With the support of our community, the Fort McMurray SPCA educates, serves and inspires compassion in the treatment of animals by modeling best practices in all aspects of animal welfare.
None of this would be possible without you. From the animals you have helped us rescue, reunite and rehome, we offer our heartfelt thanks.
For more information you can read or download our Vision publication here. Acrobat Reader is required.
The Fort McMurray SPCA Strategic Plan 2025-2023 builds upon our previous
successes while setting new ambitious goals to enhance animal welfare,
strengthen organizational culture, ensure financial sustainability, expand
community engagement and reinforce governance. This plan outlines
targeted objectives to reduce the length of stay for animals, improve staff
and volunteer satisfaction, increase funding, and develop key community
partnerships. With a focus on transparency, best practices and
accountability, we are committed to creating a compassionate and
responsible environment for the animals and the community.
• Efficiently track and leverage donor data
• Develop and implement a marketing plan to
increase community engagement and awareness
• Expand outreach to the Regional Municipality of
Wood Buffalo to assist with spay and neuter and
wellness initiatives.
• Establish two new community partnerships per
year to strengthen local collaborations.
• Reduce the average length of stay for animals to
less than 60 days.
• Develop a targeted adoption plan for animals in
the shelter for 6+ months (by 2025).
• Ensure daily enrichment for every animal in care.
• Maintain a rate of return under 4%.
• Increase adoptions by 5% each year through
improved adoption strategies.
• Implement a standardized training program for staff.
• Conduct biannual staff surveys, aiming for 90% of
staff to feel supported by management.
• Track volunteer data efficiently.
• Develop a recognition plan to enhance staff,
volunteer, and donor retention.
• Update all current policies within the first year
• Consider policy revisions for further accreditation
within five years.
• Develop a written succession plan for the
Executive Director.
• Create and implement an Emergency
Preparedness Plan.
• Update and implement the Board Matrix
governance matrix and Board Nominations
Committee structure by 2025.
• Build a board reserve covering three months of
operating expenses.
• Secure at least five new corporate sponsors annually.
• Achieve a 10% surplus of annual operational costs.
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