Strategic Priorities
The development of the ISPO 2024-2030 Strategic Plan was guided by our core values and purposes and is built around five strategic pillars into which all ISPO activities will be initiated from. The five strategic pillars are interdependent and focus on key quality and growth and each have associated operational priority areas. The ISPO 2024-2030 Strategic Plan will build and maintain a strong strategic foundation that will support our ability to achieve our purpose and vision and improve our ability to adapt our approach to respond to the opportunities and challenges. It will also enable ISPO to respond to the needs of our NMS and our members and to the evolving context of rehabilitation and assistive technology.
ISPO 2024–2030 Strategic Plan: Shaping the Future of Mobility and Rehabilitation
This strategic roadmap positions ISPO to lead global dialogue, foster partnerships, and enhance the lives of those who benefit from prostheses, orthoses, wheelchairs, and related services.
Strategic Pillar 1
Leading and shaping the debate.
ISPO is recognised as an authority in the development and implementation of standards, guidelines, and policies for the provision of appropriate and quality rehabilitation and mobility care including prostheses, orthoses, footwear, and wheelchairs and related interdisciplinary treatment. By being at the forefront of research, education, and advocacy in the field, ISPO will contribute to improving the lives of millions of people worldwide who rely on mobility products.
Strategic Pillar 2
Strengthening collaboration and exchange.
ISPO aims to act as an international, vibrant, supportive, multidisciplinary community of members, fostering a sense of belonging, exchange, and collaboration among its community (users, students, clinicians, researchers, educators, innovators, manufacturers, etc.). By creating a welcoming environment that brings together people from diverse backgrounds and disciplines, ISPO seeks to promote knowledge sharing, networking, and the exchange of best practices.
Strategic Pillar 3
Raising awareness.
ISPO aims to strategically build partnerships with impactful and like-minded global players, contributing to global debates, advocating for better standards, and supporting its community. ISPO aims to leverage its network of NMS, partners and members to amplify its message to promote awareness for excellence in the field of rehabilitation and mobility products (prostheses, orthoses and wheelchairs) and related care, to enhance equitable access and quality of service.
Strategic Pillar 4
Empowering National Member Societies.
ISPO aims to increase its local visibility, impact, and relevance by strengthening its National Member Societies (NMS). Through more dialogue and support, ISPO seeks to enhance the visibility, quality and support for its NMS and contribute to the advancement of care, favourable policy and raise awareness for the need for equitable access to high quality rehabilitation and mobility products (prostheses, orthoses, wheelchairs and walking aids) and related care services.
Strategic Pillar 5
Improving ISPO management and efficiency.
ISPO aims to operate with smart and agile systems that enable it to reach its goals, promote clarity and transparency, ensure the society’s long-term sustainability, and enable it to support NMS, members and volunteers effectively.
