1. RFPRO Registered Forestry Professional Regulatory Organization

2.  Delighted to have the opportunity to provide membership an update on where the creation of Registered Forestry Professional Regulatory Organization is going  Feedback or response is desired and appreciated

3.  Merger of CAPFT and CAPF was anticipated and approved based on an expectation of Bylaw (and maybe Regulation) changes  Expectation was that RFPRO would form the basis for a Natural Sciences Professional Organization – including agrologists, biologists, chemists, forestry professionals

4.  Alberta Society of Professional Biologists (ASPB) wanted to develop an organizational structure at a fine level of detail prior to taking a decision on joining  Alberta Institute of Agrologists (AIA) have no interest in an encompassing organization  Association of the Chemical Profession of Alberta (ACPA) is very keen on an encompassing organization

5.  RFPRO forced the issue with ASPB in summer 2014  The only option is merger – no room for affiliation  Develop a memorandum of understanding regarding this  ASPB would not sign therefore Natural Resource Professional Organization is unlikely to happen soon  JSTL tried to force this forward in fall 2014 without success

6.  RFPRO decided to forge ahead with merger  Initial focus was on integration of existing organizations to foster a “new” culture  Joint Executive Committee  Bylaw Development Team

7.  Met with JSTL to discuss the path forward and set a timeline  JSTL advised that they expected development of a complete new hierarchy  Legislation  Regulations  Bylaws

8.  Legislation is significantly larger hurdle than Bylaw changes  Must meet a timeline set by JSTL to be placed on the legislative agenda  Requires a thoughtful review of current legislation and three-dimensional scan of other legislation  Forestry professional legislation – Canada and US  Recent professional legislation – Alberta

9.  JSTL provided an initial timeline for legislation  Draft legislation completed by spring 2015  Onto the order paper for fall 2015  RFPRO continued to work on Bylaws anticipating modest changes  This changed dramatically with JSTL supplying a more clear understanding of expectations

10.  Joint Council has chosen to treat this as opportunity  Broaden the definition of the practice of forestry to encompass what we do today AND  WHERE WE ANTICIPATE FOREST – FOREST LAND MANAGEMENT IS GOING

11.  Legislation will establish a very broad definition of the practice of forestry  Practice of Forestry  Practice of forestry means the development, acquisition and application of scientific principles to the management of trees, stands, forests and forested landscapes to provide an array of ecosystem services. The practice of forestry includes:

12. 1) Assessment, measurement, quantification, location, mapping, evaluation, administration, and management of the environmental attributes that comprise forests, including trees, stands, associated vegetation, wildlife, soils and watersheds. 2) Stewardship, protection, management and renewal of the environmental resources that comprise forests to provide an array of ecosystem services while preserving the interests of the public or the forest owner. 3) Planning, assessment, measurement, valuation, inventory, protection, stewardship, and the renewal of trees, tree stands, and their ancillary plant communities in both planted and naturally occurring ecosystems on private and public lands within an urban setting, including the interface of wild land and urban environments.

13.  Goals of the definition of the practice of forestry  More inclusive – allowing folks without traditional forestry training a place to practice  Move forest management back up to the landscape and broader levels  Provide a platform toward encompassing natural resource professional legislation

14.  Support for this approach from:  Public Members on Council  AESRD – specifically Bruce Mayer  Need member input and feedback – one goal of today’s workshop

15.  Tremendous success in coming together as a single council (Joint Council)  Joint Council provides a model for the culture of our new RFPRO  We have initiated a branding exercise  To support better communication of who we are and what we do  To name the RFPRO

16.  Regulations  Will provide a range of practice areas that support the Legislation  Will provide critical support mechanisms to both Legislation and Regulation  Restricted practice  Practice Review  Continuing Competence

17.  Honest, constructive feedback and input on where we are and where you would like to see us go  At today’s workshop  Anytime via phone, email, over coffee….

