRO AREA CONTINUUM OF CARE FOR THE HOMELESS (MACCH)

STRATEGIC PLAN EXECUTIVE SUMMARY METRO AREA CONTINUUM OF CARE FOR THE HOMELESS (MACCH) STRATEGIC PLAN EXECUTIVE SUMMARY METRO AREA CONTINUUM OF CARE FOR THE HOMELESS (MACCH) BACKGROUND: The Metro Area Continuum of Care for the Homeless (MACCH) entered into a contract with The Organizational

More information

IEEE-USA STRATEGIC AND OPERATIONAL PLAN

IEEE-USA STRATEGIC AND OPERATIONAL PLAN IEEE-USA STRATEGIC AND OPERATIONAL PLAN (Adopted: 17 Nov. 2017) OUR MISSION -- As provided in our By-Laws, IEEE-USA's mission is "recommend policies and implement programs specifically intended to serve

More information

Message from OPPI Council

Message from OPPI Council June 2016 Message from OPPI Council On behalf of OPPI Council, I am pleased to provide you with the Inspire OPPI Strategic Plan 2020. These are important times for the planning profession in Ontario, as

More information

FORMATION GUIDELINES for LCI Communities of Practice (CoP) 2013

FORMATION GUIDELINES for LCI Communities of Practice (CoP) 2013 FORMATION GUIDELINES for LCI Communities of Practice (CoP) 2013 These guidelines provide advice for establishing local Communities of Practice (CoPs) in accordance with LCI s organizational mission and

More information

GOVERNANCE PRESENTATION TO THE ANNUAL GENERAL MEETING JUNE 8, 2013

GOVERNANCE PRESENTATION TO THE ANNUAL GENERAL MEETING JUNE 8, 2013 GOVERNANCE PRESENTATION TO THE ANNUAL GENERAL MEETING JUNE 8, 2013 Workshop Content 1. Information on Governance in Sport Management Organizations 2. The Functioning of a Board of Directors 3. The Roles

More information

Elected Official and Governing Board Self-Evaluation Tool

Elected Official and Governing Board Self-Evaluation Tool Elected Official and Governing Board Self-Evaluation Tool Developed May 2015 Frederick Steinmann, DPPD Assistant Research Professor/Leadership and Economic Development Specialist The College of Business

More information

FLOODPLAIN MANAGEMENT ASSOCIATION. California/ Nevada/ Hawaii A Chapter of the Association of State Floodplain Managers STRATEGIC PLAN

FLOODPLAIN MANAGEMENT ASSOCIATION. California/ Nevada/ Hawaii A Chapter of the Association of State Floodplain Managers STRATEGIC PLAN FLOODPLAIN MANAGEMENT ASSOCIATION California/ Nevada/ Hawaii A Chapter of the Association of State Floodplain Managers STRATEGIC PLAN 2015-2017 TABLE OF CONTENTS 1. EXECUTIVE SUMMARY... 3 2. HISTORY...

More information

STRATEGIC PLAN. FISCAL YEARS 2018 to 2022 SAFETY WORKS

STRATEGIC PLAN. FISCAL YEARS 2018 to 2022 SAFETY WORKS STRATEGIC PLAN FISCAL YEARS 2018 to 2022 SAFETY WORKS TSSA has developed an ambitious plan to ensure we effectively reduce safety risks and provide value to our customers and stakeholders. STRATEGIC PLAN

More information

Strategic Plan Ontario Association of Certified Engineering Technicians and Technologists

Strategic Plan Ontario Association of Certified Engineering Technicians and Technologists Strategic Plan 2019-2023 Ontario Association of Certified Engineering Technicians and Technologists VISION what we aspire to Recognized leader in certification and member experience, enabling engineering

More information

Skills Awards for Aboriginal Youth

Skills Awards for Aboriginal Youth Through the Skills Awards for Aboriginal Youth, the Forest Products Association of Canada (FPAC) and the Canadian Council of Forest Ministers are proud to jointly recognize and celebrate selected Aboriginal

More information

Federation Internationale de Ski (FIS). Alberta Alpine has responsibility for a wide range of activities, including:

Federation Internationale de Ski (FIS). Alberta Alpine has responsibility for a wide range of activities, including: ABOUT ALBERTA ALPINE Alberta Alpine Ski Association (AASA) is the Provincial governing body for Alpine Ski Racing in the Province. It has a critical role in leading, fostering, and encouraging interest

More information

The mission of the VPCC is to Connect Business with Opportunity through Facilitation, Advocacy, Communication, and Education.

