1. Transformation Update Ray Hilts / Grant Williamson

2. Transformation Update “To enable AAFMP (or its derivative) to become a self-sustaining large, and relevant organization that has the capacity and breadth to regulate professional forestry (or management of forest- land natural resources) practices in Alberta. Such an organization would be evidenced when:

3. Transformation Update  Membership is growing or stable at a critical mass that enables the organization to provide leadership, regulatory controls, and member guidance in the practice of forestry;  The Association is active, respected and acknowledged as a significant force in natural resource management in Alberta; and  Professionals engaged in forestry related work, actively seek membership in the Association because of its status, value and mandate.”

4. Transformation Update Key Milestones  Membership Survey (Where are we Now)Dec. 2012  MOU to merge May 2013  MOU with other ProsSept. 2013  Mandate to merge ratified Feb. 2014  Memorandum of Understanding (Internal Governance) June 2014

5. Next Steps  Policy Development Document – Act  Policy Development Document – Regulation  Realign Bylaws  Revisit Code of Ethics/ Standards of Practice  Transition to new governance model

6. Governance Review Prepared by Todd Nash

7. Governance Review The Panel on Accountability and Governance in the Voluntary Sector identified three basic elements for effective non-profit organizations:  A board of directors to provide objective oversight.  An independent nominating committee to ensure appropriate succession.  An audit committee to report on whether the organization is in compliance with the laws, rules, regulations and contracts that govern it.

8. Governance Review Recommendations; Council positions should reflect three main areas of responsibility:  Oversight of organization in fulfilling its mandate of regulating the profession.  Oversight and direct management of resources (money) to fulfill its mandate.  Sustaining the organization through recruitment of board members and executive Council positions should also reflect two main areas of risk:  Failure to adequately regulate the profession (i.e. breach of council’s fiduciary responsibilities or breach of the organization’s mandate).  Failure in stewardship of the organization’s resources (i.e. financial failure).

9. Governance Review Recommendations;  Council Size; Council be comprised of 11 with 8 elected members and 3 public members.  A minimum of two Councilors be drawn from each of the CAPFT and CAPF registers.

10. Governance Review Recommendations; Council leadership positions should, at minimum, be made up of:  President,  Vice President  Treasurer  Secretary – could be combined with Treasurer or Vice President role.  Past President – given one year terms for the president and vice president, a past president position is useful for continuity.

11. Governance Review Committees Core committees should follow three primary areas of responsibility:  Regulating forestry professionals.  Managing the affairs of the association.  Sustaining the organization in the long term

12. Continuing Competence Program Mandate: Develop a continuing competence program (CCP) for the merged organization that is in line with the Act, Regulation and Bylaws of the new Organization. The CCP will apply to all regulated members of the merged organization in a consistent fashion (one program for all regulated members). The sub-committee will consider the existing programs of RPF’s and RPFT’s as well as other professional bodies in developing their proposal.

13. Continuing Competence Program CCP – Sub committee Burk Strehlke Tyler Caddy Alex Bloss Mark Kube Shonelle Wilkinson Doug Krystofiak Grant Williamson Ray Hilts

14. Continuing Competence Program Discussion and recommendations from legal counsel:  A robust and defensible CCP is the basis for which Regulatory Bodies can make a claim that their members are “experts” in their field and should be entitled to restricted activities.  The Continuing Competence Program is the measuring stick for determining if the organization’s regulated members are competent and unique in their ability to carry out the “Practice of Forestry”.

15. Continuing Competence Program Recommendations from the CCP Sub Committee;  Clarify the reporting categories so that reporting CCP credits is a clear and straightforward process;  Focus the requirements so that CCP credits are defensible and related to your area of practice;  Recognize that some training may be more relevant for some than for others depending on one’s area of practice. The CCP should be flexible to recognize this and have a mechanism to allow for reporting and acceptance of CCP credits;

16. Continuing Competence Program Recommendations from the CCP Sub Committee – cont’d;  Provide the opportunity for mentorship and peer review so that members can identify a process to achieve a level of competence in their area of practice;  Recognize that scope, standards, and experience requirements change over time and the CCP must address these changes over time; and  Enable the capture of knowledge and skill sets about to depart the profession as “Boomers” retire

17.  Outlines the changes to the Act  Basis for consultation with other stakeholders  Builds the framework for the new legislation Policy Development Document

19. Rename the Act to; “Regulated Forestry Professions Act”. The intent of the Association is to be inclusive of other Natural Resource Professions and create an opportunity to accommodate other natural resource professionals within the revised Act

20. Policy Development Document Recognize “Restricted Activities” within the Act in line with more recent legislation (e.g. Health Professions Act) and in keeping with current Government of Alberta Policy regarding the role of Regulated Forest Management Professionals in forest management.

