Annual Strategic Objectives

Each year, the AMO Board approves Annual Strategic Objectives as part of its annual budget planning. The strategic objectives guide the AMO Board's deliberations and priorities and the work of AMO staff.

2024 Strategic Objectives

In 2024, AMO Board and staff will be working towards six primary objectives, along with key strategies to help meet these important goals.

Continued leadership influencing public policy that advances the goals and priorities of a unified municipal sector.
  • Advance municipal interests in housing and homelessness.
  • Lay out a path towards municipal fiscal sustainability.
  • Re-focus on climate change and environment.
  • Deepen connections with health partners to achieve mutual goals.
  • Advance truth and reconciliation through stronger municipal-Indigenous relationships.
  • Advance policy changes that enhance socio-economic participation.
  • Sector leadership across the scope of municipal policy matters (e.g. policing, community safety, and gender-based violence; municipal Codes of Conduct).
Engage in productive partnerships and sponsorships that build value for members.
  • Improve existing partnerships and ensure continued vetting, oversight, and risk management of programs and services delivered by AMO Partners.
  • Grow a robust and engaged sponsorship and partnership base.
  • Explore new ways of leveraging research and data partnerships.
  • Continue to engage broader public sector associations on common priorities.
  • Provide sectoral leadership on matters of workforce recruitment and retention through Workforce Development Project and the OMERS Plan through MEPCO.
  • Advance work of the Healthy Democracy Project through partnerships.
Deliver programs, services, and resources that reduce municipal costs, enhance municipal capacity, and support innovative municipal service delivery.
  • Continue to align programs, services, and resources with AMO’s policy and advocacy work.
  • Foster two-way relationships with the municipal sector to better understand its needs and diversity.
  • Continue to provide leadership on the Canada Community-Building Fund renewal and program delivery.
  • Deliver the final phase of MIDAS enhancement to allow improved data comparison and benchmarking among Ontario municipalities.
Provide timely and impactful learning opportunities through education, events, and 2024 Annual Conference.
  • Deliver the AMO Annual Conference as the most influential policy event in the province.
  • Continue to deliver educational offerings that advance municipal leadership, understanding, skills, and approaches to decision-making and community-building.
  • Continue to amplify voices of diversity, equity, inclusion and good governance in AMO’s work.
  • Host an event for members on matters of equity, civic engagement, and civil discourse as part of Healthy Democracy Project.
  • Engage members, partners, and the public through planned and deliberate communications.
Build organizational communications and marketing capacity to support strategic advocacy, member engagement and business development.
  • Deploy refreshed brand and visual identity across the organization in conjunction with 125th anniversary recognition.
  • Implement digital content strategy across website and social media channels.
  • Enhance two-way communication practices for member and partner engagement.
Ensure excellence in organizational governance and administration.
  • Continue to improve employee engagement to maintain AMO as an employer-of-choice.
  • Review administrative processes for Board, Task Forces, and Advisory Groups.
  • Ensure integrity of Board elections and transition following 2024 Board elections.
  • Implement new database system for effective membership management and targeted member communication.
  • Leverage new, modernized office location to enhance collaboration, creativity and engagement.