AMCTO Zone
Presentation
Spring 2014
Agenda
1. 76th Annual Conference
2. Membership Fee Update
3. AMCTO Strategic Documents
•
Education & PD
•
Government Relations
•
Strategic Marketing
4. Accreditation Survey Highlights
5. AMCTO “Road to Relevance”
2
We will be covering these agenda items today in our presentation, with
brief updates on the 1st 4 topics and then a more in depth interactive
presentation on the final topic.
2014
AMCTO Conference
June 8th – 11th
Sheraton on the Falls – Niagara Falls, Ontario
3
For those of you who missed the Landmark 75th anniversary Conference in
the Blue Mountains -you missed an amazing experience that has raised the
bar for municipal conferences.
But the 2014 conference committee has risen to the challenge and has
come up with a program drawing on the theme of Resilience &
Sustainability - that’s set to surpass last year’s conference with great
keynote speakers, timely high quality education sessions and a fun and
exciting social program with lots of great networking opportunities –
including the whirlpool jet boat ride and winery and brewery tour for
delegates. And we have the HardRock Lounge with a terrace overlooking
the Falls for our nightly networking event…and yes, we will be having a live
band again this year in addition to some other great entertainment.
The companion’s program is incredible so we encourage you to bring along
your significant other.
Response so far has been great for this conference so make sure to book
your accommodations and register as soon as possible to avoid
disappointment!
On the AMCTO website you can register for the conference online and
there is also a link to book your accommodations. There is also a link to
book busing to and from the Conference from the Toronto Airport, at a
special discounted rate.
The Conference program is posted in the conference section of the
AMCTO website and also in the current issue of the Municipal Monitor
magazine.
I hope to see you there!
Membership Fees - 2015
Full Member
Associate Member
Retired Member
Member in Transition
Student/Educator
New Professional
2015
$370.00
$345.00
$ 50.00
$ 50.00
$128.00
$200.00
• Board approved recommendation regarding 2015 Membership Fees at
their meeting on February 28th 2014
• Accepted a recommendation to hold the 2015 membership fees at the
same rates as the 2014 fees
• Decision made because there are a number of significant and in some
cases overlapping issues for the Board to address in the months ahead
that will have some bearing on Association’s future membership fee
decisions. These issues are:
• The request (as per the 2013 AGM) that the Association
investigate the concept of implementing corporate
membership rates;
• The potential consolidation of certain member classes to
reflect services received;
• The implementation requirements of the Ontario Not-for-Profit
Corporations Act with respect to membership rights and
opportunities;
• Municipal financial capacity and changing demographics.
• Municipal financial capacity was considered to be the most pressing
issue with respect to the 2015 fee discussion. It was also felt that
holding the fees for one year would not adversely impact the
Association’s longer term plans particularly since a longer-term
membership fee strategy is to be delivered for members consideration at
the 2015 Annual General Meeting.
AMCTO
STRATEGIC DOCUMENTS
Education & Professional
Development Needs
Assessment
Government Relations Plan
Strategic Marketing Plan
5
Based on strategic priorities outlined by the Board in AMCTO’s 2013 –
2017 Strategic Plan – AMCTO staff have developed key strategic
documents outlining initiatives to support the achievement of specific
organizational business areas and relevant approved strategic goals.
In the next few slides we’re just going to give you a quick snapshot of these
important strategies, and in the coming months executive summaries of
these plans will be posted on the AMCTO website for you to review them in
more details.
Comprehensive
Needs
Assessment &
Strategic
Roadmap for
AMCTO Education
and Professional
Development
6
As an outcome of the AMCTO 2013-2017 strategic plan, staff was tasked
with undertaking a comprehensive assessment of Education and
Professional Development needs in the sector, with the goal of using the
gathered information to develop an education and professional
development strategy for the next five years.
In the Fall of 2012, a questionnaire was sent out to municipal professionals
across the province. The questionnaire involved 86 open-ended questions.
The findings of that questionnaire gathered baseline about sector needs
and provided information for the next phase of the Needs Assessment.
