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 are committed to continuous improvement, and meeting the expectations of our Council, interested parties, and staff, while ensuring the MCC continues to effectively fulfill its mandate.

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. We continue to explore opportunities to reinvest in both the future of physician assessment and improved candidate exam readiness.

Technological improvements

We continue to implement our Business Technology strategic roadmap, augmenting internal leadership, maturing our technological capabilities and offerings, and providing oversight and guidance to digital transformation efforts underway and in development. This work is focused on ensuring our technology investments align with organizational goals, support candidates, community and staff, and remain financially sustainable.
We continue to choose technological solutions that align with organizational goals and meet the primary objective of supporting candidates, community, and staff alike. The selection process includes extensive market research, evaluation of vendor proposals, and careful consideration of scalability, interoperability, support, and total cost of ownership.

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 continue to inform programming and initiatives to enhance organizational culture.
In early 2024, the MCC launched “together Tuesdays” and reinvigorated employee recognition programs, including peer-nominated awards. In September 2026, employees returned to working in-person two days per week, supporting improved collaboration and workplace culture.
The MCC continues to see strong interest in posted career opportunities. Voluntary employee attrition remains at or below the 12 per cent national average, standing at a current rate of 2.17 per cent, the lowest level recorded in the past seven years.

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. These include thoughtfully integrating artificial intelligence, building greater organizational capabilities, and protecting legacy systems.

Ongoing employee engagement

The MCC remains committed to employee training and development, with an ongoing focus on maintaining competitive compensation and benefits.