Strategic Business Plan 2009 - 2019

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Strategic Business Plan2009 - 2019

Table of ContentsThis Year’s Strategic Business Plan3Chairman of the Board Message4President & CEO’s Message5Alberta Conservation Association6Our Mission7Our Vision7Core Values7Our Culture8Stakeholders and Partners9Ten-Year Strategic Goals 2009 - 201910Three-Year Strategic Objectives 2009 - 201211Summary15Photo Credits:Robert Anderson, Brian Bildson, David Fairless, Randy Lee, Lisa Monsees, Todd Zimmerling

This Year’s StrategicBusiness PlanStrategic business planning is an important process that ensures employees,stakeholders and partners have a clear understanding of the future direction ofAlberta Conservation Association. This year’s strategic plan includes both a ten- andthree-year plan, which provides Alberta Conservation Association management withthe information they require to determine specific actions that must be taken on ayearly basis to ensure goals within the Strategic Business Plan are met.In the 2009-2019, ten-year Strategic Business Goals section, twelve general, long-termstrategic goals are identified in contrast to the more specific short-term objectiveshighlighted in the 2009-2012, three-year Strategic Business Plan section on page ten.The short-term objectives relate directly to the long-term goals and provide us withthe details we need to determine if the objective has been achieved by 2012. Thenumber associated with each of the twelve, long-term goals corresponds directly tothe same number shown for the short-term objectives, and as a result the short-termobjectives can be seen as a subset of the long-term goal.This Strategic Business Plan lays the foundation for our long- and short-termdirection. The three-year objectives are enhanced by the Annual Operating Plan(AOP), which is produced yearly based on the objectives outlined in this plan. TheAOP provides information on projects that Alberta Conservation Association willundertake, along with the proposed budgets for individual projects and programareas.All strategic goals and objectives are aimed at meeting our Mission and Visionstatements and all activities are undertaken with our Core Values in mind.3Alberta Conservation Association – Strategic Business Plan 2009-2019

Chairman of the BoardMessageOnce again I am honoured to deliverthis year’s Chairman’s message. Infact I’m very pleased to share our goodnews with all Albertans. I have beeninvolved with Alberta ConservationAssociation for many years, and neverhave I felt better about where we standtoday and where we’re heading. As Ilook back over the past year, AlbertaConservation Association has madesignificant progress in cementing itsrelationship with its member groupfounders, as well as delivering effectiveconservation programs to our othermain stakeholders, namely those whohold a WINcard.Alberta Conservation Association hasalso nurtured and developed a corporateculture that values the knowledge andrecognizes the passion of its staff. Werealize that they bring high-qualitytalents and abilities to the organization,and we could not survive and thrivewithout them. Of equal importanceare the partnerships we’ve entered intowith other conservation groups, NGOs,government and industry. Worldclass conservation projects happenon the Alberta landscape and AlbertaConservation Association is a proudpartner in many of them. You can checkout our website or Conservation Magazinefor additional project information.I would be remiss to not mention ourBoard of Directors. This widely diversegroup of dedicated conservationists isa knowledgeable group. Most of ourboard members have risen throughthe ranks of their own member groupsand come to Alberta ConservationAssociation well grounded. Thediscussion around our board table isalways informed, often educational andsometimes passionate, but in the end,conservation in Alberta comes first whenmaking our decisions.Looking forward over the next year, itlooks like we will be facing challengeshere in Alberta. But with thosechallenges also come opportunities,and that is what Alberta ConservationAssociation will be focusing on.We encourage all our neighboursthroughout Alberta to take a momentto think about our wild Alberta andconsider what small action they couldtake to make it a better place.Happy trails.Brian Bildson, ChairmanAlberta Trappers’ AssociationBrian Bildson operates a Registered Fur ManagementArea in Northern Alberta. He is the Chairman ofthe Board of Directors, representing the AlbertaTrappers’ Association.4Alberta Conservation Association – Strategic Business Plan 2009-2019