Leaders Tables
3 Distinct Working Groups
Representing AMCTO’s 4 Major
Membership Segments – Managers/
CAOs/ Clerks/ Finance Professionals
Mix of new & experienced; geographic
diversity; small & large; urban & rural
7
The next phase of the Needs Assessment involved assembling 3 working
groups – called Leaders’ Tables, which were representative of the 3 major
divisions in the Association’s membership (Managers/CAOs, Clerks, and
Financial Professionals) and generally represented the Association’s
membership demographics.
These three groups met in person at the AMCTO office for a facilitated day
of investigation around five central questions:
•
•
•
•
•
What professional development, programs should AMCTO offer over
the next 5 years to meet the current needs of professionals?
What training delivery formats do participants prefer?
What is the priority of the offerings suggested from question 1, and
preferred timing of development?
How do the needed offerings suggested by respondents map onto
programs already offered by AMCTO
How do existing AMCTO programs need to change to meet the current
needs in the marketplace?
This exercise provided a clear picture of sector needs and their relative
priority; some possible solutions; a clear picture of where we are currently
and where we need to go, and a potential roadmap of how we might get to
where we need to go.
The Strategic Objectives
1. Develop, and implement a roster of educational
programs, focused on the needs of municipal
professionals as they progress through their
career.
2. Develop a new stream of Executive Level Education
Programs, focused on the specific needs of senior
leaders in the sector.
3. Enhance educational offerings for the Clerk discipline
by developing foundational programs focused on
the specific knowledge required of the Clerk
position.
8
Based on an analysis of the results of the needs assessment – it is
proposed that the Association’s education and professional development
programming efforts will be guided by six strategic objectives.
The Strategic Objectives
4. Redevelop AMCTO’s primary educational courses
(MAP, MAFP, MLP) to meet the changing needs of the
sector and to better engage today’s generation of
students.
5. Enhance current programs for Finance professionals to
provide more offerings focused on the financial
management function
6. Pursue all program development and refinement with
an emphasis on utilizing alternate delivery methods to
meet sector needs.
9
The initial focus for the roll-out of this plan will be the redevelopment of
existing AMCTO programs to meet changing sector needs, followed by the
conducting of further research related to the specific new program ideas.
We will be undertaking a comprehensive review and redevelopment of the
MAP program, including format, content and delivery method, that will be
completed this year
Government Relations
& Advocacy at AMCTO
10
Now we’re going to provide a quick snapshot from our government
relations and advocacy strategy, which again, will be posted in the coming
months in summary on the AMCTO website.
What is GR & Advocacy?
“…based on the premise that
people are more likely to
conduct business with a close
colleague or business
acquaintance than with a
complete stranger; thus,
government relations is the
process of becoming
acquainted with government
officials, the issues and their
processes in order to help
them conduct their business.”
For AMCTO, GR must be
about establishing trust,
credibility, knowledge of
government and fostering
key relationships.
Government relations is about good relations…yes. That is the first step
and without it…success cannot be had. Secondly, one must understand
how government functions. Combining relationships with an astute
understanding of how government “works” – not operates…but works…is
the “art” of gov’t relations.
Thus, the premise of GR is simple and straight forward.
Therefore, achieving success in GR is the by product of who we are and
how we can constructively engage and influence…
Why Did AMCTO Need to Build a
Legislative Platform?
1. To be clear and consistent in our
approaches to advocacy
2. To better understand ourselves,
how we are perceived and the
magnitude of our voice and value.
3. To be crystal clear in knowing and
stating what matters most to us.
1. To be clear and consistent in our approaches to advocacy
2. To better understand ourselves, how we are perceived and the
magnitude of our voice and value.
3. To be crystal clear in knowing and stating what matters most to us.
Advocacy 101
What DOES NOT work:
What DOES work:
 Singular approaches
 Cold call letters to Ministers.
 Allowing gov’t to divide and
 Working with partners and
conquer
 Overly aggressive
approaches & unreasonable
expectations
 Lack of acuity in
government circles.
