Inside an Effective Governance Overhaul
How to be more nimble and forward-thinking
Sticking around for 138 years is a good sign of an association’s ability to endure. It’s also a signal that there are probably a few old habits that need shedding.
That was the case with the Ontario Medical Association (OMA) in 2016, when a debate over physician fee agreements brought some long-simmering frustrations to a head. Divisions on the issue splintered the membership and prompted a majority to vote against the wishes of the OMA board. In the process, members spotlighted a governance structure that wasn’t just bloated—a 26-member board, plus a 250-person council of delegates—but insular.
Member elections for board president, for instance, weren’t binding votes but instead were conducted as an “advisory referendum.”
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