President & CEO’s MessageOver the last two years, Alberta Conservation Association has taken great stridesin improving our relationship with partner groups, communicating better with ourstakeholders and setting well-defined objectives on a year-to-year basis. Based onthe changes we have made and relationships we have built and strengthened, it is mybelief and that of the Board of Directors, that Alberta Conservation Association is ina position to consider longer-term goals with respect to our strategic planning. Tothis end, this strategic plan provides a three-year vision of what Alberta ConservationAssociation intends to accomplish, as well as a ten-year strategic plan. While it isrecognized that a ten-year time horizon is difficult to plan for, it is important that asan organization we do consider our long-term goals and the actions we may need toundertake today to ensure we meet those goals ten years from now.Alberta Conservation Association has an excellent future ahead, and it is my sincerebelief that with a proper plan in place Alberta Conservation Association can move inany direction we desire and can achieve anything we put our efforts towards. Thisyear’s strategic plan, with both a three and ten-year plan, is the first step towardmeeting what at first glance appears to be lofty goals over the long-term. For those ofyou who may feel that we are shooting too high over the next ten years, keep in mindhow much we have accomplished and how much Alberta Conservation Associationhas changed in the first 11 years. With the hard working and dedicated employeesthat form the backbone of Alberta Conservation Association, I have no doubts thatAlberta Conservation Association will continue to improve and evolve as a leaderin conservation. I am confident that in 2019, we will find that we have achieved andexceed the goals that we have laid out this year.Todd ZimmerlingAlberta Conservation Association – Strategic Business Plan 2009-20195

Alberta Conservation AssociationBoard of DirectorsAlberta Conservation Association Board of Directorsmeets quarterly and consists of nine membergroup representatives, one Provincial Governementrepresentative, two appointed Public at Largerepresentatives, and the chairholder of the ACA/University of Alberta Chair in Fisheries and Wildlife.ExecutiveBrian Bildson, ChairmanAlberta Trappers’ AssociationRandy Collins, Vice ChairmanAlberta Fish & Game AssociationFormed in 1997, Alberta Conservation Association (ACA) is a not-for-profit, registeredcharity largely funded by Alberta’s hunters and anglers through licence levies, anda growing number of corporate partners. We are governed by a multi-stakeholderBoard of Directors represented by hunting, fishing, trapping and naturalist groups;government, First Nations, Public at Large, industry and academic representatives.Annually, Alberta Conservation Association directs more than 10 million towardsconservation efforts, delivering a wide variety of projects, programs and servicesacross the province. Key conservation programs that we deliver include Wildlife,Fisheries, Land Management and Communications.Patrick Long, SecretaryFoundation for North American Wild SheepAlberta Conservation Association Member Groups:Ward McLean, TreasurerPheasants Forever Alberta CouncilAlberta Fish and Game AssociationAlberta Hunter Education Instructors’ AssociationAlberta Professional Outfitters SocietyAlberta Trappers’ AssociationFederation of Alberta NaturalistsFoundation for North American Wild SheepPheasants Forever Alberta CouncilTreaty 8 First Nations of AlbertaTrout Unlimited CanadaDon Pike, Past ChairTrout Unlimited CanadaDirectorsTom Bateman - Alberta Hunter Education Instructors’AssociationDr. Mark Boyce - ACA University of Alberta Chair inFisheries and WildlifeBob Byers - Alberta Professional Outfitters SocietyRandy Collins - Alberta Fish and Game AssociationKen Crutchfield - Alberta Sustainable ResourceDevelopment, Minister’s RepresentativeDr. Lee Foote - Public At Large, AcademicRepresentativeSandra Foss - Federation of Alberta NaturalistsJ.R. Giroux - Treaty 8 First Nations of AlbertaColin Gosselin - Public At Large, Northeast RegionALBERTA TRAPPERS’ ASSOCIATIONWard McLean - Pheasants Forever Alberta CouncilCalvin Rakach - Public At Large, Eastern RegionLayne Seward - Public At Large, Northwest RegionJeff Smith - Public At Large, Southern RegionDr. Roger Smith - Public At Large, IndustryRepresentative6F E D E R AT I O N O FA L B E R TA N AT U R A L I S T SAlberta Conservation Association – Strategic Business Plan 2009-2019