 Being impatient
building coalitions
 Investing in key
relationships
 Knowing your angle & entry
point for advocacy.
 Siding constructively with
government, when possible.
 Aligning to government
priorities
 Understanding the value of
timing.
What DOES NOT work:
• Much has been made of our relationship with AMO
• We have been criticized for our submissions by some circles. Yet, ours
are better than most others. Have seen some horrible submissions to
govt.
• Lack of consistency from the professional interests in the municipal
sector do not help us with govt.
• We cannot bully so there is no point in trying – hurts us more than helps
us.
• Understanding how government works or doesn’t work is KEY – read the
signs! (MY JOB to assist with this)
What does Work:
• Build formal and informal relationships (i.e. not progress with AMO)
• Invest time and energy meeting and discussing items with people (e.g.
assist MOL with zone meetings, SO with express etc.) – the more we
help government the better we are positioned to work with them in return.
• When and how to push an issue – will differ for each matter and each
ministry. Strategic approaches must be utilized.
• We will not dictate policy to govt but we can influence implementation for
our members – that is where our VALUE add comes in.
• Don’t waste time pursuing issues that the government does not care
about!
Determining What Matters Most to
AMCTO
Key Questions:
Key Questions:
• A priority for
AMCTO?
•Do we lead or
join others?
Reducing Red Tape:
Over-Regulation and
Excessive Reporting
Requirements
Financial Fairness/
Advancing
Management /
Consistent Voice &
Engagement
• Does the
timing/context
work?
•Resources needed
to pursue?
•Is change realistic?
PRIORITY Clear positions on
FOCUS emerging and major
pieces of Legislation /
Regulation
Consistency – it comes from having a clear understanding of what matter
most to us and how we prioritize our limited resources.
This venn diagram provides us some key areas of impact around MM&A
that allow AMCTO to filter issues based on importance. This is one tool for
determining what areas of focus impact the things that matter most to our
members. They also provide us a quick set of issues that AMCTO can be
known for advocating on behalf of (i.e. red tape, unfunded mandates etc)
This sort of process – allows AMCTO to rationalize its resources (i.e. staff
or volunteer) to particular issues.
Determining if AMCTO should move on issues is a critical process that
needs to be understood. Instead of criteria, it is worthwhile to think through
the following questions on legislative issues:
•
•
•
•
•
•
Does the issues align with our priorities / platform?
Can the issue be won? Is there appetite, alignment and opportunity
associated with it right now or in the near future.
Does the issue improve the standing of the association and its
members greatly by pursuing it?
Is it resource intensive?
Is there partnership potential?
Does perception dictate our involvement?
AMCTO STRATEGIC MARKETING
PLAN
• Outline marketing
strategies and initiatives to
support achievement of
AMCTO’s business
objectives including: raising
the profile of the
Association and; increasing
the uptake of AMCTO
products and services;
15
The AMCTO Strategic Marketing Plan focuses on a strategic and
consistent approach to the Association’s internal and external
communications and marketing efforts.
It proposes a broad series of recommended marketing activities, some of
which, are already being implemented.
AMCTO’s Value Proposition
 Reputation
 Opportunities for networking with peers
 Support to help members & professionals
do their job & advance their career
– Access to info & best practices
– Professional accreditation
– Resources and supports for management and
management development
– Affordable, quality training
 A voice – Increasing advocacy role on behalf of members and
municipal professionals
16
What is AMCTO’s value proposition to the customer? It is important to
define quality and benefits based on the customer’s scorecard, NOT our
own.
This captures AMCTO’s value proposition for various current and potential
customers:
The new AMCTO – The Municipal Experts brand focused on the needs of
‘municipal professionals’ and advancing and promoting expertise and
excellence in municipal administration and management, helped reposition
AMCTO to a range of new audiences and facilitated the growth and
diversification of AMCTO’s business. Hence AMCTO’s membership role
includes staff from a broad range of operation areas. In addition, almost
50% of attendees in AMCTO programs are non-members, and these
participants come from an even more diverse range of operation areas.
