For 25 years, FCM’s Green Municipal Fund (GMF) has helped local governments deliver projects that are both economically and environmentally sustainable, proving that investing in sustainability delivers real value for Canadians, helps communities thrive and strengthens Canada as a whole.  

Thanks to our longstanding partnership with the Government of Canada, we continue to deliver concrete results in communities nationwide. With $311 million in approved funding—a 400% increase since 2018—demand is higher than ever, proving the case for strong local need. This year, GMF met that need by delivering critical, high-impact funding with unprecedented speed — mobilizing two large climate adaptation initiatives in just 9-months.  

GMF’s 2024–25 Annual Report showcases the many ways GMF is helping build more sustainable communities and a stronger Canada. 

Explore GMF’s 2024-25 Annual Report

This tip sheet will help you answer:  

• How can we identify and develop the collaborations needed for our climate adaptation efforts?  

Getting started

Map your network.

Mapping your municipality’s network means identifying whom you have connections with outside of your organization. This helps you see where you are already collaborating and find new opportunities to work with others.

How do you make sure you have the network you need to do climate adaptation work?  

Here are some tips to help you get started.

1. Examine existing collaborations.

A good way to start understanding where, how and with whom your organization is already collaborating is simply to ask those you work with. Start by setting up short meetings, sending out an email or putting out a survey to get insights from your colleagues into the context of the collaboration and the potential to work together on climate adaptation efforts. For example, consider asking:

• Who have you worked with, or are working with, outside your organization?  
• What have you worked on, or are working on, with them? What have the outcomes been?
• Who within your organization initiated and/or manages the relationship?  

2. Identify new partnership opportunities.

Identifying potential opportunities for collaboration on climate adaptation involves recognizing those already engaged in climate adaptation initiatives and who else might be affected by climate change. For example,

Who is already engaged in climate adaptation initiatives?  

• Community groups and Indigenous communities may be actively involved in climate adaptation efforts by, for example, developing their understanding of how community members are affected by and are responding to climate hazards.
• Academic institutions (e.g., universities, research centres) may be researching or conducting pilot projects related to climate adaptation.
• Regional, provincial and territorial governments and neighbouring municipalities may have climate adaptation plans and initiatives in place.
• Non-profit organizations and conservation authorities may offer awareness-building programs related to, for example, emergency response or ecosystem preservation.  

Who else might be impacted by climate change? Some examples include:

• vulnerable populations: Low-income communities, the elderly and young people and those with  health issues can be at higher risk of climate impacts than others.
• farmers and agricultural workers: Climate change can impact water availability and soil health, which in turn affects crops.
• healthcare providers: Heatwaves put a strain on healthcare systems.
• local industries or businesses: Climate hazards may make a community a less desirable place to visit or stay, impacting sectors like tourism, real estate, utilities and natural resources. 

1. Identify local climate information.

Your assessment will likely include two types of climate information: qualitative and quantitative. Quantitative information typically includes historical and future weather and climate data as well as numerical likelihood and impact scores, while qualitative information typically includes information acquired through experience and observation.

ClimateData.ca has a glossary of key terms that can help you identify and interpret information about local climate impacts.

Both types of climate information are available from many different sources and at various scales, ranging from international to local scales. While it’s important to keep the broader climate change context in mind, your focus should be on how your local climate is changing and will continue to change. Resources like ClimateData.ca and Climate Atlas of Canada can help by providing downscaled climate information specific to your location. You might also already have climate information on hand; for example, operations staff may have recorded information about your community’s response to past climate events such as floods or wildfires.

The Climate Atlas of Canada has Indigenous map layers with climate data for First Nations, Inuit communities and Métis homelands. It also provides resources to learn about Indigenous knowledges and climate change. You can find more on the Climate Atlas of Canada’s page about Indigenous knowledges.

 

At this stage, you should also identify which community members you will seek information from and how. For example,

• engaging local and regional First Nations, Métis and Inuit individuals, communities and organizations according to their engagement protocols
• hosting community dinners for urban Indigenous people
• conducting interviews with local businesses
• facilitating focus-group sessions with representatives from local organizations such as advocacy groups and volunteer organizations
• conducting an online survey to gather input from the public

2. Interpreting local climate change information

Processing large amounts of climate change information can be overwhelming. To make sense of it, look at what the data says about past and future key climate indicators within various categories. For example:

• indicators related to temperature: mean summer temperature, the number of days above a specified temperature threshold, the length of a frost-free season
• indicators related to precipitation: number of days with a rainfall amount above a specified precipitation threshold, maximum amount of precipitation in a single day, number of consecutive dry days
• indicators related to sea ice: total area of sea ice, proportion of sea ice area made up of multi-year sea ice

More climate indicators are outlined and discussed in the Government of Canada’s page about climate indicators.

