Governance at a glance

Through a modern, member-driven governance structure, the OMA strives to ensure that physician voices are reflected in decisions that shape the profession and the health system. The governance framework supports effective oversight, accountability, and alignment with strategic priorities – both current and emerging. 

We continue to build on the foundations of governance transformation – evolving the structure where needed to further enhance effective representation, strengthen alignment across governance bodies and support timely, well-informed decision-making. This enables us to remain nimble and responsive to the needs of our members and the changing environment.

The organization is focused on:

• Negotiating and implementing the deal doctors need 
• Gaining support for doctors from government and the public 
• Enhancing the well-being and financial health of physicians 
• Leveraging physician leadership to build a better health system 
• Building a modern and effective OMA with members at the center of what we do

Governance structure

The progress we have made aligns with duties and responsibilities under the board charter.

You can review the activities of each board meeting as summarized in our board reports.

Governance — constituency review

As part of the OMA’s governance transformation, the board has committed to reviewing all constituencies, including the districts, sections, networks, branch societies, fora and medical interest groups (MIGs). Following the development of a new charter for the OMA Districts, in September, the board approved a section charter that includes a new section leadership model designed to strengthen and streamline all governance structures consistently and equitably while maintaining flexibility. Its development follows considerable consultation with section leaders and is designed to address the unique and key role of the sections in supporting members and advocating for system, policy, and compensation issues relevant to their areas of clinical practice.

Over the past year, thanks to resource allocation and collaboration with new network chairs, our networks have begun their work. The networks allow for a community of support on numerous topics, including member engagement and network-specific issues not identified as a priority by the General Assembly. There are six networks: Primary Care, Medical, Surgical, Diagnostic, Regional and Academic.

The next phase of the review focuses on fora and MIGs to clarify their role in the new structure. Consultations with fora and MIG chairs will be held in the coming months. More information on this important part of the governance transformation journey will be shared with members as it becomes available.

Board accountability to members

Following an MNP internal governance audit, recommendations related to board-as-whole evaluation and committee evaluation were identified as a key opportunity to improve and support the effectiveness of the board. As such, the board is implementing revised evaluation tools, such as yearly peer-to-peer assessment, self-assessments, post-AGM evaluation and formalized exit interviews. Evaluation is ongoing and iterative, and enhancements are made every year to support the effectiveness of the board and the structures supporting work of the organization. Conducting regular assessments is critical for addressing gaps in practices, talent and strategic weaknesses.

The board endorsed an ethical decision-making framework as a resource to enable the OMA to make strong and ethical decisions using a repeatable process aligned to the organization’s strategy, values and risk management framework. As the board is often faced with making decisions that have ethical dimensions involving multiple stakeholders that impact our members, the framework provides longitudinal accountability and a commitment to the organizational culture.

Strategic and financial planning — OMA’s Revised Strategy, 2024 budget and operating plan

Last December, the board approved a revised strategy that will better position the organization to deliver on what our members want and need. We renewed our strategy to push your priorities forward, enabling the organization to be more effective champions and relentless advocates on what matters most to you. This blueprint will allow us to ensure competitive compensation and reasonable working conditions for you, and lead health-care system transformation, which will improve patient outcomes. The strategy will set the future path for the organization to deliver member value by aligning objectives against three pillars: our members, our system, our organization.

Human resources — revised policies related to conduct and behavioural expectations

The board recently approved the Respect and Safety in the Workplace Policy, which provides a conflict resolution and complaints process that applies to any conduct that can be described as incivility, harassment and/or discrimination. This policy along with the new Member Code of Conduct & Civility, which articulates principles of behaviour required of members when interacting with each other and OMA staff, replaces the OMA Principles Guiding Member Interactions and the OMA Escalation Policy and Procedure. Both policies support a culture of respect, civility and collegiality for all members.

Negotiations

The intensity of work during the negotiations process is significant, and the delivery of a successful outcome on behalf of members is vital. Below is a list of the board’s key negotiations-related accomplishments:

• Revised the negotiations processes, including a look at previous negotiations cycles, the role of the binding arbitration framework and the mandate-setting process
• Approved members of the Negotiations Task Force (NTF) and a mandate for the next Physician Services Agreement (PSA)
• Endorsed recommended approaches for engaging constituency groups in the negotiations process, which the Priority and Leadership Group (PLG) identified as a priority for the Compensation Panel in May 2022
• Approved the Year 3 2021-24 (PSA) Implementation
• Through our advocacy, the OMA and government have agreed to an expedited mediation-arbitration process for Year 1 of the 2024-2028 PSA
• Approved a motion that Michael Wright act as the OMA nominee to the Board of Arbitration
• Approved arbitration mandate

Looking ahead

The work of governance is never static – and as the environment continues to shift, so too must our structures, strategies, and approach. In 2025, the board will remain focused on enabling the OMA’s strategic priorities, with particular attention to ongoing mediation for years 2, 3, and 4 as well as the remaining targeted investments of the new Physician Services Agreement. The implementation of Year I and some of the targeted investments of the 2024-28 PSA has begun under the PSC.  

We will also continue to strengthen the alignment of governance structures and processes across the organization.  

We remain committed to transparency, continuous improvement, and ensuring that governance at the OMA reflects the voices and priorities of Ontario’s doctors.  We look forward to continuing this work – together.