10.25.2023 OMA Board Book

Finally, the following questions remain and must be considered before OMA supports these endeavors:

• Do local affiliate members have to be OMA members, or should a percentage of the local affiliate’s leadership (or board) hold membership in the OMA? • Are there internal (resource-based such as technical/IT-based or person/staffing-based) requirements that need to be considered before offering affiliate packages? • Do we offer the (new or renewing) affiliate members a discount on OMA membership? • How do we control for “scope creep” in that if an affiliate group selects a particular package, how do we control their use of OMA’s (staff and other) resources? • Should they OMA expect that the local affiliate group (if they purchase a package) use the OMA logo on their websites (such as “Proud Partner of the OMA?) • Should the OMA expect that each affiliate identify an “OMA Membership Champion” who serves as the local “expert” in all things OMA membership as a liaison between the local affiliate and the OMA? • While increasing the diversity of revenue streams is important for the OMA, we do not want to take advantage of these local groups from a fiscal perspective, with the understanding that these groups are on varying growths of trajectory (newly forming, established, collect local dues, don’t collect local dues, etc.). Having said this, many of these groups are supported with significant dollars from pharmaceutical (or other industry) partners and as such, should the OMA price-tier its packages based on the total number of members per local group or other parameters such as their self-reported fiscal strengths? • Should these affiliates execute some type of an agreement with the OMA relative to fiscal considerations, deliverables of deadlines (i.e. CME expectations), etc.?

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