Patterns in these climate indicators are used to describe climate hazards. The process you use will depend on the information you are using and the risk assessment framework you are working within. For example:

 

Work in collaboration. 

Effective collaboration requires ongoing communication. Collaboration also benefits from shared understanding, mutual respect and reciprocity. All of this can take time, energy and resources, which may already be in short supply.  

How do we work in collaboration in a meaningful way that works for all of us?  

Here are some tips to help you get started.

1. Focus on building relationships.

Strong relationships are required before meaningful collaboration can occur. Relationship-building is not a one-time task. It requires time to get to know your potential collaborators, effort to understand what matters to them and actions to build trust. This is particularly important when working with local and regional First Nations, Métis, Inuit and urban Indigenous Peoples communities and organizations. Once there is a sound relationship, the next step is to reach out about possible collaborations. 

Explore Factsheet: Advancing government-to-Nation relationships | Green Municipal Fund for more support on building meaningful relationships with First Nation communities.

2. Start small.

Begin with small, manageable projects to build trust, gain experience working together and demonstrate the value of collaboration. Small beginnings help all partners understand how to best work together in the ongoing process of climate adaptation. One of the best ways to involve potential partners and collaborators is to work together to identify the impacts of climate change on the community and potential actions that could be taken to manage impacts. Involving partners from the onset of your climate adaptation work helps make sure the results of your efforts are informed by diverse perspectives, in turn increasing the likelihood partners will provide support for implementation. 

Read Tip sheet: Start assessing your local climate risks and Tip sheet: Start climate adaptation planning to learn more about working together to identify climate change impacts and potential adaptation actions.

3. Tailor your approach.

Partnerships and collaborative efforts take different forms, based on what is needed for the project and the interests of the parties. Some examples include: 

Type of partnership or collaboration	Example in climate adaptation
Workshops and brainstorming sessions These are interactive sessions where team members can share ideas, solve problems and develop strategies collaboratively. These can be done in person or virtually. Sessions are organized as needed by a lead organization. Participants provide input but do not typically make decisions.	A municipality invites representatives from several stakeholder organizations to participate in a workshop to identify the impacts of climate change on the community.
Working committees These are formal groups developed to complete or inform specific tasks or projects. Members bring diverse skills and perspectives to achieve common goals.  The terms of reference are often documented to clarify responsibilities, decision-making processes, resourcing and expectations regarding committee participation.	A municipality invites representatives from neighbouring First Nations and community organizations to join a working committee that will inform the development of a community climate adaptation plan. Participants agree to attend—and be engaged during—four half-day workshops, in addition to reviewing documents and providing feedback.
One-on-one efforts Individual collaborations can be highly effective for engaging partners with specific or unique considerations or tackling specific tasks that require focused attention. This type of collaboration may be formalized through an agreement or may be informal and ad-hoc.	A municipality engages a neighbouring First Nation, providing resources to knowledge keepers who share valuable insights about how lands in their territory have adapted in response to climate change over time.
Partnerships and alliances Organizations can form strategic partnerships to leverage each other's strengths and resources for mutual benefit. Each organization maintains its own autonomy and jurisdiction (where applicable) and can choose to collaborate when its interests align.	A municipality forms a partnership with a local university to conduct a community- scale climate risk assessment. They work together to define a project scope that meets both the municipality's and the university's needs.
Joint ventures Two or more organizations collaborate on a specific project or initiative, sharing resources, risks and rewards. The terms (e.g., resources that will be contributed, roles and responsibilities, governance) of a joint venture should be documented in a legally binding agreement.	Two neighbouring municipalities combine resources to build flood protection infrastructure that will benefit both communities.
Communities of practice Groups of people who share a common interest or profession come together to share knowledge, experience and best practices. Networks built through communities of practice may be a source of other types of partnerships as needed to advance specific initiatives.	Municipal staff who are championing climate adaptation in their organizations form a regional community of practice with their peers to promote shared learning and action. The community of practice meets quarterly, rotating hosting responsibilities among member communities and maintaining an online forum where members can share resources, provide updates and work through challenges between meetings.

 

4. Develop a shared understanding of a “good” partnership.

Work with your partner to be clear about mutual expectations and how you can best work together for success. You might cover topics like:

• your shared objectives
• resources being committed, including in-kind contributions like time and expertise
• factors for a successful process and outcome (e.g., timelines, scheduling, requirements for flexible participation opportunities or other ways of enabling effective participation)
• responsibilities for decision making, including identifying the role of each partner in informing or making key decisions
• contact names and protocol

Consider writing some of these points down in an agreement, friendship accord or terms of reference. The approach to formalizing your collaboration should be appropriate to the type of partnership or collaboration. 

