We will sustainably manage our financial, technological and human resources for organizational effectiveness

The Medical Council of Canada (MCC) is a not-for-profit organization with an important mandate in the system of regulation and health care in Canada. We consistently strive to be an organization that maintains our key role by committing to continuous improvement, and meeting the expectations of our Council, interested parties, and staff.

Action plans

Align our financial planning with strategic objectives, investing in innovations that support our vision and mission.
Execute our Business Technology strategic roadmap effectively and efficiently, on time and within budget, to address technical debt and ensure our systems serve candidates, community, and staff.
Develop a comprehensive workplace strategy to measure and enhance organizational culture. Actions include initiating a comprehensive employee engagement survey, analyzing the results, and implementing initiatives to enhance organizational culture.

Key performance indicators (KPIs)

Managing operational budget variance is a KPI that measures how closely actual spending aligns with the planned budget, reflecting the effective and efficient use of financial resources.
Voluntary employee attrition is a KPI that reflects employee satisfaction, engagement, and perceived growth opportunities. Reducing attrition rates supports the retention of top talent and improves organizational stability.

Progress towards this objective

To deliver on this objective, our decision-making, operational planning, and strategic initiatives must align with principles of responsible and sustainable resource stewardship. Recent updates include:

Financial sustainability

Vigilant monitoring of the MCC’s annual budget continues through prudent resource management, maintaining operating expenses with a variance of less than 10 per cent.

Technological improvements

The MCC has partnered with a consulting group to spearhead the implementation of our Business Technology strategic roadmap; the group will also assist in developing comprehensive budgets and ensuring that projects are financially sustainable and aligned with broader organizational goals.
The MCC has selected commercial off-the-shelf (COTS) technological solutions that align with organizational goals and meet the primary objective of supporting candidates, community, and staff alike. The selection process has included extensive market research, evaluation of vendor proposals, and careful consideration of scalability, interoperability, support, and total cost of ownership. The MCC is now progressing through the critical implementation phase of selected COTS solutions.

Employee engagement

The MCC’s first employee engagement survey in more than seven years was conducted in the fall of 2024 and generated an overall engagement score of 85 per cent, 12 per cent higher than the national average for similarly sized organizations. The results will inform programming and initiatives to enhance organizational culture.
The MCC launched “together Tuesdays” and reinvigorated employee recognition programs, including peer-nominated awards.
Voluntary employee attrition remains at or below five per cent, compared with a 12 per cent national average.

What’s next?

Integrate corporate social responsibility into planning

Consider inclusion and planetary health in our decision-making processes to create a positive social and environmental impact.

Continued implementation of the Business Technology roadmap

Continue to implement the Business Technology strategy to address outstanding technical debt and improve the candidate experience. Upgrade systems to meet current and future needs while improving performance and user satisfaction.

Ongoing employee engagement

The MCC will continue to focus on employee training and development and will conduct a focused review of employee compensation.