WHEREAS the Rural Municipalities of Alberta (RMA) is a member-driven organization; and
WHEREAS setting strategic direction is an important process in establishing a clear picture of organizational expectations in serving members and clients; and
WHEREAS a member approved strategic direction will guide the RMA Board of Directors and staff in developing a strategic plan in which association activities will align with strategic priorities; and
WHEREAS the RMA’s current strategic direction expires in 2023;
THEREFORE, BE IT RESOLVED that the Rural Municipalities of Alberta (RMA) adopts the Strategic Direction as presented at the Spring 2023 Convention to guide the planning and activities for the organization from 2023 through 2027; and
FURTHER BE IT RESOLVED that the RMA review the strategic direction next in 2027.
The RMA last underwent a strategic direction setting process in 2019 to revise the mission vision, values, roles and strategic priorities to guide the RMA’s activities from March 2019 until 2023.
To obtain member input to refresh the RMA’s strategic direction, members were invited to provide input at the Fall 2022 Convention through live voting. Based on input received at the Fall 2022 Convention, a member survey was distributed, requesting additional feedback. The RMA board reviewed member input and undertook an engagement session to revisit all elements of the strategic direction. These strategic planning sessions invited valuable input from our members and board, and resulted in the development of a proposed strategic direction to guide the planning and activities of the RMA. The RMA’s draft strategic direction was distributed to the membership for feedback in February 2023.
The purpose of the strategic direction is to establish an updated vision and mission for the association, as well as values, roles, and strategic priorities that will best position the RMA to continue to serve the needs of its members in the future. It is intended to reflect the RMA’s diverse member offerings and its role as a provider of advocacy and business services. The strategic direction will form the basis upon which the RMA’s strategic plan will be built, to identify goals, initiatives and measures in alignment with key direction provided by our members.
The draft strategic direction is included in this resolution background.
Draft Strategic Direction
The following vision, mission, values, roles and strategic priorities will guide the planning and activities for the RMA.
VISION
Strong, uniquely rural communities and resilient rural lands that support and drive Alberta.
MISSION
Strengthening rural Alberta through effective advocacy and valued services.
VALUES
The RMA is committed to the following values:
ROLES & STRATEGIC PRIORITIES
We represent and serve our members by:
| ROLE | PRIORITIES |
| 1. Championing and advocating on municipal and rural issues | § Elevating the rural profile
§ Engaging our members to identify emerging issues and needs § Applying a rural lens to protect the landscape § Advocating on the role rural municipalities play in managing the majority of Alberta’s road and bridge network
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| 2. Facilitating networking and educational opportunities | § Providing avenues for members education
§ Encouraging member networking opportunities to support capacity building
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| 3. Being a resource of credible knowledge
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§ Conducting research to understand issues and support evidence-based decision making
§ Sharing best practices § Fostering good governance
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| 4. Delivering competitive business services including insurance, risk management and procurement expertise | § Providing procurement expertise and risk management solutions valued by our members to meet their needs
§ Ensuring legislative compliance § Providing sustainable service delivery § Providing unique alternative risk transfer options § Providing services to support rural non-profit organizations
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| 5. Cultivating strategic and collaborative partnerships | § Fostering strategic partnerships to meet shared goals
§ Continuing to enhance the RMA brand and value proposition to strengthen the organization § Identifying opportunity to advance issues through collaboration
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| 6. Effectively leading RMA through insightful leadership and effective internal operations | § Developing RMA leadership and governance
§ Investing in technology to enhance efficiency § Offering professional development opportunities to support learning and growth § Continuing to invest in the organization’s culture |