General Assembly

The GA sets priorities and makes recommendations to address challenges facing the profession

The OMA General Assembly is made up of the General Assembly Steering Committee, the Priority and Leadership Group, networks and panels and working groups.

How the General Assembly works

Now in its fourth year, the General Assembly continues to grow as a mechanism for grassroots engagement, helping to bring member perspectives directly into the work of the organization. 

This structure is part of the modernization of the OMA governance model that represents members more effectively. The GA sets priorities and makes recommendations to address the opportunities and challenges facing the profession. It empowers all members by connecting them more directly to elected bodies and the decision-making process, while providing transparency into how the association functions.

What's new: GASC elections voting open

Voting is now open for the GASC election. We are seeking a chair and vice-chair.

PLG delegates are eligible to vote. Learn more about the candidates and cast your vote

Chair and vice-chair candidates

Dr. Alykhan Abdulla
Dr. Alykhan Abdulla

CPSO #65052

Statement of interest

I am submitting my candidacy for the position of chair (preferentially) or vice-chair (second choice) of the General Assembly Steering Committee because I believe deeply in the OMA's mission and the value of a strong, inclusive, and effective governance structure that reflects the voice and vision of Ontario physicians.

Over the past 15 years, I have had the privilege of contributing to the work of the OMA through presidency of the Ottawa Academy, D8 chair, chair of Audit and Finance, SGFP chair, GASC member and eventual chair and these experiences have solidified my commitment to collaborative, transparent, and strategic leadership. I am passionate about elevating the General Assembly's role as an accountable, solutions-focused body that brings evidence-based recommendations forward to the OMA Board and membership.

I am confident that I can bring the following core competencies

1. Collective leadership

2. Governance knowledge and experience

3. Informed judgment and mediation

My leadership is anchored in a strong commitment to Equity, Diversity, Inclusion, and Decolonization (EDID) principles. I strive to embed EDID values in every discussion, ensuring that decision-making is equitable and reflective of the diversity of our profession and patients. I actively seek out underrepresented voices and work to create space for them at the table.

I understand the time commitment and responsibility associated with this role and am fully prepared to dedicate the time, focus, and energy required to serve effectively. I have awareness to mitigate any perceived conflicts of interest and agree to uphold all OMA policies and codes of conduct. I would be honoured to serve as chair or vice-chair of the GASC and contribute to strengthening the governance and impact of our General Assembly.

Thank you for your consideration.

The chair is a voting member of the Governance and Nominating Committee. Please describe your experience with bylaws, charters and governance policy.

I have been fortunate to serve as chair of GASC over the last two years and MAL for the previous two years. I have a long connection to the OMA and worked intimately with the bylaws, charters, and governance policy through many roles.

We have worked hard to optimize the OMA bylaws, charters and governance, but there is more work to do. I would like to continue this important work.

In addition, I have ongoing governance experience as chair of Governance for College of Family Physicians of Canada and Beechwood Cemetery Foundation.

I would prefer to run for chair, but would accept vice-chair as a second choice.

Competency #1: Collective leadership

Collective leadership: I have extensive experience leading diverse teams and facilitating decision-making in complex, high-stakes environments. In my role as GASC chair, I have ensured that all voices are heard while driving toward clear, actionable consensus. I approach leadership with humility and inclusivity, and I strive to build trust within the group to enable effective collaboration.

Competency #2: Knowledge

Governance knowledge and experience: I have served as a member or chair of governance (or finance, audit, strategic planning and HR) for many organizations, including but not limited to CCFP, Beechwood Cemetery Foundation, Bruyere Health, Canada Games Council, and EORLA, where I was responsible for upholding governance frameworks, maintaining accountability, and overseeing the work of subcommittees. I understand the unique responsibilities of the GASC in ensuring that the work of the GA aligns with OMA policies, strategy and integrity.

Competency #3: Mediation

Informed judgment and mediation: As a practising physician, I bring both clinical and organizational insight to difficult decisions. I prioritize evidence, fairness, and respectful engagement, particularly when navigating divergent perspectives. I have also completed training in conflict resolution and bring a calm, balanced approach to problem-solving. I teach these skills as part of my role as director of leadership of U Ottawa Undergraduate Medical Education (all four years). 

Dr. Farooq Aslam
Dr. Farooq Aslam

CPSO #139268

Statement of interest

I am seeking the role of chair or vice-chair of the GASC to contribute my leadership, governance expertise, and commitment to equity, diversity, and inclusion. Having trained and practised in Pakistan, Ireland, the UK, and Canada, I bring broad experience navigating complex health-care systems and uniting diverse stakeholders toward common goals.

I have chaired multidisciplinary committees, clinical advisory boards, and quality improvement panels, applying governance best practices to ensure structured agendas, transparent decisions, and productive large meetings. Currently, I serve on my hospital’s Utilization Management Committee, collaborating across sectors to streamline operations and improve healthcare delivery across the region.

My leadership approach prioritizes respectful listening, collaboration, and evidence-based decision-making. Recognizing the need for improved patient education for expectant mothers, I led the development of accessible, culturally sensitive materials on labour analgesia options, engaging obstetric, nursing, and anesthesia teams to empower informed choices.