The mission of the VPCC is to Connect Business with Opportunity through Facilitation, Advocacy, Communication, and Education. JOB POSTING: PRESIDENT & CHIEF EXECUTIVE OFFICER This position profile outlines the duties and requirements for the President and Chief Executive Officer. The overall responsibility of this position is

More information

EXECUTIVE DIRECTOR/REGISTRAR Edmonton, AB

EXECUTIVE DIRECTOR/REGISTRAR Edmonton, AB EXECUTIVE DIRECTOR/REGISTRAR Edmonton, AB Position Summary Pursuant to the Health Professions Act (HPA), the College of Medical Laboratory Technologists of Alberta (CMLTA) is delegated t he authority for

More information

Practices for Effective Local Government Leadership

Practices for Effective Local Government Leadership Practices for Effective Local Government Leadership ICMA delivers the latest research in the 14 core areas critical for effective local government leadership and management. ICMA University is the premier

More information

TERMS OF REFERENCE Council Initiatives

TERMS OF REFERENCE Council Initiatives TERMS OF REFERENCE Council Initiatives 2013-2017 Initiative Title: Public Engagement Phase 2 City Council Sponsor(s): Supporting Department and Lead Staff: Councillor B. Henderson / Councillor M. Walters

More information

Proposed Governance Restructuring

Proposed Governance Restructuring Proposed Governance Restructuring 30 January 2015 Table of Contents 1. Introduction a. Background page 2 b. Overview page 3 c. Outline of new model page 5 d. Implementation page 8 2. Organizational charts

More information

Aboriginal Affairs and Northern Development

Aboriginal Affairs and Northern Development Aboriginal Affairs and Northern Development BUSINESS PLAN 2004-07 ACCOUNTABILITY STATEMENT The Business Plan for the three years commencing April 1, 2004 was prepared under my direction in accordance with

More information

COMPASS CENTRE FOR SEXUAL WELLNESS STRATEGIC PLAN

COMPASS CENTRE FOR SEXUAL WELLNESS STRATEGIC PLAN COMPASS CENTRE FOR SEUAL WELLNESS STRATEGIC PLAN 2014-2019 Table of Content A. Compass Centre A Time for Transformation... 2 B. Common Outcomes... 3 C. Moving Forward - Discussion Themes... 6 D. Vision

More information

ALBERTA ADAPTS TO A CHANGING CLIMATE

ALBERTA ADAPTS TO A CHANGING CLIMATE ALBERTA ADAPTS TO A CHANGING CLIMATE REPORT SUMMARIZING OUTCOMES OF THE ADAPTATION LEADERS ROUND TABLE FORUM HELD IN EDMONTON, JANUARY 20, 2016 REPORT ON THE ADAPTATION LEADERS ROUND TABLE FORUM PREPARED

More information

AMERICAN COUNCIL OF ENGINEERING COMPANIES OF SOUTH DAKOTA

AMERICAN COUNCIL OF ENGINEERING COMPANIES OF SOUTH DAKOTA AMERICAN COUNCIL OF ENGINEERING COMPANIES OF SOUTH DAKOTA ABSTRACT The ACEC South Dakota Chapter developed a strategic plan to guide its projects and meetings, advocate for member organizations, provide

More information

Strategic Plan

Strategic Plan Strategic Plan 2012-2015 0 Context The first Environmental Law Centre (ELC) Strategic Plan was developed in 2007. This updated version was created in September 2011 based on interviews and a two day workshop

More information

Executive Director Opportunity Guide

Executive Director Opportunity Guide Executive Director Opportunity Guide www.ila.org Mission and Goals: The Illinois Library Association (ILA) is the voice for Illinois libraries and the millions who depend on them. It provides leadership

More information

Subcommittee Suggestions for the Canadian Restorative Justice Consortium

Subcommittee Suggestions for the Canadian Restorative Justice Consortium Subcommittee Suggestions for the Canadian Restorative Justice Consortium Prepared by the Steering Committee for the Canadian Restorative Justice Consortium April 20, 2011 On November 16, 2010, the Steering

More information

INSTITUTE OF HUMAN RESOURCE MANAGEMENT (The Professional Body of HR Practitioners in Kenya) STRATEGIC PLAN

INSTITUTE OF HUMAN RESOURCE MANAGEMENT (The Professional Body of HR Practitioners in Kenya) STRATEGIC PLAN Cardinal Otunga Plaza, 6 th Floor, Kaunda Street, P.O. Box 6132-00300 Nairobi, Kenya Tel: +254 (0) 20 2213745 +254 (0) 20 240213 Fax: + 254 (0) 20 244557 Email: info@ihrm.or.ke Website: www.ihrm.or.ke

More information

2 nd Healthcare Governance Conference: Promoting and Enhancing Board Leadership ROLES AND RESPONSIBILITIES OF THE BOARD OF DIRECTORS

2 nd Healthcare Governance Conference: Promoting and Enhancing Board Leadership ROLES AND RESPONSIBILITIES OF THE BOARD OF DIRECTORS 2 nd Healthcare Governance Conference: Promoting and Enhancing Board Leadership ROLES AND RESPONSIBILITIES OF THE BOARD OF DIRECTORS Maureen Quigley and Graham Scott Sheraton Centre Hotel September 13,

More information

McKINNEY. Chamber of Commerce. Three Year Strategic Plan McKinney Chamber of Commerce Strategic Plan 3

McKINNEY. Chamber of Commerce. Three Year Strategic Plan McKinney Chamber of Commerce Strategic Plan 3 McKINNEY Chamber of Commerce Three Year Strategic Plan 2016-2018 McKinney Chamber of Commerce 2016-2019 Strategic Plan 3 INTRODUCTION We ve all heard the saying, the only thing constant is change. This