21. Policy Development Document  Align the CCP to support Restricted Activities within the Act.  Change the name of the existing Colleges to the Association of Alberta Forest Management Professionals to better reflect the role of the Association.  Update the “Definition of Forestry” in line with the current and future practice of Forest Management Professionals.

22. Policy Development Document  Change the governance model of the Association to reflect “best management practices” for non-profit organizations.  Update the “Professional Conduct” sections to recognize more recent legislation (Chartered Professional Accountants Act) regarding the complaint process. The intent of the proposed changes is to incorporate recent legislation from other professions that will enhance the complaint process for the forestry profession.

23. Policy Development Document Create regulated category(s) within the Act / to enable other Natural Resource Professionals that are working within the Practice of Forestry to be included within our Act and Regulation.

24. Policy Development Document  Make the necessary changes to the Act and associated legislation to regulate the forestry profession as one Association; i.e. amalgamate regulations, schedules and other structural changes to the Act that will facilitate the merger of the existing Colleges.

25. PDD – Consultation Process  Association of the Chemical Profession of Alberta  Alberta Society of Professional Biologists  Senior staff – AAF  Alberta Wilderness Association  Alberta Union of Public Employees  Provincial Public Advisory Committees  University of Alberta / NAIT  Forest Industry Association of Alberta  Alberta Forest Products Association  Alberta Trappers Association  Alberta Land Surveyors Association  Canadian Federation of Professional Foresters Associations

26. NAIT / UofA Update

27. Looking Forward Leadership To ensure continuity between councils and to drive the business of the Association forward, long- term planning will form part of the Association’s mandate. Goal AAFMP will engage in long and short-term planning to govern and lead the Association. Objectives AAFMP will develop a strategic plan every six years that addresses current and future issues and needs of the Association. AAFMP will develop a business plan every three years in response to the strategic plan.

28. Looking Forward Growth and Sustainability Goal To ensure the sustainability of AAFMP and improve the self- regulation of the practice of forestry in Alberta, AAFMP will develop legislative mechanisms and administrative processes to include non-forestry professionals in the organization. Objectives: AAFMP will grow regulated membership by 10% per year for the next five years.

29. Looking Forward Advocacy AAFMP has the legislative and administrative controls to ensure members practice and act ethically in the practice of forestry. On behalf of the profession and the citizens of Alberta, AAFMP will advocate for the proper stewardship of Alberta's forests. Goals AAFMP will increase awareness of Albertans to the role members play in ethically and professionally managing Alberta’s forests. AAFMP will raise the profile of the Association by advocating for sustainable forest management in public debates and forums.

30. Looking Forward Advocacy Objectives AAFMP is: developing a communication strategy that utilizes AAFMP members. developing and will deploy rebranding material in next 6 months. developing an advocacy policy that enables AAFMP to engage in public debate on related issues in next 3 months. developing a communication strategy that keeps membership apprised of emerging social, political and environmental issues.

31. Looking Forward Recognition and Relevancy AAFMP members ensure the sustainability of Alberta's forests by practicing forestry in all key areas of forest management and through employment in all natural resource sectors. Goal AAFMP will utilize the accountability of its members in managing Alberta’s forests by assessing the applicability of a professional reliance model. AAFMP will increase the awareness of our profession among employers by emphasizing our skills sets and relevance.

32. Looking Forward Recognition and Relevancy Objectives AAFMP will assess other jurisdictions and professions in Canada that utilize a professional reliance model and provide recommendation to Joint Council. Utilizing Incite Marketing materials, AAFMP will target and promote AAFMP members’ value and skills to employers and related industries.