I am deeply committed to EDI. For example, I evaluated religious perspectives on organ transplantation to address cultural concerns, and worked with the provincial organ transplantation lead to translate program resources into Urdu and Punjabi, making them accessible to diverse communities.

If elected, my focus will include advancing physician remuneration negotiations to ensure fair and sustainable compensation, advocating for strategies to reduce hospital wait times, and improving timely access to care for patients. These priorities reflect my dedication to integrating governance expertise, operational leadership, and inclusive practice to achieve meaningful outcomes for physicians and the communities we serve.

The chair is a voting member of the Governance and Nominating Committee. Please describe your experience with bylaws, charters, and governance policy.

I bring over 20 years of leadership and committee experience in health care settings across Canada, Ireland, and the UK. My understanding of governance stems from my service on clinical advisory boards and credentialing committees, where I contributed to developing policies, ensuring regulatory compliance, and enhancing operational efficiency. I have chaired multidisciplinary meetings with up to 40 participants, fostering inclusive discussions while ensuring adherence to agendas, time management, and consensus building. My approach emphasizes transparency, respectful dialogue, and structured facilitation to maximize engagement and impact.

Competency #1: Integrative leadership

I have chaired clinical audit committees, departmental quality improvement teams, and educational panels, both in the NHS and more recently within my current Ontario hospital. These roles have involved agenda setting, managing conflicting viewpoints, reporting to executive leadership, and mentoring junior members. My leadership is collaborative yet decisive.

I believe in creating psychological safety that allows all members to contribute meaningfully. I've successfully led teams through periods of high operational pressure, including system transitions and accreditation reviews, always upholding integrity, professionalism, and fairness.

I currently serve on my hospital's Utilization Management Committee, which brings together representatives from different sectors to streamline operations and improve health-care delivery across the region. This role requires a collaborative approach, integrating perspectives from administration, clinical teams, and support services to enhance efficiency while maintaining quality of care.

Competency #2: Collective leadership

Throughout my career, I've cultivated a culture of listening-first leadership. I value diverse perspectives and actively solicit input from underrepresented voices during discussions. My ability to synthesize varying opinions and guide groups toward consensus has been particularly appreciated in high-stakes scenarios such as hospital resource allocation and patient safety reviews.

One example of this was recognizing the need for improved patient education for expectant mothers presenting for childbirth at my hospital. After gathering feedback from patients, nurses, and obstetric colleagues, I led the development of comprehensive educational material outlining the various labour analgesia options available. This initiative required collaborative engagement with multiple departments, ensuring that the information was accurate, accessible, and reflective of patient needs. By integrating input from all stakeholders, the final product was not only clinically robust but also patient-centred, empowering families to make informed decisions. I prioritize diplomacy and evidence-based dialogue over hierarchy. My leadership style fosters trust and shared accountability-key elements for productive group decision-making and long-term institutional success.

Competency #3: Equity, Diversity and Inclusion

I am deeply committed to fostering an environment where equity, diversity, and inclusion are not only valued but actively embedded in decision-making. Having trained and worked in healthcare systems across Pakistan, Ireland, the UK, and Canada, I bring a global perspective on the importance of representation and cultural sensitivity in governance.

In my leadership roles, I have intentionally created spaces where all voices-particularly those from historically underrepresented groups-are heard and respected. For example, I evaluated the religious perspectives on organ transplantation to address concerns within certain communities, and collaborated with Dr. H. Lad, the regional organ transplantation lead, and his team to adapt and translate the program's website into Urdu and Punjabi. This ensured that key health information was both culturally sensitive and linguistically accessible, removing barriers for patients and families from those language groups.

I view EDI as integral to both patient care and organizational health. Diverse leadership produces better, more equitable outcomes for physicians, patients, and communities. As chair or vice-chair, I would ensure that inclusivity is woven into our committee's processes-from agenda-setting to final decision-making that governance structures reflect the diversity of our profession and the populations we serve.

Dr. Michael Balas
Dr. Michael Balas

CPSO #157954

Statement of interest

I am applying for the vice-chair position of the OMA General Assembly Steering Committee to contribute my skills in governance, facilitation, and strategic leadership toward advancing the GA's mission of representing Ontario physicians and strengthening grassroots engagement

In my recent role as vice-chair of the Data Supports Working Group under the OMA's Health Human Resources initiative, I oversaw a complex, multi-stakeholder project that required balancing diverse perspectives, building consensus, and ensuring clear communication with leadership and members. This experience has given me a deep appreciation for the GA's role in connecting members to decision-making processes and ensuring transparency in governance

I have served in elected and appointed leadership roles within provincial and specialty-specific bodies, where I have successfully facilitated priority-setting discussions, guided teams through conflict resolution, and maintained focus on shared goals. I am particularly committed to embedding principles of equity, diversity, inclusion, and decolonization into policy discussions and operational practices, ensuring that decisions are informed by the breadth of our profession's perspectives.

As vice-chair, I would bring a collaborative and solutions-oriented approach, ensuring the Steering Committee functions effectively while upholding its oversight role and strengthening connections between the GA, the PLG, and the board. I will work to maintain a culture of respectful dialogue, encourage broad member engagement, and help translate member priorities into actionable recommendations that influence the future of health care in Ontario.

My leadership style is grounded in listening first, integrating diverse viewpoints, and building trust. I am confident that my governance experience, ability to synthesize complex information, and commitment to the OMA's mission will enable me to serve as an effective and trusted vice-chair. 

