2023 Strategic Objectives
Four Themes:
POSITIONING MUNICIPAL INTERESTS
- Advance municipal interests in Housing and Homelessness
- Secure provincial investment in municipal infrastructure to activate economic growth and support the construction of additional housing
- Support effective delivery broadband investment to support economic and social development
- Better integration of infrastructure investment, climate change, energy and social policy
- Leverage AMO’s work on social determinants of health to advance strategic health and human services policy, investment and enhanced economic participation
- Sectoral leadership across the scope of municipal policy matters
PARTNERSHIPS TO BENEFIT MEMBERS
- Strengthen the unity and collaboration of the municipal sector to effect consensus provincially and nationally
- Enhanced collaboration and partnerships with other sectors to build stronger communities and enhanced economic opportunity
- Engage with BPS leaders for common purpose including on health system human resources and municipal workforce development
- Demonstrate AMO’s value, relevance and influence through mutually beneficial partnerships, sponsorships and strategic alliances
- Renew engagement with members through strategic and advanced communications
- Advance and protect municipal employer interests and the affordability and sustainability of $120B OMERS Plan through MEPCO
BUILDING MEMBER CAPACITY
- Continue to advance dialogue, understanding and action on matters of equity, diversity and representation with Board and members
- Rollout of new, reserve-funded AMO Healthy Democracy Project and AMO Municipal Workforce Development Project
- Continue to advance Municipal-Indigenous relations in Ontario
- Cost-effective and impactful conference and learning opportunities
- Implementation of modernized new councilor and new heads of council training programs
- Advance LAS’s initiatives that support AMO’s work on green economy (renewable natural gas), joint and several liability, community safety (automated speed enforcement) and housing (digital government initiatives)
INTERNAL ORGANIZATIONAL CAPACITY
- Modernize, adapt, and innovate AMO workforce and workplace
- Enhance employee engagement, professional development and internal collaboration, review internal practices including EDI
- Increase the representation of women, youth, racialized and marginalized persons and groups at AMO: more diverse voices at AMO Conference, advancing youth engagement
- Support effective Board governance: orientation of new Board, strengthen Board engagement through Committee of the Whole, renewal of task force processes
- Improve data analysis capacity to support policy analysis, advocacy, service to members, and digital government
- Build organizational resiliency and adaptability to change