Governance

• Implement the recommendations of the Board Working Group on Nominating Committee Processes. 
• Apply lessons learned during COVID to enhance opportunities for bringing leadership together (e.g., Virtual AGM).
• Prepare for a return to in-person meetings (e.g., Board & RF).
• Leverage CMA funding to provide skill development opportunities to AMA physician leaders.

• The Board Working Group on Nominating Committee processes has been working toward the goal of allowing every member of the AMA to see themselves reflected in the leadership of the association. This is an evolutionary target but in this business year we are moving to implement some new processes to improve the functioning of the Nominating Committee in advancing equity, diversity and inclusion. Training and development of Nominating Committee members is one strategy, and others have been developed to improve the quality of the candidate pool, the processes for selecting slates of candidates and the volunteer/applicant experience.
• Virtual venues like webinars and virtual town halls have significantly increased the level of connection with members. As we return to in-person meetings, we will leverage both vehicles to continue connecting with members.
• Recognizing the many tangible and intangible benefits of meeting in person, the Board returned to in-person meetings early in 2022 and the May RF will be the first in over 2 years to be held in person.
• Using the CMA Leadership development grants the AMA offered two cohorts of four PLI courses on Engaging Others, Leading Effective Meetings, Managing People Effectively and Leading High-Performance Culture.

Workforce

• Implement a hybrid work environment, including the supporting people strategy and changes to space footprint.
• Enhance and expand member engagement opportunities as an entry point for future member workforce. 

• The AMA’s hybrid work environment was launched on May 1. The hybrid environment will reduce the AMA’s footprint over time and allows staff to serve members through a combination of virtual and in-person approaches that best meet member’s needs.
• Virtual tools have significantly expanded our ability to engage members. As opportunities for in-person engagement return, both approaches will be leveraged to create opportunities for members to use their skills, interests and passions to advance AMAs goals. 

Financial

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

• A conservative 2-year plan was developed to ensure resources would be available to sustain the essential deliverables identified by the Board including representation of physician interests, advocacy and the legal case. With strong membership retention the last 2 years and judicious use of resources including a targeted savings strategy (e.g., temporary salary and honoraria reductions), we are in a stronger financial position, with health reserves.
• The existing physician support programs (Physician and Family Support Program, Compassionate Assistance, Parental Leave, Rural Locum Program, Accelerating Change Transformation Team) have been renewed for another year through to March 31, 2023 under AMA administration. 

Relationships

• Enhance our relationship with the CMA under evolving governance structures.
• Continue to develop and deliver grass roots advocacy through the Joint Physician Advocacy Committee.
• Continue to expand capacity for, and reach of, AMA’s social media profile.
• Enhance our relationship with the Rural Municipalities Association and the Alberta Urban Municipalities Association. 

• The Joint Physician Advocacy Committee, formerly the Joint Task Force, has an important advisory role working directly with AMA Public Affairs under direction of the Board. Since the summer, the AMA has been encouraging public discourse about the impact of the COVID care deficit. With JPAC support, a Care Deficit Assessment Series of issue papers is being produced, drawing on member research and direct grassroots suggestions to the committee. Issue 1 addressed pediatric mental health and at time of writing seven other papers were in various stages of production. We have assumed a much more active stance in social media as well, commenting on health issues and policy raised by the RF as well as highlighting different aspects of the care deficit in the media and AMA advocacy. Issues Review includes details of recent activity. The RF will receive an update.
• We continue to work closely with the CMA and leverage funding provided in areas like physician leadership and physician health. The CMA also continues to provide financial support in our efforts to achieve a negotiated agreement with government.
• The AMA, RMA, AUMA group continues to meet periodically. The last meeting occurred on March 22.

Knowledge

• Undertake a general member survey, engage sections, and consider in depth interviews to better understand member interests.
• Continue replacement of core information systems.
• Integrate information silos / new capabilities (Click Dimensions, Event Management, Learning Management, Webinar management, Voting, Surveys).
• Modernizing AMA website content and structure to improve member experience

• To enhance our understanding of members, our long-time research partner behind albertapatients.ca, ThinkHQ Public Affairs, has been working with us on some deep-dive research into the mindset and situation of members. A cross-province interview-based research project pilot in family medicine took place in the fall. At time of writing we were finalizing a discussion guide and sampling plan for conducting a similar exercise in specialty care.
• We continue our replacement of core information systems aimed at improving efficiency and integrating information so that we can better understand member needs and improve and enhance members services.
• A procurement process is nearly complete for a new vendor to help design an updated content management system for the AMA website. Member engagement will be part of the design process in the year ahead.