Strategy
ALRTS Strategy 2026 - 2028
Aligned to ALRSGBI strategic direction and digital transformation agenda
Introduction
Executive Summary, Mission & Vision
Executive Summary
The Association of Laparoscopic and Robotic Theatre Staff (ALRTS) will establish itself as the central professional home for the multidisciplinary theatre workforce through a digitally enabled, education-led, and community-driven strategy.
This strategy operationalises ALRTS ambitions across:
- Digital transformation
- Structured skills and credentialing (RoboPass®/LapPass®)
- National events and professional visibility
- Inclusive workforce development
- Community engagement and distributed learning
Using an Objective–Strategy–Tactics (OST) framework, ALRTS will:
- Build a digital-first professional community
- Deliver accessible, structured robotic and laparoscopic education
- Strengthen career pathways for theatre staff
- Enhance engagement, inclusivity, and professional identity
- Position ALRTS as the leading voice in intraoperative laparoscopic and robotic practice
Mission Statement
To support and develop the entire theatre team by delivering accessible, high-quality education, community engagement and professional development in laparoscopic and robotic-assisted surgery.
Vision Statement
To be the leading multidisciplinary association for theatre staff, advancing excellence, inclusivity, and innovation in robotic and laparoscopic surgery across the UK and beyond.
Strategic Priorities
Strategic Priorities 2026–2028
A
Digital Transformation & Member Engagement
Core Objective
To establish ALRTS as a digital hub for excellence, serving as the central platform for learning, engagement, and professional identity. Develop a modern, accessible digital ecosystem that delivers immediate value, supports ongoing learning, and fosters community engagement.
1. Digital Hub Development
- Redesign web presence as a central community platform
- Technical training resources for minimally invasive surgery
- Non-technical skills education (leadership, communication, safety)
- Member-only content and tools
2. "Day One Value" Membership Model
- Provide immediate-access downloadable resources
- Robot Room Readiness Checklist
- Laparoscopic Troubleshooting Guides
3. Content & Engagement Infrastructure
- Short-form “Day in the Life” video series
- Interactive career maps
- Virtual instrument libraries and guides
4. Community Platform
- “Ask a Proctor” expert forum
- Regional network hubs
B
Education, Training & Credentialing
Core Objective
To deliver structured, recognised training pathways for theatre staff in robotic and laparoscopic surgery. Develop a tiered, credential-based education model aligned to workforce needs.
1. ALRTS LapPass® & RoboPass®
A unified credential providing:
- One-stop access to training modules and certifications
- Structured progression from beginner to advanced levels
- Exclusive access to best practice and innovation updates
2. Structured Learning Pathways
- Foundation → intermediate → advanced progression
- Integration of technical skills
- Non-technical skills (human factors, communication)
3. CPD-Enabled Learning
- CPD-accredited courses, webinars, and assessments
- Digital certificates and competency tracking
4. Gamified Learning Model
- Semi-annual challenges and quizzes
- Digital badge system linked to portfolio development
C
Events & Professional Visibility
Core Objective
To establish ALRTS as the recognised leader in intraoperative laparoscopic and robotics education and collaboration. Deliver high-impact events that combine education, networking, and professional leadership.
1. Inaugural ALRTS Conference
Full-day flagship event with components:
- Technical deep-dive workshops
- Patient safety and innovation sessions
- Multidisciplinary networking
2. Ongoing Event Programme
- Annual conference
- Regional workshops
- Webinar series (“Ask a Proctor”)
3. Leadership Positioning
Establish ALRTS as:
- Trusted voice in theatre practice
- Advocate for workforce development
- Contributor to national surgical innovation discussions
D
Inclusivity, Workforce Development & Culture
Core Objective
To promote a safe, inclusive, multidisciplinary culture within theatre practice. Embed inclusivity, accessibility, and psychological safety across all outputs.
1. Inclusive Content Strategy
- “My Journey” storytelling series across roles and backgrounds
- Multidisciplinary language across all communications
2. Accessibility Standards
- WCAG-compliant website design
- Multi-format content (text, video, infographic)
3. Psychological Safety Initiatives
- “Flat hierarchy” messaging and training
- Human factors and communication modules
E
Content Strategy & Communications
Core Objective
To deliver consistent, high-value content that drives engagement, retention, and growth. Implement a themed, structured digital content programme aligned to professional development.
1. 3-Month Rotational Content Model
- Month 1: Foundations of Excellence
- Month 2: Problem-solving & resilience
- Month 3: Career progression & future tech
2. Content Types
- Resource launches
- Inclusivity features
- Clinical challenges
- Technical reviews
3. Engagement Mechanisms
- Polls and member voting
- Digital badge rewards
- Member-generated content
Outcomes
Success Metrics
By 2028, ALRTS aims to achieve:
Membership & Engagement
- Measurable growth in membership uptake
- High engagement in digital platforms (forums, webinars, content)
Education & Training
- Successful launch and adoption of LapPass® & RoboPass®.
- Completion rates for structured learning pathways
Digital Impact
- Fully operational digital hub
- Established content library and resource repository
Events & Profile
- Successful delivery of inaugural conference
- Growth in national recognition and partnerships
Workforce Development
- Improved confidence and competence among members
- Increased visibility of multidisciplinary roles
Delivery
Governance & Delivery Considerations
- Alignment with ALRSGBI governance structures
- Clear oversight of digital, education, and event workstreams
- Defined roles for content, training, and communications leads
- Ongoing evaluation via member feedback and KPIs