Our MissionOur Core ValuesAlberta Conservation AssociationCollaboration - We look for every opportunity to work closely with each other aswell as with our partners to positively impact Alberta’s fish, wildlife and habitat.conserves, protects and enhances fish,wildlife and habitat for all Albertans toenjoy, value and use.Integrity - We maintain high ethical standards in everything we do. We are truthful,keep our promises and deliver on our commitments. We always remember we areworking for the resource.Excellence - We work to achieve the highest standards in everything we do.Our VisionAn Alberta with an abundance anddiversity of fish, wildlife and theirhabitat; where future generationscontinue to use, enjoy and value ourrich outdoor heritage.Innovation - We overcome challenges and continually find new ways to improve.Innovation includes problem solving, taking advantage of opportunities andembracing change to achieve goals.Accountability - We are all responsible for our actions and we are willing to acceptthe consequences of our actions. We recognize that accountability includes beingaccountable to each other, our stakeholders and the resource we are working for.Respect - We value the differences and similarities of our employees, partners andstakeholders. We treat both our people and the resource with a high level of dignity.Alberta Conservation Association – Strategic Business Plan 2009-20197

Our CultureAlberta Conservation Association is committed to managing its operations in abusiness-like manner, ensuring all employees are accountable for their actions. Thismeans that employees are responsible for completing tasks on time, on budget, to thehighest quality and in a safe manner. Our employees are empowered to makedecisions and are also responsible for those decisions. We recognize that effective andopen communication is a cornerstone to a healthy work environment, whereemployees see an opportunity to grow in their careers and feel ownership of theorganization and the direction we take. To this end, Alberta ConservationAssociation values direct communication among employees and between employeesand senior management. The office of the President and CEO is always open fordiscussions with employees.Our goal is to maintain a corporate culture where employees feel involved indetermining the direction of the organization, feel proud of the work they do and theprograms Alberta Conservation Association takes on, and have the tools to talk toany of our stakeholders and provide examples of how we operate in an effective andefficient manner. This is achieved while carrying out valuable work to conserve andenhance Alberta’s wildlife, fisheries and land resources.8Alberta Conservation Association – Strategic Business Plan 2009-2019

Stakeholders and PartnersWe view our member groups as our primary stakeholders, followed by all WINcardholders (hunters and anglers) and then Alberta’s general public. By using thisapproach we believe we are serving the public interest in the most effective way.Alberta Conservation Association has a unique relationship with Alberta SustainableResource Development (ASRD), whereby we work closely with ASRD staff at alllevels throughout the year to determine conservation priorities, delivery methods,clarify protocols and promote conservation activities in the province. As a result,ASRD is our largest conservation partner. As such, it is always a priority to ensurean honest and open relationship with ASRD to allow for smooth operation of ourconservation programming and effective use of resources.Wherever possible, we strive to have our member groups as key partners inconservation. This commitment has already seen the development of new initiatives,which have resulted in an enhanced working relationship with our member groups,and a number of new partnerships are being explored for the upcoming fiscal year.Alberta Conservation Association – Strategic Business Plan 2009-20199

Ten Year Strategic Goals2009 - 2019Long-term goals for the 2009-2019 planning period:1.Continue to improve as an organization that our member groups can be proudof. We will strive to become an “umbrella organization” that coordinatesprograms with member groups, facilitates partnerships between membergroups, and aids member groups wherever and whenever possible.2.Increase the number of corporate partners that Alberta ConservationAssociation has as donors to a wide range of conservation related projects.3.Increase the level of non-levy revenue to the point that levy funds make up 25 %or less of total revenue for Alberta Conservation Association.4.Work towards a clearer distinction between Alberta Conservation Associationand the Alberta Government.5.Increase the general public’s recognition of Alberta Conservation Associationand its member groups.6.Increase the acceptance of hunting, fishing and trapping within the generalpublic.7.Increase the recognition of the positive role hunters, anglers and trappers playin the conservation of wildlife, fish and habitat in Alberta.8.Work closely with member groups to increase hunter, angler and trapperretention and recruitment.9.Enhance our working relationship with Alberta Sustainable ResourceDevelopment through effective delivery of our Program Agreements, fosteringcollaboration and open communication.10. Maintain “on-time, on-budget, high quality and done safely” as the cornerstonesof all Alberta Conservation Association projects.11.Foster a working environment where employees feel pride in where theywork; where employees feel engaged; where employees know the directionthe organization is moving and where employees have an overall high level ofsatisfaction with Alberta Conservation Association as a place to work.12. Continue to grow the reputation of Alberta Conservation Association as aworld-class conservation organization known for integrating high-qualityresearch and on-the-ground conservation projects.10Alberta Conservation Association – Strategic Business Plan 2009-2019