Next steps

Collaboration with others is an important part of building the core of your climate adaptation efforts—people, partnerships and governance. For more support to get started on strengthening people, partnerships and governance, explore the following tip sheets:

• Tip sheet: Start resourcing your municipality for climate adaptation [Link to M1 tip sheet]
• Tip sheet: Start building council momentum for climate adaptation [Link to M3 tip sheet]
• Tip sheet: Start involving diverse voices in municipal climate adaptation [Link to M4 tip sheet]

Explore the Climate-Ready Communities Assessment Tool for additional insight and support. You can use the tool to evaluate your existing climate adaptation efforts, pinpoint areas for improvement and chart a clear plan for strengthening your community’s adaptation efforts.

Communities know that trees matter. They enhance community well-being while creating cooler, greener and more climate-resilient spaces. However, many communities lack urban forestry expertise and support to manage trees effectively, protecting their long-term investment.

Launched in 2023, GMF’s Growing Canada’s Community Canopies initiative (GCCC) helps communities plant the right type of trees in the right places, and urban forestry coaches help to bring this important work to life by supporting them to get the most value from tree planting and planning projects.  

In this article, you’ll discover common urban forestry challenges communities face and how GCCC’s network of over thirty urban forestry coaches can help. Four coaches share their insights:  

• Marshall Buchanan, devoted to nature conservation for over 30 years; he’s managed his own forestry consulting business, specializing in landscape restoration, urban forestry, private woodlot management and forest gene conservation.  
• Barbara Rabicki, principal owner of Wild by Nature; a forest sanctuary of over 1,000 trees planted in a former depleted quarry.
• Tyler Searls, registered professional planner, forester and ISA-certified arborist. He joined Diamond Head Consulting, a company which aims to “protect, restore and enhance the natural environment” in 2021.  
• Margot Ursic, ecologist. She is the Principal of Grounded Solutions, using her experience as an applied Planning Ecologist to advise committees on land conservation efforts.  

How can an ​​urban forestry coach help your community?  

Urban forestry coaches provide specialized urban forest management expertise to communities across Canada and are supported by a partnership with Tree Canada.

Coaches support communities through every stage of the GMF funding journey; during the funding application process, coaches offer specific recommendations to bolster their applications and overall project. This can include support in: 

• developing tree planting plans,
• designing community engagement strategies,
• selecting the right trees and stock,  
• ensuring strong monitoring and maintenance practices. 

Once funding is approved, coaches support communities in the execution of the project, offering best practices to maximize the environmental and social benefits, as well as ensuring high tree survivability rates and sharing tools for tracking metrics. 

 

1. Industry expertise  

Rabicki—like other urban forestry coaches—has developed a great deal of experience that she enjoys sharing with those who want to green their communities, but may lack the industry expertise. In fact, this lack of experience is one of the main challenges that Rabicki and other urban forestry coaches often see funding applicants grapple with—especially for communities without in-house urban forestry experts, or in smaller municipalities who are strapped for staff time and resources. 

2. Community buy-in 

Another common challenge is securing public support for an urban forestry plan, says ​​Ursic. While “most people like trees,” Ursic says, “how much are [decision-makers] willing to really invest? If a municipality wants a canopy to be sustained for the long term, it needs continual reinvestment in planting, maintaining and protecting.”

Rabicki explains that coaches help applicants share with municipal decision makers the value of trees as green infrastructure, which she says can benefit wildlife habitats, air quality, stormwater management, energy savings and pest management. For example, Rabicki says, diversifying the types of trees planted can protect communities against the emerald ash borer, an invasive wood-boring beetle that, within eight to 10 years of entering a community, kills 99 percent of ash trees. 

3. Building momentum

Despite many community members wanting to contribute to a solution, individuals who know the benefits of trees beyond being “nice to look at” may feel uncertain of who to approach to launch a greening initiative, Buchanan says. 

“How can they ignite their enthusiasm [for a solution] and bring [people] together to make it happen? Is the impetus coming from the local government, or is it coming from the citizens group—and how can that effort be empowered?” Buchanan asks.

That’s why GCCC’s network of coaches is so crucial. They act as both expert guides and strategic allies for communities, building compelling cases for long-term investment, helping communities overcome gaps in staffing, training and peer connection.  

Identifying canopy gaps

With years of industry expertise, coaches leverage different tools and resources to support funding applicants, ​​​​​​such as by helping them craft a plan for their tree planting project.  