Competency #1: Facilitation

I have facilitated multi-stakeholder discussions at the OMA and in other leadership contexts, ensuring diverse voices are heard while guiding the group toward consensus. As vice-chair of the Data Supports Working Group, I coordinated input from physicians across specialties, Ministry of Health representatives, and data analysts, translating complex technical information into clear recommendations. My approach is grounded in active listening, neutrality, and ensuring all members feel respected and engaged. This has consistently led to productive discussions, actionable outputs, and stronger buy-in from participants.

Competency #2: Integrative leadership

I excel at connecting big-picture strategic priorities with the operational steps needed to achieve them. In my OMA work, I've bridged the gap between grassroots member feedback and executive-level decision-making, ensuring that recommendations are both aspirational and feasible. I maintain a systemic perspective while managing details, enabling groups to stay focused on long-term objectives without losing sight of immediate challenges. This skill ensures the GA remains a forward-looking, strategically aligned body.

Competency #3: Collective leadership

My leadership philosophy centers on representing the collective voice rather than individual agendas. I have consistently engaged with my constituency to gather feedback, identify emerging issues, and reflect these in group deliberations. Whether chairing meetings or participating as a delegate, I prioritize inclusive participation and shared ownership of decisions. This approach fosters trust, strengthens relationships, and ensures recommendations are representative of the profession as a whole.

Dr. David Esser
Dr. David Esser

CPSO #58227

Statement of interest

I am excited by the opportunity to serve as vice-chair of the Ontario Medical Association's General Assembly and to help guide its evolution from concept to fully realized governance structure. I share the vision of the General Assembly as a dynamic and influential body-one that will shape the future of the OMA through its leadership in policy, compensation, and advocacy, driven by its panels and working groups.

My experience as past chair of the Ontario Medical Foundation, past board Member of the OMA, and past member of the OMA Governance and Nominations Committee has given me a deep understanding of the organization's structure, values, and potential. I have seen firsthand the importance of thoughtful governance and collaborative leadership in advancing the interests of Ontario's physicians and the patients we serve.

As vice-chair, I would be committed to ensuring that the intentions of the new charters are fully realized. This means working closely with OMA governance staff, the board, and our engaged members to build a structure that is not only functional but also responsive and inclusive. I understand that with any implementation of this scale, there will be a need to course-correct as both known and unforeseen challenges arise. I welcome that complexity and see it as an opportunity to collaborate across leadership roles to find solutions that strengthen the assembly and the organization as a whole.

My goal is to help create a General Assembly that is highly accessible to members-one that reflects their ideas, supports their development, and amplifies their voices. I would be honoured to serve in this role and help build a structure that empowers our members and advances our shared mission.

The chair is a voting member of the Governance and Nominating Committee. Please describe your experience with bylaws, charters and governance policy.

As a past member of the charters and work plans task force, I worked with our consultants as we developed and implemented the charters and work plans.

I then sat on the newly constituted governance and nominations committee when we updated our bylaws.

I am very familiar with our GNC and processes and the development and implementation of our bylaws, charters and work plans.

I have also had the opportunity to work with our governance staff as they developed policy that further supported our bylaws.

I would gladly support our chair in this role and would be more than able to take over any tasks delegated to me.

Competency #1: Integrative leadership

I have had the great opportunity of being selected as the president of the Ontario Medical Foundation.

This experience gave me the opportunity to apply the skills I learned in the OMA/Joule physician leadership program courses in strategic influence, leading high-performance culture, strategies for sustainable physician engagement and social systems leadership.

During my term as president, I worked with a dedicated board and staff to fundamentally change the OMF.

We followed the OMA playbook to re-evaluate the foundation's strategy and reached an agreement with the board to undertake a transformative process that would create a stronger foundation with more relevance and social impact. It was exciting to guide the foundation in a new strategic direction, update our governance, and identify bylaw changes that would be necessary to support the new mandate.

Throughout this process, it was imperative to listen to diverse opinions to build a common vision and reach consensus.  The final steps of this process involved selecting a new board. We prioritized skills and diversity as we selected our board, which is now in place and building on our work. 

Competency #2: Experience

Over the past five years, I've been an active member on multiple boards - the OMA, the Ontario Medical Foundation, the Scarborough Health Network and my synagogue. During this time, I've participated in two comprehensive training programs - Rotman Not for Profit Governance Essentials and Corporate Governance Institute Governance Fundamentals.

During the four years I served on the OMA Board I participated in the Governance Committee and sat on the Board Charters and Work Plans Task Force, where we established the first charters and work plans for the OMA Board.  This progressed into governance transformation, which fundamentally changed the governance structure of the organization by sunsetting the council, reducing the board size, and electing a skills-based board of physicians and lay directors by the full membership.

While on the Ontario Medical Foundation board, I was selected as the president. Under my leadership, we launched a new strategic plan and governance structure with updated bylaws and selected a skills-based board of both physician and lay members.

Last year, I worked to update the Scarborough Health Network Professional Staff bylaws and incorporated the Toronto Academic Health Science Network requirements

I sat on the strategic planning committee of my synagogue board, where we worked with consultants to develop a strategic plan to address the changing needs of religious institutions which are dependent on strong voluntary membership support.

