Mid-year update: A Healthy AMA

Achieving the goals under the three Key Results Areas requires a healthy, vibrant and sustainable AMA. For the coming year, we will focus on the following core organizational capabilities:



  • 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.
  • Virtual AGM was held successfully – highest turnout ever, positive feedback
  • Ramping up member webinars (sunshine list, legal case, ARP’s)
  • Leadership development grant of $100K secured from CMA. 


  • 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. 
  • Remote work strategy consultant report received. 
  • Assessment of optimum unrestricted (post COVID) work model underway.
  • Essential in-person needs during COVID identified. Plans in place for a safe return to in-person operations for staff and leaders as restrictions are relaxed.


  • 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.
  • Membership retention rate has been extremely strong and spending is generally within budget.


  • 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 $350K/year.
  • Increased resources for social media
  • JTF (work on-going – see essential elements).
  • Provincial medical staff bylaw review completed, waiting for Ministers response.


  • 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.
  • Range of webinars completed or under development.
  • Member marketing campaign involving sections and other leaders underway.
    • Membership renewal numbers as of mid-February were just ahead of last year at this time. 

The AMA advances patient-centered, quality care by advocating for and supporting physician leadership and wellness.