We Heard You
The Governance Transformation consultation process with the Board, Council and members revealed what is important to members: A member-driven OMA that represents ALL voices and protects the interests of members
Physician Support and Protection
- You want the OMA to protect physicians and their scope of practice
- You want the OMA to help physicians improve their work conditions
Resolution of Compensation Issues
- You want a successfully negotiated PSA
- You want a fix for fee codes
- You want the relativity issue resolved
Good Governance & Accountability
- You want a Board and Representative Body that is high performing and meets the needs and priorities of members
- You want your OMA to make tough decisions that are based on available evidence and best practices
- You want OMA Delegates and leaders to be open-minded, fair, and principled
- You want all Constituency Groups to be heard
- You want to give the smaller Sections and more remote regions more resources and support
- You want OMA Delegates to be prepared for meetings
- You want OMA Delegates, Leadership and Staff to be effective, proactive, and accountable
- You want your OMA Delegates to have a positive, respectful, thoughtful, and enlightened dialogue
- You want OMA Delegates and staff to report back to you about the progress being made on the policy, motions, and initiatives
Strong Member Services & Operations
- You want your OMA to be easy to navigate, organized, and focused
- You want to know who to reach out to with your issues
- You want an opportunity to network, learn, grow and build relationships
- You want adequate and effective staff support
Transparency & High Integrity
- You want transparency in election processes
- You want an OMA website that is user friendly and relevant
- You want modern and accessible digital tools for communicating with members
- You want OMA members to be kept informed
Confused roles and responsibilities among Board and Council leading to conflict and power struggle.
Clarification of decision-making authority within the OMA by-laws. The Board of Directors is responsible for organizational oversight (governs OMA business affairs). New leadership body leads generative thinking, driving and shaping heath care policy.
Council members/Board Directors concerned with meeting practices including size of Board/Council, decision-making processes,
and ever-increasing Board meeting expenses.
Smaller governing bodies, skills-based Board Directors, fewer Board meetings and reduced Board meeting expenses.
Members demanding more value for dues paid.
Board ensures increasing OMA performance and member satisfaction through effective measurement.
Members demanding PSA/compensation success.
Board, with member input, ensures PSA/PSC mandate
and effective process.
Members demanding resolution to the relativity issue.
Development of a new structure that enables recommendation of informed and credible policy solutions to the Board.
Members/stakeholders expect a unified OMA organization.
Effective, aligned and unified Board of Directors and a re-imagined member leadership body that enables all voices to be heard and re-establishes confidence among member groups.
Stakeholders expect a credible and consistent OMA message/response.
A new OMA governance structure influences outcomes with strong knowledge/policy recommendations. OMA President is primary spokesperson, using official OMA messaging for physician issues. CEO speaks on OMA organizational matters.
Perceived inequality in representation among Family Physicians and Specialists.
Ensure the representation model at the OMA is fair and that all voices are heard.
Ministry of Health requires solutions and support from OMA to transform health care system.
A re-imagined representative body drives and shapes policy to ensure physicians and patients are protected/thriving.
Ontario Corporations Act and the Ontario Non-Profit Corporations Act 2010, when enacted.
Transform OMA governance structure to be compliant with OCA and ONCA 2010.
Key Changes for a Modernized OMA
OMA Overall Governance
- Ensure that the OMA identifies its strategic priorities and leads with purpose and accountability to drive OMA relevance and success
- Transform the OMA governance structure to be effective, efficient, and agile
- Ensure that processes are established that allow for and encourage member input on a range of important issues through transparent policy development supported by OMA staff
- Empower a new representative body to lead generative thinking, driving and shaping health care policy
- Review regional representation model within the next two years, with the intention of simplifying the structure and empowering the regional bodies with a renewed role and purpose
- Ensure transparency in election processes
- Clarify the roles and responsibilities of Constituency Groups, including Sections, Districts, Fora, MIGS, and Branch Societies
- Grow the trust between the Board, staff, and members, as well as externally with government and stakeholders by being solution-focused, and speaking with a unified voice
- Unify the organization to leverage the influence of the profession
- Demonstrate that the OMA is focused on increasing value for members and the profession as a whole
- Ensure a voice for all Constituency Groups within the OMA
- Maintain a collaborative tone when working with the Ministries of Health and Long-Term Care
- Ensure the OMA governance structure enables effective strategic planning
- Trust the CEO and the senior management team to lead operations, to support Committee effectiveness, and to work constructively with the OMA governing bodies
- Ensure OMA governance structure is in full compliance with the revised Ontario Corporations Act and is consistent with the future Ontario Not-For-Profit Corporations Act (ONCA when enacted)
- Reduce the size of the OMA Board to a maximum of 11 Directors
- Enable the Board of Directors to have oversight of the activities and affairs of the OMA
- Empower the Board to provide inspired leadership, to lead with courage, to make tough decisions and to simplify the OMA decision-making process
- Ensure the Board of Directors has strong governance experience and oversight capability, composed of qualified Directors with the required skills
- Further clarify roles and responsibilities of the Board and senior leadership of the OMA
- Optimize the effectiveness of meetings of the Board and its committees, containing meeting expenses whenever possible
- Ensure that the President (Official Spokesperson) is effective at delivering a unified OMA message (policy specific) and that the CEO is effective at delivering messages related to organizational matters