Capability

Activity

Update

 Governance

• Deploy the tool kit developed to assist sections and others in diversifying AMA leadership.
• Apply lessons learned during COVID to enhance opportunities for bringing leadership together (e.g. Virtual AGM).
• Provide skill development opportunities to AMA physician leaders – Webinars.

• A President’s Letter announcing the toolkit’s completion and availability was also sent to members on May 14. 
• Plans are in place to host a webinar session for AMA members about the Toolkit and promoting diversity and inclusion in 2021. 
• Virtual AGM was held successfully with the highest turnout ever (450 participants). 
• During COVID, webinar and Zoom technology was used to reach thousands of members in a wide range of member sessions from (sunshine list, legal case, ARP’s)
• Using the CMA Leadership development grant the AMA offered three PLI courses on engaging others, Leading effective teams, and managing people effectively.

 Workforce

• Enhance and expand member engagement opportunities as an entry point for future member workforce. 
• Support the redeployment of staff to higher value services as the organization evolves to maximize member value. 
• Develop and begin implementation of a space strategy that improves space efficiency while enhancing member value and experience.

• A hybrid work model which blends in-person and remote/virtual work approaches is being implemented. Through this new work model, we will be able to: 
  • Provide quality products and services to members and internal customers
  • Increase opportunities to engage and solicit input and feedback from members
  • Provide opportunities for collaboration, sharing and integration across the organization to support a strong member-focused culture
  • Improve the experience of association physician leaders 
  • Optimize AMA physical space footprint and travel-related costs and expenses

 Financial

• Balance the use of AMA contingency and direct savings to maximize member value and sustain the organization. 
• Effective stewardship of program funding.

• The budget was prepared based on a conservative no-agreement assumption.
• With member retention rates at roughly 100% overall, we will end the 20/21 fiscal year in a strong financial position and create additional flexibility in the 2nd year of the 2-year business plan that was established. 

Relationships

• Enhance our relationship with the CMA.
• Expand our government relations and public relations capabilities and deploy assets as needed to ensure physicians remain a key health system partner.
• Continues to develop and deliver grass roots advocacy through the Joint Task Force.
• Continue to expand capacity for and reach of AMA social media profile.
• Partner with the ZMSA’s on key initiatives including the provincial staff bylaw review.
• Enhance our relationship with the Rural Municipalities Association and the Alberta Urban Municipalities Association.

• Working closely with CMA on a range of initiatives supporting achieving an agreement (e.g., federal advocacy, PTMA support, studies).
• Separate CMA grants have been signed for physician wellness and physician leadership totaling $350,000.
• Social media capabilities have been enhanced to support advocacy efforts. (see essential elements) 
• JTF work on-going (see essential elements).
• Provincial medical staff bylaw review completed, waiting for Ministers response.

Knowledge

• Identify new, high-value member engagement opportunities that satisfy the 4 dimensions of engagement (belonging, contributions that matter, valuable services, experiences that matter to members). 
• Develop a membership marketing framework including a monitoring method to allow strategic targeting of underrepresented groups within the membership renewal period. 
• Select a replacement website content management tool and begin implementation of the website amalgamation and redesign.

• Thousands of members attended an AMA hosted webinar during the year. 
• A strong member marketing campaign involving sections and other leaders lead to an overall member retention rate of roughly 100%.
• The website redevelopment project is underway with a redesigned website that will improve members experience, expected in 2022.