Competency #3: Equity, Diversity and Inclusion

I am deeply committed to equity, diversity, and inclusion (EDI). As president of the Ontario Medical Foundation, I led a strategic plan refresh focused on social determinants of health. Our "Unblock the Barriers" campaign aims to advance health equity.

Serving on the Human Resource and Compensation Committee, we created the OMA Diversity Office, now leading this critical work and strengthening efforts initiated at the Ontario Medical Foundation. Friends in the BIPOC community have faced challenges in recognition and inclusion as policies and culture evolved.

EDI demands a shift in how the majority empowers minority voices. We need to rethink leadership selection processes to ensure minority and diverse voices are genuinely heard. Empowering a committee to select diverse voices for majority approval could be a practical approach.

Our organization requires a shared commitment to EDI across OMA staff, physician leadership, and our physician and student members. The issues we face are significant, and bringing diverse voices to our leadership tables will strengthen our organization for the benefit of all members.

Dr. Mariam Hanna
Dr. Mariam Hanna

CPSO #97011

Statement of interest

I am writing to express my strong interest in the role of GASC chair with the Ontario Medical Association. As a physician deeply committed to advocacy, governance, and system improvement, I bring my unique experiences and understanding of the challenges and responsibilities this position entails.

I am passionate about driving meaningful change, ensuring transparency and accountability to my physician colleagues, and ultimately delivering the highest standard of patient care. I have a proven track record of engaging in complex, high-stakes discussions with clarity and respect. I don't shy away from difficult conversations-rather, I believe they are often where the most important progress begins.

Throughout my career, I have had the privilege of serving in several leadership roles, including OMA chair and vice-chair for Allergy, previous Medical Network vice-chair, and as a longstanding PLG delegate. These roles have provided a solid foundation in governance, negotiation, and member engagement. I also bring national experience through my work with the Canadian Society of Allergy and Clinical Immunology (CSACI) Pediatrics section advisor and podcast host and the Canadian Pediatric Society (CPS) Allergy Section vice-chair, where I've contributed to advocacy and policy development on a broader scale.

I think outside the box, and I listen deeply. I strive to represent the diverse needs and backgrounds of our physician community, knowing that equitable representation leads to stronger, more inclusive solutions. My strength lies in effective communication, collaborative leadership, and translating physician voices into actionable priorities.

I would be honoured to bring my skills, values, and experience to the role of GASC chair, and to work together with fellow members to ensure our collective voice remains strong, responsive and future-focused.

Thank you for your consideration.  

The chair is a voting member of the Governance and Nominating Committee. Please describe your experience with bylaws, charters and governance policy.

Through my role as Pediatrics Section Advisor with the Canadian Society of Allergy and Clinical Immunology (CSACI), I've had the opportunity to actively contribute to the society's multi-year effort to review and modernize its bylaws and governance policies. This work involved balancing regulatory compliance with the evolving needs of our members and required thoughtful discussion, strategic alignment, and a clear understanding of organizational structure and accountability.

My experience in governance has also been shaped by my work within the Ontario Medical Association, particularly in my role as section chair. As chair and vice-chair, I have regularly engaged with the governance framework of the OMA, ensuring our section operated within the mandates of the charter while advocating for updates that reflect current realities facing our members.

In addition, my tenure as vice-chair of the Medical Network and ongoing involvement as a PLG delegate have provided exposure to broader governance issues across different medical specialties.

I value the role strong governance plays in upholding trust, representation, and progress. I approach charters and bylaws not as static documents, but as living frameworks that must evolve with the profession and the diverse physicians we serve. My collaborative leadership style, coupled with an eye for detail and a deep respect for due process, has helped me contribute meaningfully to these processes.

Serving as a voting member of the Governance and Nominating Committee aligns with both my experience and passion for ensuring thoughtful, transparent, and inclusive leadership selection and policy oversight.

Competency #1: Collective leadership

As OMA Allergy Section chair and vice-chair, I've consistently worked to unify diverse perspectives within our specialty. For example, when leading consultations on fee code updates, I gathered input from both academic and community pediatric allergists, ensuring our advocacy reflected broad practice realities. By proactively connecting with members and soliciting feedback in advance, we achieved alignment across geographic and subspecialty differences.

My role as vice-chair of the Medical Network further strengthened my ability to synthesize perspectives across sections. I represented smaller specialties in discussions often dominated by larger groups, ensuring equity in how decisions were framed and priorities set. I recently presented at the Medical Network meeting about office overhead.

During the COVID pandemic, I led my specialty in developing the COVID vaccine allergy de-labelling pathway and presented this to primary care and public health. This became a tool that physicians were able to widely adopt to address patient questions and ensure they received appropriate, consistent guidance in a timely fashion. Most recently, the Penicillin De-labelling Pathway was also launched with similar outcomes.

Additionally, through my national podcast with the CSACI, I've spotlighted the diverse voices of physicians in our specialty across Canada and internationally on a range of healthcare topics and even discussed systemic challenges in healthcare. These conversations have given voice to underrepresented experiences and helped bring these topics to an international stage.

My leadership approach is built on mutual respect, active listening, and principled advocacy. I consistently work to ensure that collective viewpoints-not just loud ones-are heard and acted on.

