AOA Strategic Organizational Priorities

The AOA’s strategic priorities are honed by the executive leadership to further and reflect its central mission of engaging the orthopaedic community to develop leaders, strategies and resources to guide the future of musculoskeletal care.

These were approved by the AOA Executive Committee on October 28, 2020.

A1.        Strategy goals/metrics include::

  • Increase membership applications and class size
  • Refine methods to ID appropriate membership candidates
  • Increase diversity of new members in underrepresented minority/female surgeon leaders as well as by practice type (i.e. private practice, leaders, DOs, C-suite)
  • Increase registration and participation in AOA programming
  • Increase Annual Meeting abstract submission numbers
  • Better engagement/retention of young leaders long term (via RLF/ELP programs)
  • Include specific committee goals on digital engagement and engagement inside and outside the organization

B1.         Develop a leadership pathway arising from development of approved Leadership Principles. Strategy goals/metrics include:

  • Define/develop leadership curriculum and expand offerings
  • Address blending of leadership/GME offerings
  • Increase virtual offerings

C1.         Consider more specific priorities (that includes diversity focus and/or growth of the Own the Bone Program) Possible goals/metrics include:

  • Long-term metric (3-5 years) in growth in diversity of the organization
  • Evaluation of relevant issues: how identified, time of turnaround to AM and to publication
  • Increase in Annual Meeting submission numbers
  • Increase in website and social media engagement
  • Increases Own the Bone registry participation and number of overall sites engaged