Governance

• Support the introduction of an AMHSP constituency within the RF.
• Clarify the roles of regional delegates and ZMSA’s within the AMA’s governance, and enhance the support available to regional delegates to engage their constituents.
• Enhance strategic planning capabilities through a deliberate and structured approach.

• AMHSP arrangement representatives for all 10 arrangements were elected in February and AMHSP delegates were elected from their number in March and will be in attendance at the March RF.
• A small group of AMA and ZMSA leaders made recommendations to the Council of Zonal Leaders in February. The Council will now consider the best approach for moving forward.
• Board meetings have included focused time for ongoing strategic dialogue against a list of topics and criteria that were identified at the Board Retreat.

Workforce

• Redevelop AMA change management programs including the ARP PMO to better meet the needs of physicians.
• Identify a sustainable AMA resourcing plan to support enhanced representation rights as contemplated under the Second Amending Agreement.
• Complete a job evaluation process review and implement an organization wide staff engagement initiative.
• Complete an operational review to ensure appropriate alignment and sustainability of services across the association.

• Through the process made available under the AMA Agreement, Master Committee approved recommended changes to evolve the PMO into the ARP physician Support Services, providing more direction support to physicians involved in or considering ARP’s.
• A resource plan for the current fiscal year was advanced and approved in the Fall, 2018. Needs will be reviewed on a regular basis to ensure that resources are aligned to the new mandate and coordinated between functional areas.

Financial

• Sustainable operations and fully funded reserves.
• Effective stewards of AMA Agreement funding.
• Monitor the use of one-time reserves to support activity.

• The Association is in good financial health and board reserves are fully funded.
• The AMA has satisfied all grant and reporting requirements related to AMA Agreement funding.
• There have been no withdrawals from the one-time reserves beyond those budgeted for in the 18/19 business plan.

Relationships

• Review the government affairs program and implement improvements.
• Review the relationship with the CMA and pursue opportunities that benefit members.

• The AMA is considering our government affairs programming as part of an overall approach to achieving our mission and vision of a high-performing health care system. Political advisors have been retained to advise us on building relationships with all parties before and after the coming provincial election.
• The AMA has signed the MOU with the CMA and is now developing projects under the MOU for the benefit of members in conjunction with the CMA.

Knowledge

• Continue improving our scanning capabilities and approaches for providing the board with greater insight.
• Incorporate a more deliberate approach to assessing changes in the environment that could have a profound impact on the role of the AMA and how it relates to members.
• Continue work on the development of a comprehensive internal information management platform (Compass) that consolidates data across the AMA and becomes the foundation for future knowledge initiatives.

• We have increased the number of face-to-face engagement opportunities with members, launched new web based tools and are piloting innovative AI tools to assess member sentiment.
• A presentation was provided to all AMA staff re the role they play in in this assessment. Discussion occurs as part of the Ongoing Strategic Dialogue component of the board meetings. Senior Leaders share updates through weekly meetings.
• The AMA launched the first module of its new information system “Compass” including several analytical capability improvements.