Three Year Strategic Objectives2009 - 2012Short-term objectives for the 2009-2012 planning period:1a. Develop a yearly planning process that involves meetings with member groupsto discuss direction and priorities. This process should be initiated in 2009/10and should be tested during Alberta Conservation Association’s annual planningcycle in the fall of 2009 and 2010. By the fall of 2011 the process of involvingmember groups in the yearly planning cycle should be refined and permanentlyincorporated in Alberta Conservation Association’s planning process.1b. Complete at least two land purchases per year that include partnershipswith member groups. By March 31, 2012, Alberta Conservation Associationshould be able to identify the purchase of at least six properties purchased inpartnership with a member group over the past three years.Alberta Conservation Association – Strategic Business Plan 2009-201911

1c. Provide services for member groups such as promotion, design and/oraccounting. Alberta Conservation Association has significant expertise inareas that many of our member groups do not and as such should strive to aidour member groups. By March 31, 2012, Alberta Conservation Associationshould be able to identify at least three member groups to which we haveprovided support in promotion/advertising, design of printed material, websitedevelopment, bookkeeping, biological expertise and/or other areas of expertisethat can be beneficial to a member group. This objective does not imply thatAlberta Conservation Association will provide these services for free; however,because the services are provided to a member group the services would beoffered at a lower cost (lower than a member group could find elsewhere).2a. Increase the number of corporate partners on a yearly basis by at least fiveso that by March 31, 2012, Alberta Conservation Association has at least 24corporate partners (including current partners).3a. By March 31, 2012 levy revenue should comprise 62.5% or less of total revenue.This objective should be achieved in four key areas; 1) increasing partnerfunding, 2) increasing donations, 3) providing services to member groups andothers, and 4) advertising revenue.4a. Build a new Alberta Conservation Association office in Lethbridge and take onpreliminary planning for offices in Peace River, Rocky Mountain House andBlairmore by March 31, 2012.4b. Ensure all internal and external communications prepared by AlbertaConservation Association are branded appropriately to increase publicrecognition of Alberta Conservation Association as a non-profit registeredcharity, distinct from ASRD.5a. Increase general public recognition of Alberta Conservation Association from1.7% to at least 5.0% In June 2008, a survey was conducted by Leger Marketingthat provided information on the public’s awareness of, and feelings towardsAlberta Conservation Association, its member groups and conservation issues.In June 2011, a second survey will be conducted to determine if recognitionrates or attitudes of the general public have been changed in three years.12Alberta Conservation Association – Strategic Business Plan 2009-2019

take time for traditionwww.ab-conservation.com6a. Increase the number of people who say they support or strongly supporthunting, angling, and/or trapping by 10 percentage points as compared tothe 2008 survey results. This result will be achieved through developing adcampaigns that portray the positive social and conservation benefits of hunting,angling and trapping.7a. Establish a partnership with a Canadian celebrity that promotes hunting/fishing/trapping to the general public. The effectiveness of this objective willbe measured with the general public survey.7b. Ensure communications materials such as signage and the conservation siteguide continue to be produced and distributed in a manner that ensures thegeneral public is aware of the work hunters, anglers and trappers are doing forconservation.8a. Establish a retention and recruitment program that is funded with internalfunds and delivered by our member groups. This process began with initiationmeetings between Alberta Conservation Association and its member groups.In 2009/10, the first year of this new retention and recruitment programmodel will roll out. This objective will be measured over the first three yearsby tracking the number of partnerships between member groups that arisefrom this initiative and the number of students that are reached through theprogram.9a. Develop a mutually agreed-to schedule with ASRD for senior managementof Alberta Conservation Association to meet with ASRD Area Managersthroughout the year to discuss issues/concerns and ways of improvingcommunication. This schedule should be developed immediately with theformat and process worked out in the n

yearly basis to ensure goals within the Strategic Business Plan are met. In the 2009-2019, ten-year Strategic Business Goals section, twelve general, long-term strategic goals are identified in contrast to the more specific short-term objectives highlighted in the 2009-2012, three-year Strategic Business Plan section on page ten.

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