AAOS Strategic Plan: 2019-2023

AAOS Mission

Serving our profession to provide the highest quality musculoskeletal care.

AAOS Vision

The trusted leaders in advancing musculoskeletal health.

Strategic Goals

  • Deliver a personalized and seamless member experience.
  • Equip members to thrive in value-based environments and advance the quality of orthopaedic care
  • Evolve the culture and governance of AAOS's board and volunteer structure to become more strategic, innovative, and diverse

Core Values

  • Leading to serve
  • Shaping our future
  • Excellence together

Key Enablers

  • Advocacy: Advocate to advance access to and quality of musculoskeletal health care, and support providers to thrive in an evolving health care environment.
  • Communication: Communicate renewed member value stemming from the new strategic plan.
  • Partnerships: Partner to develop the right content, programs, and platforms to increase member value and drive greater impact.
  • Technology: Continue modernizing AAOS's technology platforms to offer seamless experiences. 

Approved - AAOS Board of Directors - December 6, 2018.


AAOS Governance Principles

AAOS Governance Goals:  Engagement, Leadership and Efficiency
Academy governance, principally through (or starting with) the Board, shall meaningfully engage the membership, effectively lead the Academy and do both with efficiency and excellence.  

AAOS Governance Principles

  1. Members are the Academy’s primary stakeholders and are essential to achieving the Academy’s mission to serve the profession in its provision of the highest quality musculoskeletal care for patients. 

  2. The Academy represents and supports its members, all orthopaedic surgeons, and the orthopaedic care team through education, advocacy, membership, communication and quality resources and tools.

  3. Governance shall be strategic in support of the Academy’s mission.

  4. The Academy shall function through centralized authority with ultimate authority at the Board level. Decentralized, flexible decision making will proceed through Board designated committees and other entities with oversight of the Board.

  5. Governance shall be clear and transparent to the membership and codified in succinct Bylaws approved by the membership and robust policies approved by the Board.

  6. Governance structures and policies shall be reasonably simple, nimble and flexible to ensure the Academy anticipates and addresses proactive changes in the environment and the development of new strategic opportunities.

  7. Board composition shall be a hybrid model of representative and competency based director(s) selection, constituted of Fellows and up to two competency-based lay persons. Board size will be a maximum of 19.

  8. The Board and other Academy member structures should pursue as a priority diversity in its member composition, including gender, race, ethnicity, specialty, age, geography and thought.

  9. The Nominating Committee shall be a committee of the Board and report to it. The Nominating Committee shall seek and consider input in partnership with the Board to identify individual nominees consistent with the Academy’s principles.  

Adopted September 14, 2018.