Competency #2: Facilitation

As Section chair, I led multiple virtual and in-person meetings to align our specialists across Ontario on fee schedules and access challenges. In one example, during a contentious discussion about resource distribution for community-based practices on a new fee code for oral immunotherapy, I facilitated sessions that began with deep division and ended with a unanimous resolution on the goals of our specialty. I achieved this by establishing clear ground rules, validating concerns on all sides, and reframing the issue to focus on shared patient outcomes.

At the CSACI, I helped guide conversations on prioritizing limited advocacy resources-balancing emotional investment with realistic constraints, both time, emotional and financial. This led to the development of our natural podcast and soon our social media efforts. This process required structured engagement and real-time adjustment of the agenda to allow all voices to be heard (both allergy and immunology researchers, as well as clinicians) without losing momentum.

Beyond committee work, my skills in facilitation have been sharpened through over 40 podcast episodes where I guide complex medical and professional conversations. These require not only knowledge of the subject matter, but the ability to set tone, manage time, and ensure balanced participation. I've also spoken at national and international conferences, moderating roundtables and panels. I strive to draw in perspectives from multiple stakeholders while keeping groups focused and productive.

Facilitation, to me, means ensuring the group performs better together than any individual could alone, and I bring that mindset to every table I join.

Competency #3: Informed judgement

One example of informed judgment came during my time as OMA Section chair when navigating PPC negotiations and updating our specialty. The group was divided on priorities as our specialty looks so different depending on practice setting and sub-specialty focus. I conducted individual and group consultations with members, reviewed strategy implications, reached out to EPR to understand downstream impacts and formed even a working group on the most challenging of issues. Rather than rush to a consensus, I recommended a staged decision-making approach. Ultimately, we were able to get support for our membership and arrive at proposals that addressed our members' needs.

At CSACI, I participated in updating our bylaws and governance policies-particularly around committee structure and succession planning. These discussions involved reconciling longstanding traditions with the need for modernization. I provided thoughtful contributions on balancing transparency with efficiency, advocating for staggered term limits and improving onboarding.

During the pandemic, I also served as a clinical voice in communications around allergy-related vaccine concerns. I used my public speaking engagements to clarify complex and rapidly evolving guidance, balancing empathy with scientific rigour and have continued to do this on allergy issues. I have also addressed national audiences on live radio and television on topics of vaccine allergy to common problems like Benadryl use, asthma, and environmental allergies. I use accessible language and fact-based reassurance to build public trust.

In all settings, I strive to provide thoughtful, grounded input that considers short-term realities and long-term strategy. I'm not afraid to challenge prevailing assumptions, but I do so with humility and a clear rationale.

Dr. Janet Hurst
Dr. Janet Hurst

CPSO #90718

Statement of interest

I initially joined hospital leadership with the hope of improving local community systems and access to health. Over the past five years, I've filled many roles and taken on more and more responsibility. Currently, I am the VP of medical affairs and chief medical executive at Peterborough Regional Health Centre, but the most striking insight I've gained through the last two years of joining senior leadership is awareness of the huge challenges facing our health-care system, and the need for innovative and transformative change to navigate the worsening supply-demand mismatch driven by population demographics. We cannot fix this current crisis by merely spending more, hiring more people, or trying to increase health-care delivery in a 1:1 model in the same way we've always done it. I've also realized that I personally need to gain a deeper understanding of health-care politics and how to better advocate for physicians. As CME at a large community hospital with over 460 beds and nearly 500 physicians, I represent a broad range of perspectives from different specialist and generalist groups in a rural setting.

The chair is a voting member of the Governance and Nominating Committee. Please describe your experience with bylaws, charters and governance policy.

Prior to joining my hospital's senior leadership team, I was a member of our Board of Director's Governance Committee for two years. I currently work closely with our chief of staff to update and enforce our professional staff bylaws. 

Competency #1: Facilitation

I spend most of my administrative time resolving conflicts caused by misalignment of priorities and perspectives. My leadership style is not top-down or authoritative, but focuses on understanding differing perspectives, finding shared goals (for physicians, it's usually improved care for patients), and building consensus with those goals in mind.  

Competency #2: Experience

In the last 10 years, I have served in a number of leadership roles within my organization, from chief of anesthesia, medical director of surgical services, interim chief of staff, to my current role as VP of medical affairs and chief medical executive.

Competency #3: Mediation

On a personal note, my in-laws live with me and are lovely but highly opinionated people. In my spare time (when I'm not working as an anesthesiologist, hospital executive, or trying to keep my three young children alive), I spend an excessive amount of time mediating conflicts between my husband and his parents about everything from finances and child-rearing philosophy to religion and politics.

The GASC is comprised of the chair and vice-chair, who are elected from the general membership (PLG delegates are also eligible), and three members-at-large elected from the PLG. All members hold two-year terms, with a maximum service of six years. GASC members are voting members of the Priority and Leadership Group, except for the chair and vice-chair, who are non-voting. The chair sits as a voting member on the OMA Governance and Nominating Committee and is an official observer at the OMA Board of Directors.

Please note, PLG delegates cannot hold multiple positions on the GASC. If you wish to apply to be a candidate for GASC chair or vice-chair, you cannot apply for member-at-large. Further details on eligibility and the GASC election are available on the application forms.

