Dare to lead

I am honoured to be the guest editor for this issue of OMR, which highlights the OMA’s governance transformation journey, and our recent historic transition from Council to the new General Assembly.   

The OMA’s governance transformation is grounded in a shared passion and commitment among so many doctors across this province to make our association the best that it can be. Together we are driving more grassroots engagement, more effective organizational alignment and decision-making, and in the end, making the OMA more accountable to you, the members.  

The catalyst for the OMA’s governance overhaul dates back more than a decade in which pieces of the organization’s structure and function were changed: modernize the board through one project, then modernize Council through another. We needed to look at the entire structure, the whole picture. Tinkering around the edges wasn’t enough.   

We began our governance transformation journey not only because it was the right thing to do, but also because we had the right people together at the right time. Members who were ready to make transformative changes, physician leaders who were ready to champion those changes, and a CEO who was, and is, committed to transforming the organization for the benefit of members.   

We needed to modernize. Without changing the core of how we make decisions and represent members, we risked impacting our ability to innovate, respond to issues and the changing needs of members and the health system. Governance structures are not immune to external factors. Members need to see themselves core to the work of the organization, our organization.    

So what is this governance transformation all about?  

• it’s a completely new way of doing things as an organization
• a new way to set strategic priorities, informed by members through a new group of leaders, called the Priority and Leadership Group 
• a new way for groups within the OMA to collaborate and share resources for the benefit of their members 
• a new model for ensuring that recommendations coming from members to the board are broad based, valid, and effective  

A new way to engage grassroots members in developing policy and positions on the most important and relevant issues for them. And a new way of ensuring that all these pieces are working together effectively and that we continue to evolve our processes to stay at the forefront of health-care leadership in Ontario. This model puts members firmly at the core of the work of the association.   

There is a lot of information on the OMA website that explains in detail the various facets of our transformation journey, how it impacts members, and how you can get involved. I encourage you to read this issue of OMR, and contact the staff and your OMA leaders to learn more.   

Summer will be busy as we work to fill vacancies and appoint delegates and recruit for key positions in advance of the September inaugural Priority and Leadership Group meeting. You will be hearing much more about this in the weeks and months ahead.   

Successful implementation will take patience and perseverance. We made some massive decisions in November; we are building something big. Bumps are expected on a transformation of this size, there will be more bumps ahead. Working through implementation together will make the final product that much sweeter.   

In closing, I want to express my sincere thanks to the leaders and colleagues that have helped us shape and drive this governance transformation forward. I particularly want to recognize and thank Dr. Paul Hacker, my Governance Transformation Task Force 2020 co-chair, past presidents Dr. Sohail Gandhi and Dr. Samantha Hill, former Council Chair Dr. Sanjay Acharya and CEO Allan O’Dette for their ongoing support and energy in leading us forward.   

We’re setting a new course for the future of our organization, and I encourage all members to join us in this historic journey.