AMCTO offers a range of services to individuals who may never become
members of the Association, but are still valuable, loyal customers.
We must ensure that our roster of customers continues to grow and
is diverse
AMCTO is truly the Ontario Association that best serves the needs of
municipal managers across a broad range of municipal operation areas.
AMCTO’s Market Niche
Municipal Management &
Leadership Development
17
In an environment as segmented as the municipal sector it is important to
identify AMCTO’s specific niche. Providing that each municipal organization
recognizes and is consistent with its own particular niche in the
marketplace, it avoids overlap and lets us know where are the areas where
we compete and where are the areas in which we can partner.
No other Association currently occupies the management & leadership
development space. This is a great opportunity for AMCTO. Our diverse
membership and customer base makes us the only organization that can
logically fulfill this need in the market. AMCTO has more management staff
in a broad range of operation areas than any other association, including
the highest number of CAOs and of Clerks of any association, and over
500 finance professionals, as well as staff from a range of other operation
areas who are looking for management and leadership support.
AMCTO will ensure its leadership development programs meet the value
expectations of municipal professionals by establishing partnerships and
getting endorsements from people and organizations that our customers
trust. Including endorsement and promotion from highly respected
educational institutions and from the various other municipal associations
to which they belong.
AMCTO’s Market Niche
AMCTO the General
Practitioner (GP)
focused on the entire ‘body’ of municipal
management & leadership
18
AMCTO’s focus is on the entire ‘body’ of municipal management and
leadership, operating like a general practitioner. The other municipal
associations operate as ‘specialists’, with a very narrow focus (AMCTO is
also the ‘specialist’ for the Clerk’s profession, as this function is not fulfilled
by any other Ontario association).
A G.P. takes a broader look at the health of the entire ‘body’ and makes an
initial analysis then may make referrals to relevant specialists
(Associations) based on the specific need. But the patient always maintains
the relationship with the G.P. to maintain their overall health and facilitate
referrals to specialists as required.
This outlines the collaborative rather than competitive role that AMCTO
plays relative to the many ‘specialist’ associations in the sector. AMCTO –
like a G.P. –fosters relationships with a number of key specialists and
works in collaboration to promote sector health through a range of
solutions.
Tactical Plans – Business
Areas
 For each Business Area
 Outlines Current Position
 Identifies Target Audiences
& Their Needs
 Identifies Marketing Strategy
 Identifies Specific Tactics/
Activities
19
The Strategic marketing Plan includes tactical plans for each business area
and each target audience.
No organization is of interest to everyone, therefore a critical step in
developing a marketing strategy is to clearly define our natural constituency
and who might be interested in being a member or customer.
In chasing new prospects we must not forget to focus on our core customer
base – Managers, Clerks and Treasurers, while trying to attract and serve
other key audiences.
The Strategic Marketing Plan is a fluid document and will be revisited and
updated every few years based on changes in the Association’s direction
and trends in the environment.
Municipal Accreditation
Survey
Conducted by
Dr. Zachary Spicer &
Dr. Andrew Sancton
20
In 2013 as the first step in conducting a comprehensive review of our
Certified Municipal Officer (CMO) accreditation program, the AMCTO Board
of Directors authorized the conduct of an independent research study
focusing on the accreditation needs of municipal managers.
Recognizing the relevance and importance to the sector of these findings,
AMCTO felt it was best to have an objective study conducted using
independent, researchers respected in the field of local government
management. Hence, AMCTO commissioned Dr. Zachary Spicer
(University of Toronto, Monk School of Business) and Dr. Andy Sancton
(Western University, Local Government Program), to conduct research and
develop a report on their findings.
Municipal Accreditation Survey
Analysis and comparison of relevant municipal
professional designations in Ontario, Canada
and other relevant jurisdictions;
Analysis of the perceived professional
accreditation needs of municipal managers in
Ontario;
Analysis of the CMO program in relation to the
perceived accreditation needs of the sector.
21
The research report will address these three areas.
