Statement of Purpose

The Strategic Plan delivers a focused, clear and concise direction with realistic and achievable outcomes, which follows on from our previous 2014-17 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.

The Current BAPO Strategy is a live document and is updated regularly to take into consideration the changing needs of the profession.

“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.


Economic impact of delivering healthcare is the main driver in modernising healthcare. Due to the changing demographics (e.g. people living longer, projected population growth, changing dis- ease profiles) the NHS must adapt and evolve to meet the needs of the service user on a national level.

Following on from the Francis Report, Professionalism has taken a priority within service delivery. Openness and transparency of care are key to delivering services. Changing commissioning culture will allow services to develop and grow whilst ensuring the contracted professionals are engaged in the new healthcare agenda.

Capturing the value of Prosthetists and Orthotists working with- in 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 col- laboration 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.
  • Continue to provide up-to-date communications 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 and wider research evidence base.
  • 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.
  • Develop national commissioning standards for Prosthetic and Orthotic services which drive efficiencies whilst supporting innovation to improve quality of clinical practice and streamline service user’s journey to the benefit of their health, wellbeing and quality of life.