Annual Strategic Objectives

Every two years, the AMO Board approves a set of Strategic Objectives for its two-year term. The strategic objectives guide the AMO Board's deliberations and priorities and the work of AMO staff.

2025-2026 Strategic Objectives

In 2025 and 2026, 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 priorities in the next provincial election.
  • Advance municipal interests in housing and homelessness.
  • Lay out a path towards municipal fiscal sustainability.
  • Leverage progress on infrastructure and energy to advance climate change goals.
  • Deepen connections with health partners to achieve mutual goals.
  • Advance truth and reconciliation through stronger municipal-Indigenous relationships.
  • Sector leadership across the scope of municipal policy matters (e.g. energy, community safety, 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  and Municipal Workforce Development projects 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 including successful implementation of new $10B CCBF agreement.
  • Through LAS, investigate effectiveness of a municipal services corporation model for the delivery of water and wastewater infrastructure and services.
Provide timely and impactful learning opportunities through education, events, and annual conferences.
  • Continue to 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.
  • Inform the development of conference and education programming with the work of AMO's Healthy Democracy and Municipal Workforce Development projects, and AMO's Indigenous Advisory Council.
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.
  • Redesign and clarify non-member affiliation, partnership, and sponsorship categories to improve engagement.
  • Implement digital content strategy across website and social media channels.
  • Enhance two-way communication practices for member and partner engagement, including survey of members to assess satisfaction with AMO services and activities, and better understand member priorities and aspirations.
  • Develop and implement public affairs campaigns as part of AMO's Healthy Democracy and Municipal Workforce Development projects.
Ensure excellence in organizational governance and administration.
  • Optimize engagement of 2024-2026 AMO Board of Directors.
  • Survey 2024 Board election candidates to inform election procedures in 2026.
  • Continue to improve employee engagement to maintain AMO as an employer-of-choice.
  • Ongoing renewal of Task Forces and Advisory Groups.
  • Implement new database system for effective membership management and targeted member communication.
  • Leverage new, modernized office location to enhance collaboration, creativity and engagement.