Strategic Objectives

Four Themes:

Positioning municipal interests:

  1. Support the essential role of municipalities in responding to COVID-19 and leading Ontario’s recovery, including continued federal and provincial financial assistance with pandemic impacts
  2. Advance prosperity and economic recovery through multi-lateral advocacy for strategic investment and enhanced economic participation
  3. Integrated, outcome-focused policy: renewed focus on integrated municipal health and human services, including homelessness, SA reform, childcare, LTC, mental health and additions, opioids, Public Health, EMS, and justice
  4. Policy leadership: policing regulations, EPR/diversion, cannabis, digital government, etc.
  5. Advocacy of broadband to support economic and social development
  6. Integration of infrastructure investment, climate change and social policy
  7. Advance and protect municipal employer interests and sustainability of $100B OMERS Plan through MEPCO
  8. Planning for next Provincial Election

Stronger relationships and partnerships to benefit members

  1. Strengthen the unity of the municipal sector
  2. Solidify successful collaboration with other municipal sector organizations provincially and nationally to effect consensus
  3. Engage with other BPS leaders for common purpose
  4. Demonstrate AMO’s value, relevance and influence through mutually beneficial partnerships, sponsorships and strategic alliances
  5. Renew engagement with members through strategic and advanced communications

Building member capacity

  1. Advance dialogue, understanding and action on matters of equity, diversity and representation with Board and members
  2. Develop strategies and partnerships to promote broader, more diverse participation in 2022 municipal elections
  3. Continue to advance Municipal-Indigenous relations in Ontario   
  4. Cost-effective and impactful conference and learning opportunities
  5. Redevelop education and training programs in preparation for 2022 municipal elections
  6. Broaden dissemination and transfer of best practices, including asset management
  7. Advance LAS’s renewable natural gas (RNG), digital government, home energy/local improvement charge (LIC) and school zone speed enforcement projects in tandem with AMO‘s policy advocacy

Building Internal Organizational Capacity

  1. Modernize, adapt, and innovate workforce and workplace
  2. Enhance employee engagement and internal collaboration, review internal practices, examine bias and discrimination
  3. Increase the representation of women, youth, racialized and  marginalized persons and groups at AMO: more diverse voices at AMO Conference, advancing youth engagement
  4. Review task force process and activity for better integration of policy objectives
  5. Committee of the Whole approach to strengthen Board engagement
  6. Improve data analysis capacity to support advocacy, service to members, and digital government