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:
Governance
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- 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.
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- 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.
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Workforce
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- 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.
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- 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.
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Financial
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- Balance the use of AMA contingency and direct savings to maximize member value and sustain the organization.
- Effective stewardship of program funding.
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- The budget was prepared based on a conservative no-agreement assumption.
- Membership retention rate has been extremely strong and spending is generally within budget.
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Relationships
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- 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.
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- 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.
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Knowledge
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- 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.
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- 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.
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