Statement of Purpose

The 2014-2017 Strategic Plan delivers a focused, clear and concise direction with realistic and achievable outcomes, which follows on
from our previous Strategy Document. This plan will enable us to support and lead our profession where technology, professionalism
and evidenced based practice is at the forefront of delivering services within the NHS. This strategy will form the template for an effective action plan which will support quality Prosthetic and Orthotic care in each of the four nations.

“If you think you are going to be successful running your business in the next ten years the way you did in the last ten, you’re out of your mind. To succeed, you have to disturb the present” Robert Goizueta, Coca Cola

 

Organisational Objectives

The British Association of Prosthetists and Orthotists (BAPO) is the professional body for registered prosthetists and orthotists, working within the UK. The association also represents UK prosthetic and orthotic students, assistants and technical staff’s interests and informs its affiliate and international members on UK professional issues.

Our Mission Statement

BAPO will support our members to achieve and maintain clinical excellence. Through providing high-quality services and effective communication, it will encourage professional learning and innovation and champion our professional role in modern healthcare.

Background

Economic impact of delivering healthcare is the main driver in modernising healthcare. Due tothe changing demographics (e.g.  people living longer, projected population growth, changing disease profiles) the NHS must adapt and evolve to meet the needs of the nations.

Following on from the Francis Report, Professionalism has taken a priority within service delivery. Openness and transparency of care are key to delivering services. One of the major barriers to improving prosthetic and orthotic services has been the nature of the contract used to procure clinical services. 75% of our members are employed by private companies who hold contracts with the NHS. These members work within contracts which restrict and/or discourage the development of the extended roles that are being demanded of other health care professions. The current contracts do not have a mechanism for rewarding service providers who develop and implement higher levels of clinical practice and extended Prosthetist & Orthotist roles for the benefit of patients.

Changing the contract styles and currencies to allow these contracted services to develop and grow is the main vehicle to engaging the contracted professionals to the new healthcare agenda. Capturing the value of Prosthetists and Orthotists working within effective teams in the pathology specific pathways is essential to influencing the future of our professions working within the NHS.

Through this strategy, BAPO commits to supporting professionals, assistant groups and technicians through the changes needed to develop the high quality services demanded by the NHS of the future. It will do this through collaboration with others and by creating the framework needed to facilitate change.

The 4 key strategic areas are

1. Support our members to achieve and maintain clinical excellence
  • Provide advice and support to members in the workplace.
  • Develop and maintain members clinical skills, knowledge and competence.
  • Produce and maintain Standards for Best Practice.
  • Maintain the ethical code.
  • Improve communication to members about patient initiatives, policy developments, regulatory changes, industry issues and international developments affecting P&O.
  • Deliver effective and efficient communication to the profession and stakeholders using all formats and media available.
  • Co-ordinate regional meetings to engage members, provide a forum for sharing best practice and audits across the UK.
  • Organise the largest prosthetics and orthotics annual conference in the UK to provide a national forum for learning and provide one location for exhibitors to market their new innovations and products with prosthetists and orthotists.
2. Provide high-quality services
  • Standardise treatment protocols supported by NICE Guidance.
  • Maintain the professional integrity of BAPO.
  • Deliver effective and efficient direct communication to the profession and stakeholders using all formats and media available.
  • Proactively plan the Association finances with budget management and regular performance review.
  • Ensure that all activities are financially risk assessed before commitment.
3. Encourage professional learning and innovation
  • Develop and run educational courses.
  • Promote and facilitate continuing professional development.
  • Facilitate preceptorship and develop supporting guidance.
  • Collaborate with our partners in the Higher Education Institutes (HEIs) to update and modernise training at undergraduate and post graduate level.
  • Identify research potential and support projects to deliver high level clinical evidence to support professional practice in prosthetics and orthotics in collaboration with HEIs and stakeholders.
  • Develop skills escalator frameworks integrated into clinical pathways to support career progression.
4. Champion our professional role in modern healthcare
  • Represent the profession at strategic level by membership of the Allied Health Professions Forum and attending government working groups involving our professions.
  • Promote our Professional and Practice Standards.
  • Work with service user groups to improve the profile of our profession.
  • Strengthen our professional recognition by communicating best practice and service developments using all available media.
  • Identify opportunities and communicate the work of members in improving/impacting on healthcare to increase the profile of theprofessions.
  • Identify and attend key stakeholder meetings.
  • Work with the purchasing specialists (NHS Supply Chain and Scottish National Procurement), British Healthcare Trades  Association, and others to develop new contracting styles and currencies which facilitate innovation and improvements in clinical practice, build capacity, improve the patients’ journey and benefit the user.