Interested members are invited to provide examples of their top three competencies from the list on their application forms for the chair and vice-chair roles.

Knowledge: Understanding of best practices in governance and the conduct of large-scale meetings. Understands the partnership relationship with the Board of Directors, the CEO and senior OMA leadership. 

Experience: Ideally will have served as a chair of a board, committee or similar body. Experience in the motivation, coaching, evaluation and leadership.

Collective leadership: Demonstrates superior skills in providing direction to and representing the collective views of a group. Listens with respect and leaves room for others to effect productive discussions and decisions. 

Informed judgement: Ability to communicate wise, thoughtful counsel on a broad range of issues while ensuring impartiality, objectivity and credibility.  

Facilitation: Demonstrated skills in facilitating superior group performance through excellent interpersonal and consensus-building skills, personal integrity, professionalism, approachability, availability and open communications. 

Integrative leadership: A big-picture thinker who can keep others focused on the strategic priorities through synthesizing and systemic thinking. 

Spokesperson: Demonstrated skills as a communicator of decisions, policy and information to diverse stakeholders. 

Equity, Diversity, Inclusion, and Decolonization: Has a track record of ensuring discussions and actions adhere to current EDID principles and organization policies. Creates an inclusive culture and effectively leverages diverse perspectives.

Mediation: Has strong conflict resolution skills and ability to problem solve and reconcile challenging differences with empathy, transparency and political savvy. 

Applicants will have no real or perceived conflict of interest. 

Potential conflicts of interest, for self or a family member, include affiliation with another board, committee, organization, vendor, supplier or any other party that has a direct or indirect interest in any business transaction or agreement with the OMA or payment of physicians, which could result in benefit. It also includes involvement in any pending legal proceedings involving the OMA.

General Assembly groups and membership

General Assembly Steering Committee

The General Assembly Steering Committee is an oversight committee that ensures the General Assembly, with its various entities, fulfills its mandate and functions effectively. The GASC reports directly to the Board of Directors and ensures the General Assembly has clear and transparent communications, and that all entities, activities and processes adhere to the OMA governance policies and the General Assembly charter.

Committee members:

  • Dr. Alykhan Abdulla, chair
  • Dr. Gregory Rose, vice-chair
  • Dr. Joy Hataley, member-at-large
  • Dr. Ross Male, member-at-large
  • Dr. Cindy Wang, member-at-large

Back to top

Priority and Leadership Group

There are 125 Priority and Leadership Group delegates. The goals of collaboration, representation and diversity require that delegates to the Priority and Leadership Group reflect the broad diversity of the profession as a whole.

Priority and Leadership Group delegates represent diversity in their type of medical practice, leadership experience, region, gender, as well as other characteristics. In their work, they not only represent the interests of their constituency groups, but the larger physician community. As a member of a constituency group’s elected leadership, delegates consistently solicit feedback from members within their constituency, while acting as their information resource and bringing the issues emerging from their constituency to the Priority and Leadership Group.

Back to top

Key dates

Fall 2025 General Assembly meeting

  • Nov. 2223, 2025

Spring 2026 Priority and Leadership Group meeting

  • May 3031, 2026

Fall 2026 General Assembly meeting

  • Nov. 2122, 2026

Spring 2027 Priority and Leadership Group meeting

  • May 2930, 2027

Fall 2027 General Assembly meeting

  • Nov. 2021, 2027

Meeting materials for GA members

General Assembly members can use OMA Connect for peer-to-peer discussions and to access support documents, such as orientation and meeting materials.

Join the GA community on OMA Connect

Questions? Send us an email for more information about the General Assembly. For questions specific to your section, please connect with its executive members.


Current Priority and Leadership Group Delegates

Read the PLG position description.