The report has now been delivered to the Association and will be the
subject of future Board discussions.
Municipal Accreditation Survey
Participating Organizations
OMAA
MFOA
OMHRA
OMSSA
OMTRA
22
Recognizing the importance of the findings on the sector, AMCTO engaged
other Ontario municipal staff associations to have their Board members
participate in focus groups, as well as have their members participate in an
in depth survey on the sector’s accreditation needs for managers.
Partner associations include: OMAA, MFOA, OMHRA, OMSSA and
OMTRA. The results of the survey and subsequent report will be shared
with each of the participating associations, who have all expressed support
for this initiative and interest in viewing the findings to help chart their
strategic objectives in the area of management support for their members.
Look for the results of the report to be shared with the membership over the
coming months and then with the participating associations and the entire
sector.
Where Do We Go From
Here?
Examining the association’s
future strategic direction
23
What the Experts Are Saying re
Trends & Challenges
1. Time Pressures – traditional association model
is time intensive for members (both for
volunteering and for accessing
services/programs)
2. Value Expectations – membership no longer a
given; need to constantly demonstrate value to
members for money they are spending.
3. Member Market Structure – Need to rethink the
member market that can most competitively be
served.
•
Race to Relevance – Best selling publication by Harrison Coerver and
Mary Byers – Association consultants who have worked with more than
1400 not-for-profit organizations across North America.
•
Examined fundamental shift in the Association sector (the new normal)
based on six challenges facing today’s associations.
1. Time Pressures – traditional association model is time intensive for
members (both for volunteering and for accessing services/programs)
2. Value Expectations – membership no longer a given; need to
constantly demonstrate value to members for money they are
spending.
3. Member Market Structure – Need to rethink the member market that
can most competitively be served.
What the Experts are Saying –
“Race to Relevance”
4. Generational Differences – Each generation has
its own values and association disconnect with
each succeeding generation is real and growing.
5. Competition – Increasing competition from other
associations, for-profit sector and the internet.
6. Technology – Relevance of associations at risk
if they don’t address tidal wave of technologies
available for virtually every association
deliverable and function.
4. Generational Differences – Each generation has its own values and
association disconnect with each succeeding generation is real and
growing.
5. Competition – Increasing competition from other associations, forprofit sector and the internet.
6. Technology – Relevance of associations at risk if they don’t address
tidal wave of technologies available for virtually every association
deliverable and function.
According to authors, these challenges are making it difficult for
associations to provide relevant value propositions and harder for member
to find the time to take advantage of this value in a meaningful way.
Don’t see impact of these challenges going away anytime soon and, in fact,
believe that pressure on Associations to respond to these challenges and
remain relevant is increasing.
When compared against what AMCTO described in its 2012 Strategic Plan
these points all looked quite familiar thus suggesting that we are not unique
in what we are seeing and so likely not unique in what we should be doing
about it.
What the Experts are Saying –
“Road to Relevance”
1. Rigorously Define the Member Market.
2. Rationalize Programs and Services.
3. Bridge the Technology Gap.
4. Overhaul the Governance Model
5. Empower the CEO and Enhance Staff
Expertise.
“Road to Relevance” is 2nd publication which picks up where Race to
Relevance left off and proposes some radical changes to address the
challenges facing associations if they wish to remain competitive and
relevant in the future.
It was acknowledged that these are not easy changes nor are they quick
fixes but they are necessary.
•
Rigorously Define the Member Market – The days of association’s
ability to serve broad, sprawling member markets are over.
Association’s can’t be the equivalent of the obsolete department store
in an era of speciality stores, manufacturer’s outlets, and online
operators. Associations need a disciplined analysis of their member
markets as they exist today and are likely to evolve tomorrow.
•
Rationalize Programs and Services – The typical association tries to
do too much with an underlying thinking that the more programs,
services, products and activities offered, the more valuable
membership is. Associations should purposely concentrate their
resources on a limited number of key programs and activities and
should eliminate those that are obsolete, underperforming or no longer
relevant. A benefit of a narrow product line is the improved ability to
promote a few strong programs versus a long laundry list of stuff.
