AAFMP2017-2020 Strategic Business Plan

The strategic business plan for the Association of Alberta

Forest Management Professionals (AAFMP)

encompasses a three year period and is refreshed

annually. It sets out the Vision, Mission, Outcomes,

SWOT and PEST Analysis and Risks and defines specific

results, corresponding strategies and initiatives that will

be undertaken over time.

Vision – Forest Stewardship is practiced by regulated professionals who endeavor to maintain the highest

professional standards of practice and levels of competence.

Mission - Serving Albertans by; regulating, enhancing and promoting forest stewardship and advocating on

behalf of members to other orders of government and stakeholders for the professional practice.

Outcomes

O - 1 AAFMP has a business model that supports the resource requirements to accomplish the AAFMP mission.

O - 2 AAFMP has embraced and endorsed other environmental professions that practice in the area of forestry.

O -3 AAFMP has strategic relationships with post-secondary institutions that provide natural resource management training.

O - 4 AAFMP is an advocate for the profession though regulation of sound ecosystem and forest management.

O - 5 AAFMP is a repository for environmental stewardship resources.

0 - 6 AAFMP has a vibrant culture where all forestry professionals identify with the Association.

O - 7 AAFMP has a clear value proposition that resonates with prospective members.

O - 8 AAFMP has a process in place to gauge public perception with regard to the mission statement.

Strategies – Actions

S1: Create an inclusive, sustainable self-regulatory organization

S2: Become the voice for resource management inquiries.

S3: Elevate and promote natural resource professions in Alberta.

S4: Significantly raise the value and profile of the Association

Implement a governance model for AAFMP Council

Create an internal policy that outlines:• how & when AAFMP would respond

to resource management issues• how AAFMP should respond to

information requests• how individual members might

respond to resource management issues.

Continue exploring opportunities for alliances with other natural resource professionals, PROs, etc.

Develop and implement a Communications plan to educate and reinforce the value of the profession to stakeholders and public and announce the merge• Newsletter, social media, media,

member notices, letters, articles, etc.

Identify the organizational structure required for AAFMP to deliver the products/services

Develop and Implement the Advocacy Policy and Plan and monitor response• Distinguish lobby vs advocacy

Develop and implement a Communications plan to educate and reinforce the value of the profession to stakeholders and public and announce the merge

Develop and Implement the Advocacy Policy and Plan and monitor response

Create a financial plan over a 5-year horizon (revenues and expenses)

Provide ongoing educational opportunities through webinar presentations on relevant topics of the day.

Develop and Implement the Advocacy Policy and Plan and monitor response

Determine through survey instruments, the value proposition with other stakeholders and membership

Create a 5-year target for membership in AAFMP and action plan to achieve the target

Provide opportunities with other organizations to provide professional training opportunities.

Provide ongoing educational opportunities through webinar presentations on relevant topics of the day

Identify members who are experts in their field to assist with the appropriate response on behalf of AAFMP.

Finalize statutory changes required in the ACT and Regulation to become AAFMP-

Identify members who are experts in their field to assist with the appropriate response on behalf of AAFMP.

Continue building relationships with post secondary institutions that offer natural resource management

Develop and implement a Communications plan to educate and reinforce the value of the profession to stakeholders and public

Finalize merging programs and committee structure – critical post Royal Assent

Develop and implement a Communications plan to educate and reinforce the value of the profession to stakeholders and public and announce the merge

Continue building relationships with post secondary institutions that offer natural resource management

Continue building relationships with post secondary institutions that offer natural resource management

Actions - Timeframes –Budget/Resources

Actions Target Year Budget Strategic Initiative(linkage)

Outcomes(linkage)

Internal • Implement a governance model for AAFMP Council• Identify the organizational structure required for AAFMP to

deliver the products/services• Create a financial plan over a 5-year horizon (revenues and

expenses) that contemplate right pricing of member dues• Finalize statutory changes required in the ACT and Regulation

to become AAFMP• Finalize merging programs and committee structure – critical

post Royal Assent• Create an internal policy that outlines how & when AAFMP

would respond to resource management issues, how AAFMP should respond to information requests and how individual members might respond to resource management issues