Constituency Member name Term start date Term end date
Academic Medicine Forum Mark Kaluzienski 12/08/2021 30/06/2027
Academic Medicine Forum Andrew Olagunju 06/09/2022 30/06/2027
Addiction Medicine Christopher Welsh 04/10/2024 30/06/2026
Allergy and Clinical Immunology Mariam Hanna 12/08/2021 30/06/2027
Cardiac Surgery Vincent Chan 30/10/2024 30/06/2026
Cardiology John D Parker 12/08/2021 31/08/2025
Chronic Pain Michael Surkont 11/04/2023 30/06/2027
Dermatology Sandra Landolt 21/05/2024 30/06/2026
Diagnostic Imaging Neil Isaac 12/08/2021 31/08/2025
District Eight Anmar Salman 25/09/2024 30/06/2026
District Eight Mira G K Abdel Malek 17/07/2025 30/06/2027
District Eleven Hal David Berman 12/08/2021 30/06/2027
District Eleven Audrey Lynn Karlinsky 01/07/2025 30/06/2027
District Five Renata Villela 12/08/2021 31/08/2025
District Five Sohal Vinit Goyal 21/04/2023 30/06/2025
District Four Walter Dale John Owsianik 13/04/2023 30/06/2027
District Four Richard H Tytus 12/08/2021 30/06/2027
District Nine Grace W Ma 30/04/2024 30/06/2026
District Nine Dannica Ruth Switzer 18/07/2025 30/06/2027
District One Adam Papini 18/04/2023 30/06/2027
District One Padmaja Rakesh Naidu 17/07/2025 30/06/2027
District Seven Joy Marie Hataley 12/08/2021 31/08/2025
District Seven Siobhan Mary Muldowney 14/08/2023 31/08/2025
District Six Jane Catherine Purvis 12/08/2021 31/08/2025
District Ten Melanie Anushka Rodrigues 04/07/2024 30/06/2026
District Ten Jon Henry Johnsen 18/07/2025 30/06/2027
District Three Nicole Mira Petrov 14/08/2021 30/06/2027
District Three Lidwina Groen 17/07/2025 30/06/2027
District Two Elisheva H Chernick 12/08/2021 31/08/2025
District Two Denise Myrla M A Wexler 11/08/2021 31/08/2025
Emergency Medicine Angela Marrocco 12/08/2021 30/06/2026
Emergency Medicine Danish Meraj Khan 17/04/2024 30/06/2026
Emergency Medicine Stephanie Fong 01/10/2024 30/06/2026
Emergency Medicine Tonja Stothart 01/11/2024 30/06/2026
Endocrinology and Metabolism Jill M Trinacty 12/08/2021 31/08/2025
Eye Physicians and Surgeons of Ontario Enitan Adedolapo Sogbesan 12/08/2021 30/06/2026
Gastroenterology Brian Chan 02/05/2025 30/06/2027
General & Family Practice David Orrin Schieck 12/08/2021 30/06/2027
General & Family Practice David Torrance S Barber 12/08/2021 31/08/2025
General & Family Practice Ross Sheldon Male 12/08/2021 30/06/2027
General & Family Practice Salesh Kumar Sonpal Budhoo 15/09/2022 30/06/2026
General & Family Practice Darija Vujosevic 12/08/2021 31/08/2025
General & Family Practice Iram Fatima Ahmed 12/08/2021 30/06/2027
General & Family Practice Catherine Elizabeth (Beth) Perrier 15/09/2023 30/06/2026
General & Family Practice Adam Stewart 21/03/2024 30/06/2026
General & Family Practice Kevin Brophy 25/09/2024 30/06/2026
General & Family Practice Catherine L Yu 25/09/2024 30/06/2026
General & Family Practice Ryan Banach 25/09/2024 30/06/2026
General & Family Practice Kyle On York Lee 25/09/2024 30/06/2026
General & Family Practice Naila Azra Kassam 01/05/2025 30/06/2027
General & Family Practice Anushiya Ganeshalingam 01/05/2025 30/06/2027
General & Family Practice Nadia Alam 01/05/2025 30/06/2027
General & Family Practice Elaine Ma 01/05/2025 30/06/2027
General & Family Practice Stan Zdenek Spacek 01/05/2025 30/06/2027
General & Family Practice Keith Alexander Thompson 01/05/2025 30/06/2027
General & Family Practice Matthew J Schurter 17/07/2025 30/06/2027
General & Family Practice Kristen Alyssa Farn 07/01/2025 30/06/2027
General Surgery Kevin Lefebvre 12/08/2021 30/06/2027
General Surgery Scott Walter Rieder 12/08/2021 31/08/2025
General Surgery Eric S Touzin 13/09/2024 30/06/2026
General Thoracic Surgery Christian Finley 12/08/2021 31/08/2025
General Thoracic Surgery Sameena Uddin 17/07/2025 30/06/2027
Genetics Hanna Faghfoury 10/10/2024 30/06/2026
Haematology & Medical Oncology Joanna Gotfrit 16/09/2024 30/06/2026
Haematology & Medical Oncology Patricia Disperati 16/09/2024 30/06/2026
Hospital Medicine William James Coke 28/03/2023 30/06/2025
Infectious Diseases Kathleen Margaret Gregory 19/10/2023 30/06/2027
Laboratory Medicine Catherine Ross 12/08/2021 30/06/2027
Laboratory Medicine Jason Wasserman 03/10/2024 30/06/2026
Long Term Care/Care of the Elderly Abhishek Narayan 12/08/2021 30/06/2027
Medical Students Zoe Tsai 01/07/2025 30/06/2026
Nephrology Lakshman Gunaratnam 12/08/2021 30/06/2027
Obstetrics & Gynaecology Constance Nasello 12/08/2021 31/08/2025
Obstetrics & Gynaecology Rachel Susan Kupets 12/08/2021 31/08/2025
Obstetrics & Gynaecology Daniel Robert Reilly 11/08/2021 31/08/2025
Occupational & Environmental Medicine Kerri Elizabeth English 28/03/2023 30/06/2027
Ontario's Anesthesiologists, A Section of the OMA Eric Goldszmidt 12/08/2021 30/06/2027
Ontario's Anesthesiologists, A Section of the OMA Sarah McIsaac 21/03/2024 30/06/2026
Ontario's Anesthesiologists, A Section of the OMA Soniya Sharma 17/07/2024 30/06/2026
Ontario's Anesthesiologists, A Section of the OMA Ruiqing Wang 01/07/2025 30/06/2027
Orthopaedic Surgery Christopher Mark Lu 14/08/2023 30/06/2027
Otolaryngology-Head and Neck Surgery Nita Scherer 18/09/2024 30/06/2026
Palliative Medicine Joyce Ting-Wai Cheung 06/09/2023 30/06/2027
Pediatrics Section, OMA Giuliana M Federici 12/08/2021 30/06/2027
Pediatrics Section, OMA Jane Healey 12/08/2021 30/06/2027
Pediatrics Section, OMA Fatima Fakhshad Bhetasi 12/08/2021 30/06/2027
Pediatrics Section, OMA Michelle Danby 14/09/2024 30/06/2026
Primary Care Mental Health Darlene Hall 17/09/2024 30/06/2026
Psychiatry Diana Kljenak 12/08/2021 30/06/2027
Psychiatry Katherine Ann McKay 12/08/2021 30/06/2027
Psychiatry Marianna Golts 18/09/2024 30/06/2026
Psychiatry Rajeevan Rasasingham 18/09/2024 30/06/2026
Public Health Physicians Michael Steven Finkelstein 12/08/2021 30/06/2027
Radiation Oncology Robert E Dinniwell 12/08/2021 30/06/2027
Reproductive Biology Rachel Forman 29/05/2024 30/06/2026
Residents Stephanie Lucienne Mercier 01/07/2025 30/06/2026
Residents Charlotte Coleman 01/07/2025 30/06/2026
Rheumatology Philip A Baer 19/09/2024 30/06/2026
Rural Medicine Forum Theodore Wallace Mitchell 12/08/2021 30/06/2027
Rural Medicine Forum Christine E Seidler 03/04/2023 30/06/2027
Rural Medicine Forum Amber Ann Hayward-Stewart 31/01/2025 30/06/2027
Sport and Exercise Medicine Sheikh Amin 17/07/2025 30/06/2027
Urology Frank Papanikolaou 19/09/2024 30/06/2026
Vascular Surgery Michael Yacob 17/07/2025 30/06/2027