Slide 27
3. Bridge the Technology Gap – For most associations, investments in
technology have been made slowly. Capitalizing on technology is not an
option; it is an imperative.
4. Overhaul the Governance Model – Associations need Boards composed
for performance, not Board composed according to geography, special
interest, etc. A smaller competency-based Board that can direct and
control (versus micromanage) is essential to the Association’s
effectiveness.
5. Empower the CEO and Enhance Staff Expertise – An association cannot
afford to underuse its human capital (either volunteers or staff.) They
should not be spedning too much time in Board meetings, unfocused
committee meetings, or on projects or tasks that don’t add to the member
value proposition.
Moving Along the Road to
Relevance
Assessing Core Strengths
Analysing the Competition
Defining our Core Member Market
Assessing the “Fit” of Programs
and Services
Aligning People and Processes
Efficiently
To address these challenges, the Board agreed in September 2013 that
over the next few Board meetings they would spend significant portion of
time addressing each of these four areas.
It was also agreed that the overall objective was to have completed this
exercise in its entirety before then end of 2014 thus allowing a refinement
of Strategic Actions for 2015 and beyond that focus on Board decisions.
Progress To-Date - AMCTO’s
Core Strengths
 AMCTO members as a source of volunteers and
a knowledge resource
 The AMCTO Brand as “The Municipal Experts”
 AMCTO Staff resources
 Education and training programs (including the
AGM)
•
Having looked at the Association’s strengths in various ways during an
exercise at the November 2013 Board of Directors meeting, the Board
members and Zone representatives also in attendance identified a core
group of strengths that the Association should work to fully exploit as a
matter of priority.
•
These strengths were listed in no particular order of importance or
priority.
 AMCTO members as a source of volunteers and a knowledge
resource
 The AMCTO Brand as “The Municipal Experts”
 AMCTO Staff resources
 Education and training programs (including the AGM)
Progress To-Date - AMCTO’s
Core Strengths
 Association history and longevity
 Communication/outreach/networking activities
and resources (including website; memberfocused and advocacy focused activities)
 Partnering and partnerships for advocacy and
service delivery
 An overarching commitment to professionalism
and quality.
 Association history and longevity
 Communication/outreach/networking activities and resources
(including website; member-focused and advocacy focused activities)
 Partnering and partnerships for advocacy and service delivery
 An overarching commitment to professionalism and quality.
•
Taking the Board’s list into account, are there any core strengths that
you think we’ve missed or any listed that you do not agree are core
strengths?
Solicit feedback from meeting attendees and record results.
Analysing the Competition
Training &
Education
Programs
Government
Relations &
Advocacy
AMO
X
X
MFOA
X
X
OMAA
X
X
X
Other Sectorfocused Staff
Associations/Org.
X
X
X
Municipal HR (in
house training)
X
X
Private Sector
Trainers
X
X
Colleges &
Universities
X
X
Prov. Government
X
Management
Development
The AMCTO Strategic Marketing Plan itemizes a number of our primary
competitors for each of the main AMCTO functional areas. Some of these
competitors compete with us on multiple fronts.
Analysing the Competition
Membership
Services
Accreditation
AMO
Municipal News &
Information
X
MFOA
X
OMAA
X
X
OMTRA
X
X
OMMI
X
X
Other Sectorfocused Staff
Associations/Org.
X
X
X
X
Private Sector
Publishers
X
Prov. Government
X
FCM
X
Our Competitors
 Which sources of competition are most critical for us to
address?
• Colleges & Universities
• Other Municipal Staff Associations
 Are there competitors that we can’t/shouldn’t compete
against?
• AMO
• Private Sector Providers
• Provincial Government
 Have we missed anything?
The Board identified Colleges and Universities as one of the most critical
groups to compete against if we wish to stake out a claim to management
and leadership training in the municipal sector.
Second most critical group identified were the other municipal staff
associations since these organizations represent a point where members
might have to make a choice with respect to membership dues, training
and education registration, etc.