From an equity standpoint, Searls says that, when creating a tree planting plan, it’s vital that communities identify gaps in their canopy and which neighbourhoods might benefit the most from greening. Factors such as race, culture, income and education may have historically impacted how trees were planted throughout an area, with underserved neighbourhoods often seeing less green space. This lack of green spaces can lead to higher rates of heat-related deaths and illnesses, higher utility bills, structural damage due to extreme weather events and more.  

Addressing biodiversity loss

Buchanan adds that there is a ‘biodiversity crisis’ in Canada—statistics show that at-risk mammal populations, such as the woodland caribou who rely on mature trees for nutrition and safe travel routes, have fallen by almost half in 50 years.

When natural spaces and biodiversity are lost, risks to human health increase. Without the power of trees, the air is filled with more pollutants, food safety and security dwindle, pandemic risks increase, and more.  

That’s why it is so important to design urban forestry projects that increase biodiversity, prioritize native species and protect existing green spaces. Coaches can offer expert guidance to support a more diverse and resilient urban forest through strategic tree planting or naturalization projects. 

Right-sized support  

Regardless of size or prior experience, any community applying for funding can benefit from urban forestry coaching.  

When working with funding applicants, Searls’ first step is to have a discovery meeting to better understand where the community is at in terms of expertise and previous urban forest management—for example, is this the first-ever large-scale greening initiative, or is it a municipality looking to scale their existing urban forestry efforts with additional funding?  

“That can help you chart the course to get through the application process and hopefully be successful,” says Searls. As a coach, one of his first assignments was with an established community of over 100,000 people. Searls explains that, as a larger community, they had a great deal of subject-matter expertise in urban forest management—however, where Searls came in was to help them navigate their GMF funding application.  

“They have good awareness of where they might have needed me, and so we've left the door open to them engaging me as they see fit,” he says.  

Rabicki’s approach is similar to Searls’—she begins every project by identifying a community’s existing capacity. “Are they struggling with staffing resources, financial resources?” she says, listing the kinds of problems a community can face, from managing their urban forestry contacts to finding suppliers, or drafting up contracts and tenders for forestry services. “Those are all things that we can help with, depending on what their individual needs are,” Rabicki says.

From there, she helps funding applicants break down their ​​​​project into “doable chunks”, from​ defining their objectives and collecting data on the status of their canopies, to selecting a planning site and choosing the right tree species. ​​​

Searls says that smaller communities are more likely to have limited urban forestry networks, as they may not have the staff capacity or resources to attend industry conferences. “They don't belong to certain professional associations, they don't get the networking opportunities.”

Even a community that is well-established in urban forestry can benefit from coaching, Rabicki says. “Your network can never be big enough, because there are often challenges that you're facing at different times,” Rabicki said—for example, figuring out how to protect tree canopies from an unexpected disease or pest infestation.  

Coaches can support strategic planning work, like the development of an urban forest management plan. With a strategic plan in hand, Rabicki says that communities have a “road map” that they can refer to, including touchpoints with a community’s municipal council for buy-in, as well as “helping the public understand what the goals are, and why it's critical to build a tree canopy,” she says.

Ursic adds that, while the needs of each community are unique, there’s always something to be gained from working with a coach. For example, a larger municipality might need a particular niche filled—such as an expert on woodland management—while others need assistance with figuring out how to approach their to-do list. “Maybe they need guidance on helping to prioritize [tasks],” Ursic says. “There's a lot they want to do, but they can only do so much. Where's going to be the best place for them to put their resources?”

​​​​​​​​​Currently an urban forestry coach to various municipalities, Ursic adds that funding applicants benefit from urban forestry coaches who work with a breadth of communities. “I learn little bits and pieces in different places that I can bring to other projects and say, ‘over here, they've had this experience, maybe this would work for you,’” she says.  

While communities benefit greatly from working with a coach, coaches also have something to gain from partnering with funding applicants: Rabicki—who has worked both as a forestry consultant and as a municipal staff member—says she “gets excited” about helping others learn and become confident in their projects.  

“It's about passing on the experience and helping others grow and succeed and learn together,” she says. “It's a collaborative greening of Canada's communities.”​

Got a project idea? Don’t do it alone

Whether you’re just starting to dream up your urban forestry project or already deep in implementation, connecting with a GCCC urban forestry coach early on can make all the difference.

The earlier you connect with a GCCC urban forestry coach, the stronger your project will be. Talk to our outreach team to learn about GMF funding, share your project idea, get matched with a coach and explore how we can help. 

The Green Municipal Fund’s Growing Canada’s Community Canopies is a $291 million initiative, ending in 2031, funded by the Government of Canada and delivered by the Federation of Canadian Municipalities. Capacity building is enabled through a partnership with Tree Canada. GCCC will support the planting of at least 1.2M trees across Canada by end of March 2031.