Panels and working groups

General Assembly panels oversee the development of solutions-focused recommendations for consideration by the OMA Board of Directors, while seeking to understand the varied perspectives of members.

However, the majority of General Assembly activity will be concentrated within working groups. Working group recommendations will be reviewed by the panels prior to being sent to the OMA Board of Directors. Working group members will:

  • Contribute consistently and meaningfully to the work of the General Assembly
  • Support the advisory function of the General Assembly
  • Constructively engage with fellow General Assembly working group members, panel members, the General Assembly delegate body and constituency group elected leaders as required to fulfill their mandate
Advocacy, communications and engagement panel
Advocacy, communications and engagement panel

Advocacy, communications and engagement panel charter PDF Icon

ACE panel members:

  • Dr. Lisa Salamon, chair
  • Dr. Julie Kovacs, vice-chair
  • Dr. Rayuda Koka
  • Dr. Gareth Seaward
  • Dr. Dannica Switzer
  • Dr. Zainab Abdurrahman, OMA president

Working group on comprehensive HHR advocacy including portable licensure

Mandate: To develop recommendations on advocacy for a comprehensive HHR strategy including potable licensure for underserved areas

Working group members:

  • Dr. Alexandre Petiquan, chair
  • Dr. Olivia Cheng
  • Dr. Aviraj Deshmukh
  • Dr. Marc Gabel
  • Dr. Hamidah Meghani
  • Dr. Vivian Tam
Health policy panel
Health policy panel

Health policy panel charter PDF Icon

Health policy panel members:

  • Dr. Lisa Berger
  • Dr. Dharmendra Doobay
  • Dr. Michael Finkelstein, chair
  • Dr. Jane Purvis, vice-chair
  • Dr. Nathan Roth
  • Dr. Haroon Yousuf

Working group on centralized requisition for diagnostic imaging

Mandate: To develop high-quality recommendations to address centralized requisitions for ordering diagnostic imaging tests.

Working group members:

  • Dr. Farah Abdulsatar
  • Dr. Brenda Copps
  • Dr. Marilyn Crabtree (observer)
  • Dr. Edward Hirvi
  • Dr. Scott Laing
  • Dr. Winnie Lee
  • Dr. Ryan Margau
  • Dr. Faysal Naji
Compensation panel
Compensation panel

General Assembly Panels Charter PDF Icon

Compensation panel members:

  • Dr. Robert Dinniwell
  • Dr. Eric Goldszmidt, chair
  • Dr. Kathleen Gregory
  • Dr. Jane Healey
  • Dr. Mark Kaluzienski, vice-chair
  • Dr. Karima Khamisa
  • Dr. David Schieck

Back to top


Progess to date

More than 200 ideas have been submitted by members across the province. These submissions have improved in both quality and strategic alignment, thanks to refinements in intake and prioritization processes.

The Priority and Leadership Group has defined 12 formal priorities to date, and the board has already supported multiple sets of related recommendations. Most recently, the PLG’s Reducing Delays in Patient Care Working Group brought forward a palliative care advocacy plan and a new advocacy toolkit – offering a targeted strategy to address systemic challenges in access to palliative care and equipping physicians with resources to support grassroots advocacy efforts.

GA-related structures and policies have continued to evolve based on member feedback to increase efficiency, and build stronger, more coordinated member voice in OMA decision-making. OMA working groups formed through the GA process have also drawn external recognition. Physicians participating in these groups have been asked by the Ministry of Health, Ontario Health and other system partners to share insights on their work and contribute their expertise – extending the impact of the GA beyond the association itself.

Back to top

Published: May 5, 2021  |  Last updated: July 21, 2025