When considering competitors that we can’t/shouldn’t compete against the
Board noted that the organizations listed (AMO, private sector providers
and the provincial government) all have much larger human and financial
resource bases to draw from which will make it difficult to truly compete.
The Board noted that a strategic decision needs to be made based on the
resources the Association has available for competition purposes.
General Board consensus that in almost all cases, opportunities for
partnering should be pursued as one means in which to diminish the
impacts of competition.
Having heard what the Board has concluded regarding the “competition”,
do you think we’ve missed anything? Do you agree/disagree with what the
Board has identified?
Solicit feedback from meeting attendees and record results.
Defining Our Core Member
Market
2005
2011
2013
Clerk/Deputy
648
(30.8%)
703
(32.7%)
697
(33.0)
Treasurer/Finance/Taxation
414
(19.7%)
582
(27.1%)
500
(23.7%)
CAO/Administrator
173
(8.2%)
249
(11.6%)
284
(13.4%)
Director/Commissioner/GM
148
(7.0)
180
(8.4%)
191
(9.0%)
Council/Committee Support
-
73
(3.4%)
76
(3.6%)
Planner/Planning
-
66
(3.1%)
66
(3.1%)
719
(34.2%)
327
(15.2%)
320
(15.2%)
All Other
AMCTO has consistently maintained a diverse membership base. In fact
this diversity has been increasing to cover a broader range of municipal
functional areas.
In light of the program offerings that the Association has put forward, this
increasingly diverse member role indicates that the Association has been
successful in re-positioning itself as being able to fulfill the needs of
managers (and municipal professionals) from a broader range of operating
areas. Likewise our focus on advancing and promoting expertise and
excellence in municipal administration and management has also been
successful.
Our Core Member Market
Is our membership spread across
too many functional areas?
Can/Do others better meet the
needs of some of our member
groups?
Who should our core member
groups be and why?
•
In determining what the Association’s core member market should be,
the Board was asked to consider these three questions.
•
Board concluded that curtailing the number of functional areas might
well prove to be counter-productive and noted that many members are
taking on more and more responsibilities as demanded by their
Councils.
•
The Board noted that the challenge for the Association is more likely
that it is trying to develop specific service offerings across too many
different functional areas.
•
It was identified that the Association should focus on
management/leadership training that will appeal to the breadth of the
membership as this would appear to be one of the reasons why so
many individuals from different municipal professions are being drawn
to the Association.
Our Core Member Market
Is our membership spread across
too many functional areas?
Can/Do others better meet the
needs of some of our member
groups?
Who should our core member
groups be and why?
•
It was further noted by the Board that while there are other Staff
associations that can offer technical training that will address the needs
of their specific membership, AMCTO is the only Ontario-based
association that provides technical training to address the specific
needs of those who fulfill the various functions traditionally associated
with the Municipal Clerk.
•
The Board concluded that AMCTO should continue to focus on the
development/delivery of technical training for this specific group and
perhaps examine more partnership/collaboration opportunities to deliver
technical training that meets the needs of members in other functional
areas.
•
Considering the Board’s comments/conclusions, what do you think?
Solicit feedback from meeting attendees and record results.
Next Steps
Summary of Board
discussions/decisions to-date
Feedback from Spring 2014 Zone
Meetings
Matching strengths to key sector
trends
Assessing “fit” of current
programs and services
For the June Board of Directors Meeting, taking everything that has been
discussed to-date into account and also incorporating feedback from the
Spring Zone meetings the next steps for the Board will be:
•
•
Matching our strengths to the key trends in the municipal sector to see
how we can best deliver programs/services
Assessing the “fit” of our current programs and services with our
strengths and our core member markets.
Depending on the outcome of the Board discussions, the final step for the
Board will be to look at how to:
•
Align People and Processes Efficiently
Objective will be to have completed this exercise in its entirety before then
end of 2014 thus allowing a refinement of Strategic Actions for 2015 and
beyond to better focus staff, volunteer and financial resources into the
future.
Thank You
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