18. Edmonton – April 16, 2015

22.  Mandate: The Joint Executive Committee (JEC) will have the primary responsibility to enable and facilitate the merger of the two Colleges as per the terms of the Memorandum of Understanding for Interim Governance (Appendix A).  Structure: The JEC will be composed of; President, Vice President and Past President of each College, The Executive Director / Registrar from each College, Finance Director from CAPFT, Councillor from CAPF, Public Member from each College, the Transformation Manager from CAPF and Forestry Consultant from CAPFT assigned to this task.

23.  “The role of Merger Secretariat is to facilitate and provide focus to the cultural changes in merging from two colleges (CAPF – CAPFT) into one organization. “  “In particular the Merger Secretariat would act as the single conduit between JEC and the various administrative and consulting personnel involved in the merger of CAPFT and CAPF. The Merger Secretariat would be a “ temporary role” intended as stop-gap until the merger described the structure of the new “organization” in sufficient detail to permit establishing a lead administrator role.”

24.  Focus is on the Act and Regulation  Milo Mihajlovich, David Fox, Ray Hilts, Grant Williamson, Adrian Pritchard and Wayne Williams  Preparing three column document (policy proposal) identifying proposed changes to the Act.  Opportunity to make significant change – important we get this right.

27.  Structure – One Act – One Regulation  Maintain opportunity to be inclusive of other Disciplines  Opportunity to take restrictive detail out of the Act and move to Regulation and Bylaws. Will provide more flexibility in the future  Definition of Forestry

28.  Update and clarify Mandatory registration provisions;  Currently limited to forest practitioners that provide professional services on public land.  Teaching of the practice of a regulated profession.  Clarify reference to other enactments.  Continuing Competence Program;  CC Sub-Committee struck to provide recommendations  Practice Review / Restricted Activities  Consider structure with link between Practice Review and Restricted Activities (as in other legislation).

29.  Update complaint process;  Update to most recent legislation (Chartered Professional Accountants Act)  Complaint Inquiry Committee (CIC) to replace Complaints Director.  More open process (public member on CIC).  Proceedings can continue despite withdrawal of complaint from complainant.

30.  Amalgamate Regulations into one,  Standardize requirements (practice permit, experience requirements, CC requirements, etc.)  Enhance ability to create “regulated categories”; i.e. Associate Member, Natural Resource Practitioner.  Define CC program in more detail (dependent on outcome of CC Sub-Committee).

31.  Members; Bill Tinge, Travis McDonnell, Ray Hilts, Grant Williamson, Christine Crowe, Doug Krystofiak.  Completed a first draft of the combined Bylaws  Recognize that Governance review may change committee structure, roles and responsibilities – prepared to accept there would be some re- work.  Able to clear off some of the administrative changes that will be required.

37.  Have asked all Councillors to provide comment / input with respect to a governance model that addresses the Principles for good governance.  Preparing and reviewing options against a matrix of the principles for good governance models.  Comparing draft Bylaws with matrix.  Debate the options at JEC and provide a recommendation to Joint Council.

39.  Goals;  Rebrand the profession to best position it’s members to employers, the public, and other stakeholders.  Promote a forestry career path as a desirable opportunity that encourages individuals to make a difference and have a positive environmental impact.

40.  Key Steps; 1. Discovery – your organization from your perspective. 2. Stakeholder Consultation and Research – your organization from your stakeholders perspective. 3. Positioning and Strategy Recommendations – articulate CAPF(T)’s positioning and key messages. Identify potential marketing activities.

41. 4. Branding Phase – build a creative platform centered around a new logo while providing the general look and brand guidelines to support the visual identity. 5. Launch Plan – build a roadmap to marketing success. 6. Launchsite – web design and presence.

42.  37 students currently enrolled at UofA. 64 students enrolled at NAIT.  Good uptake on the MF program – looking at potential students from the ENCS (Bio Con or Reclamation stream) program to see if they meet the CFPFA certification standards and be eligible to register.  Reviewing accreditation standards to be more inclusive of other programs.