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.

• 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. 

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. 

• 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.

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

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 $350K/year.
• Increased resources for social media
• 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.

• 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.