• Develop and Implement the “Advocacy Policy” and monitor response -Distinguish lobby vs advocacy

2017/20182017/2018

2017/2018

2017/2018

2017/2018

2018

2018

$2,500

$15,000

$10,000

$5,000

S1S1

S1

S1

S1

S2

S2, S3, S4

O1O1

O1

O1

O1

O4

O4

External • Continue building relationships with post secondary institutions that offer natural resource management

• Provide opportunities with other organizations to provide professional training.

• Continue exploring opportunities for alliances with other natural resource professionals, PROs, etc.

• Determine through survey instruments, the value proposition with other stakeholders and membership

• Develop and implement a Communications plan to educate and reinforce the value of the profession to stakeholders and public and announce the merge

Ongoing

Ongoing

Ongoing

2018/2019 $5,000

S1, S3,S4

S2

S3

S4

S2, S3, S4

O2, O3, O4

O2, O5

O2, O4, O6

O7, O8

Membership • Create a 5-year target for membership in AAFMP and action plan to achieve the target

• Provide ongoing educational opportunities through webinar presentations on relevant topics of the day

• Identify members who are experts in their field to assist with the appropriate response on behalf of AAFMP

• Determine through survey instruments, the value proposition with other stakeholders and membership

• Develop a presentation to promote value and highlight changes to the annual conference to support dues increase

• Website, CC & Exam

2018

2019/2020

2018

2018/2019

2017

2018/2019/2020

$2,500

$45,000

S1

S2, S3, S4

S2, S4

S4

S1,S4

S1, S4

O1

O5, O6

O4

O7, O8

O1,O7

O1, 06

Risk Description – Impairment of Financial Sustainability

Risk Category -Financial

Contributing Factors (Causes)• Current funding model does not account for CPI.• There has been no dues increase for substantial

amount of time.• New initiatives and merge initiatives were not

included into the budget.

Outcomes (Consequences)• Organization will be unable to sustain operations in

the long run.• Organization will be unable to accommodate

activities required for a merge. • Organization will be unable to undertake new

initiatives.

Controls• Right size the Membership Dues relative to other

organizations and taking into account Alberta CPI.• Ensure that a CPI mechanism is built into the funding

model.• Ensure that all initiatives –merge related and other –

are included into the annual budget process.• Ensure policies are in place to manage costs

effectively through competitive processes.• Transition from Administrative Board to Governance

Board to minimize employer disruption while accomplishing professional requirements.

• Develop Value document that emphasizes the importance of the profession in serving Albertans and builds credibility of the profession.

Outcomes• Organization(s) become self sustainable and

financially healthy.• New initiatives that will deliver value to membership

can be appropriately funded.

Risk Assessment

Risk Description–Amalgamation in view of Political Uncertainty

Risk Category-Political/Compliance

Contributing Factors (Causes)• Current Political Environment is relatively unstable

Outcomes (Consequences)• Difficult to move the merge forward and sway

support in a way that makes the merge a priority• Loss of support/trust my membership• Bureaucracy influenced by political agenda creating

confusion among membership• Loss of membership

Controls• Increased advocacy efforts• Maintain relationships at the political and senior

bureaucracy levels• Maintain relationships with key like-minded

stakeholder groups• Ensure appropriate levels of communication with

membership • Development of an Advocacy and Communications

Plans.• 3-5 year Strategic Business Plan and Strategic Plan• Develop a contingency business model

Outcomes• Elevating the awareness and importance helps

ensure the merge is realized• Alternative business model ensures that there a

viable plan b if the merge stalls again

Risk Assessment

Risk AssessmentRisk Description –Unforeseen legal issue(s) depletes reserves

Risk Category-Legal

Contributing Factors (Causes)• Legal Counsel required to protect the organization is

costly –unlimited.