More information

Competency Framework FOR CHARTERED PROFESSIONALS IN HUMAN RESOURCES

Competency Framework FOR CHARTERED PROFESSIONALS IN HUMAN RESOURCES Competency Framework FOR CHARTERED PROFESSIONALS IN HUMAN RESOURCES Chartered Professionals in Human Resources Alberta Suite 990, 105 12 Ave SE Calgary, AB T2G 1A1 Tel. 800-668-6125 Email. info@cphrab.ca

More information

STRATEGIC PLAN. Becoming Canada s Most Livable Community

STRATEGIC PLAN. Becoming Canada s Most Livable Community 2013 2030 STRATEGIC PLAN Becoming Canada s Most Livable Community May 2018 Our Vision Living in Strathcona County Strathcona County, located in the heart of Alberta, is an energetic and thriving community.

More information

President s Report May 26, 2017

President s Report May 26, 2017 President s Report May 26, 2017 Prepared by Chris D. Roney, P.Eng., FEC The past year has been a time of change and renewal for Engineers Canada. As President, I am very proud of the Board of Directors

More information

ICMA PRACTICES FOR EFFECTIVE LOCAL GOVERNMENT LEADERSHIP Approved by the ICMA Executive Board June 2017; effective November 2017

ICMA PRACTICES FOR EFFECTIVE LOCAL GOVERNMENT LEADERSHIP Approved by the ICMA Executive Board June 2017; effective November 2017 Reorganization The Credentialing Advisory Board proposed, and the Leadership Advisory and Executive Boards agreed, that the ICMA Practices should be organized as a narrative rather than a list. The following

More information

STRATEGIC PLAN

STRATEGIC PLAN AFP in Canada STRATEGIC PLAN 2018 2020 Association des professionnels en philanthropie MISSION VISION To stimulate a world of generosity and positive social good through fundraising best practices. The

More information

POSITION DESCRIPTION MEMBER BOARD OF DIRECTORS

POSITION DESCRIPTION MEMBER BOARD OF DIRECTORS POSITION DESCRIPTION MEMBER BOARD OF DIRECTORS APPLICATION DEADLINE: JUNE 1, 2018 1 The Organization: CERTIFIED FINANCIAL PLANNER BOARD OF STANDARDS, INC. Position: Member Board of Directors Position Term:

More information

Revised Discussion Paper Constitution Review

Revised Discussion Paper Constitution Review Revised Discussion Paper Constitution Review 02 August 2018 Australian Association of Social Workers Level 7, 14-20 Blackwood Street North Melbourne Vic 3050 PO Box 2008 Royal Melbourne Vic 3050 P: (03)

More information

Your Path to Success TEN BASIC RESPONSIBILITIES OF NONPROFIT BOARDS. Presented by. Visit Us

Your Path to Success TEN BASIC RESPONSIBILITIES OF NONPROFIT BOARDS. Presented by. Visit Us Your Path to Success TEN BASIC RESPONSIBILITIES OF NONPROFIT BOARDS Presented by 215 Main Street, Johnstown, PA 15901 www.wesselcpa.com (814) 536-7864 Visit Us Premier Voice of Nonprofits Started with

More information

Bioenergy Australia Strategic Plan Bioenergy Australia Strategic Plan bioenergyaustralia.org

Bioenergy Australia Strategic Plan Bioenergy Australia Strategic Plan bioenergyaustralia.org Bioenergy Australia Strategic Plan 2017 2020 bioenergyaustralia.org History Bioenergy Australia was established in 1997 by a small group of Federal Government organisations to foster and facilitate the

More information

Government of Manitoba

Government of Manitoba Government of Manitoba SEPTEMBER 2010 Table of Contents Introduction.................................. 1 Métis Policy Principles......................... 3 Recognition Principle..............................

More information

November 22, Dr. Edmond Heatley, Superintendent Clayton County Schools 1058 Fifth Avenue Jonesboro, Georgia Dear Dr.

November 22, Dr. Edmond Heatley, Superintendent Clayton County Schools 1058 Fifth Avenue Jonesboro, Georgia Dear Dr. November 22, 2010 Dr. Edmond Heatley, Superintendent Clayton County Schools 1058 Fifth Avenue Jonesboro, Georgia 30236 Dear Dr. Heatley: Enclosed is a copy of the report of the Monitoring Review Team for

More information

Renewing Alberta s Occupational Health and Safety System

Renewing Alberta s Occupational Health and Safety System Renewing Alberta s Occupational Health and Safety System Message from Honourable Christina Gray Minister of Labour Responsible for Democratic Renewal Every day, Albertans go to work. In every corner of

More information

Strategic Priorities Division of Continuing Studies Strategic Priorities

Strategic Priorities Division of Continuing Studies Strategic Priorities Strategic Priorities 2016-2021 Division of Continuing Studies Strategic Priorities 2016-2021 1 The Division of Continuing Studies, University of Victoria Strategic Priorities 2016-2021 The University of

More information