Healthy AMA

Achieving the goals under the three Key Results Areas requires a healthy, vibrant and sustainable AMA. For 2016-17, we focused on the following core organizational capabilities:

1. Governance

• Implement the recommendations of the Governance Review Group approved by the RF

Staff, with board direction is implementing the governance review recommendations. A number of changes were introduced at the fall RF (e.g. electronic voting) and further changes will be introduced in spring. New leader communication tools are also developed and being made available to sections.

2. Workforce

• Continue and complete transition to new matrix structure and ensure that program services are offered to PCNs and members in a coordinated way.
• Implement investment choice for staff participating in the defined contribution pension plan
• Develop long-term space strategy (+5 years).

The integrated programs have completed the transition to a matrix structure, which provides a more holistic approach for working with physician groups. Additional funding made available under the Amending Agreement to support panel work, blended capitation model implementation and improvements to chronic disease management provided greater stability for staff involved in those activities. The Calgary office moved to its new location in spring.

3. Financial

• Sustainable operations and fully funded reserves.
• Effective stewards of AMA Agreement funding.

Board reserves are fully funded, and the organization is strongly positioned to respond to demands heading into Negotiations 2018.

4. Relationships

• Strengthen relationships with system leaders towards building an integrated health system.
• Improve the AMA’s ability to provide input into government policy development.

The Amending Agreement created a vehicle to strengthen and develop relationships with government and amongst physician groups. The association sought member input on important new Amending Agreement initiatives (e.g. SOMB rule changes and income equity), and worked hard to ensure members were informed as the many initiatives moved forward.

5. Knowledge

• Implement the insight and engagement strategy approved by the board.

With board oversight, staff moved forward on a number of insight and engagement initiatives including: the launch of a new leader communication tool; enhancements to analytic capabilities; and new tools for RF members to search motions passed at previous RF meetings. Also, effective December 22, 2016, an information sharing agreement between AMA and AH is in place, giving the AMA better access to the anonymized billing information which will support a number of physician compensation, peer review and integration of care initiatives.