Outcomes (Consequences)• Reserves can be quickly depleted.

Controls• Look at ways in which the organization can mitigate

(changing obligations, ensuring members are well aware of obligations and consequences).

• Track and monitor complaints to determine pattern. • Go to market for legal representation.• Ensure sufficient insurance is in place.• Develop Risk Mitigation policies.

Outcomes• Minimizes financial impact on the organization(s)

and helps ensure financial sustainability.

Risk Description–Value & Relevance of the Organization is Diminished

Risk Category-Reputational

Contributing Factors (Causes)• Some employers (i.e. GoA) do not require staff to be

members.• Fake news and special interest portray Forestry in an

unflattering and inaccurate light to the Public.• Decline in enrollment in Forestry programs.• More interest in Environmental Sciences.• Key issues not addressed in a timely manner or fail to take a

position.• Confusion over planning hierarchy. • Not enough education regarding the science, diligence and

importance of forestry to the public and stakeholders• Current Ministry undervalues forest professions and

technologists.

Outcomes (Consequences)• Negative impact on financial sustainability.• Reduced number practising forestry.• Negative impact on proper environmental stewardship on

behalf of Albertans.• Profession and organization loses relevance and credibility.• Others refuse to pay dues.• Lack of perceived value.• Over forest management declines to the detriment of all.

Controls• Continue advocating for mandatory registration for all

practitioners.• Develop and implement an advocacy plan/policy on key issues

impacting the profession.• Become the “go to” people to address issues in forestry.• Develop a specialists database for key issues.• Develop and implement a Communications plan to educate and

reinforce the value of the profession to stakeholders and public utilizing social media, leveraging other groups and other low cost options.

• Ensure continued relationship building with Ministers and Sr. Administration in a manner that fosters mutual respect.

Outcomes• Key stakeholders (public, employers, members)

embrace the value of the profession and organization

• Increased respect of the organization and become the “go to” for opinion, positions and information

• Value is self evident and the organizations fee structure is supported.

Risk Assessment

Risk Description – IT infrastructure is obsolete, inefficient and unstable

Risk Category-IT/Information Management

Contributing Factors (Causes)• Lack of planned upgrading and no funding set aside. • To keep costs low, small independent one man.

contractors have been used who lack the capacity and sophistication to address issues immediately and protect information appropriately.

• Duplicate websites, databases, registration systems that operate separately.

Outcomes (Consequences)• Lose member information or it could be

compromised.• Information becomes out of date and unreliable.• Revert to highly manual inefficient processes that

undermines value to members.• Inefficient, disconnected and costly.

Controls• Budget sufficiently to transition to a single platform

utilizing the right IT partner.• Develop an IT plan that addresses upgrades,

replacements, maintenance, back-up, security etc.

Outcomes• Infrastructure is stable, secure and reliable.• Information is protected.• Costs are well managed and predictable.• Savings are realized through economies of scale and

efficiencies.

Risk Assessment

Risk Name –Members and Stakeholders view the organization as low value/quality

Risk Category-Stakeholders/Membership & Service Delivery

Contributing Factors (Causes)• The organization offers little value beyond

mandatory registration.• Little done to market the value of the profession

and organization.• Questionable how the GoA values

foresters/technologists.

Outcomes (Consequences)• Members don’t support the organization• Members don’t feel aligned .• Reputation negatively impacted.• Members look for other professional options• Quality erodes. • Perpetuates the poor perception by public and

stakeholders.

Controls• Develop and implement relevant, convenient and

timely services – i.e. CC, Exam, Audit other.• Demonstrate and communicate value.• Advocate for mandatory registration among all

employers.• Continue exploring umbrella legislation and

extending scope.• Professional sign-off .

Outcomes• Members appreciate the value and support dues

structure.• Members are proud to be associated.• Organization can fund ongoing initiatives driven by

member need which further demonstrates value.• Greater impact as a voice.• Financially stable.

Risk Assessment