ACRM’s 2025–2027 Strategic Plan outlines a focused path to advancing its Vision of cultivating a world in which people of all abilities can thrive and its Mission to improve lives through education, research, and advocacy that enable interdisciplinary, science-based, and person-centered rehabilitation. The plan prioritizes strengthening value to members, modernizing communication and conference experiences, enhancing accessibility, expanding global reach, strengthening strategic partnerships, and diversifying long-term revenue to ensure sustainable impact across the rehabilitation field.

The following executive summary reflects a condensed overview of a comprehensive 60-page strategic planning document compiled from Board of Governors (BOG) meeting notes and action items, a multi-year SWOT analysis conducted with the BOG and Chairs Council, and broad all-member input initiatives, including ACRM Voices Town Hall meetings and surveys. In some cases, the plan reflects the forward-looking intent of this work and does not capture every recent accomplishment that has informed or inspired the strategic goals and initiatives described below.

 

1. Taking Care of Our Members

In 2025, ACRM advanced proactive advocacy, expanded recognition efforts, modernized communication, and strengthened two-way member engagement to understand member needs. Efforts for 2026–2027 focus on solidifying the 2025 initiatives, including inclusive pricing, expanded education opportunities such as funding, grants, and grant writing, and informing members about current grant sources, guidance, and success strategies. Additional priorities include leadership recognition programs, virtual participation, and membership model innovations such as a lifetime membership program, LMIC pricing, featuring member accomplishments, research highlights, professional innovations, and service contributions, and expanding visibility through the Member Spotlight feature.

 

2. Improving Communication with Members

In 2025, ACRM established systematic Presidential and CEO communications, enhanced advocacy visibility, began a full website redesign, and relaunched email campaigns with thoughtful and deliberate intention. Future efforts in 2026–2027 include audience segmentation, analytics-driven reporting, AI-enhanced search tools to optimize website responsiveness, implementation of Google Analytics and search engine optimization strategies to improve search performance and discoverability, and ongoing accessibility audits to improve communication outcomes.

 

3. Conference Accessibility & Modernizing the Experience

ACRM continued to implement annual conference accessibility improvements, launched the 2025 Virtual Participation Pilot, and made in-person and online events more inclusive. Work in 2026–2027 includes evaluating the Virtual Participation Pilot, launching the Buddy System, improving poster and networking accessibility, and implementing differentiated LMIC pricing.

 

4. International Growth

ACRM strengthened its global presence through WRA engagement, virtual access, LMIC pricing, and RehabWeek collaboration in 2025. Efforts in 2026–2027 include surveys, international strategy development, planning for RehabWeek 2027, and expanded global partnerships.

 

5. Strategic Partnerships

ACRM is in the process of finalizing WRA membership involvement, strengthening advocacy partnerships through participation in The Global Coalition on TBI and Global Partners for Rehabilitation initiatives, and continuing important letter sign-ons via the Powers Group. Future work includes expanding engagement and remaining ready to activate additional partnerships.

 

6. Involving People with Lived Experience

Based on organically evolving inclusion initiatives across various sectors of the association, ACRM will build an advisory group in 2026 to guide accessibility, programming, and education. By 2027, ACRM will formalize and expand this collaboration, strengthening authenticity in education and accessibility efforts.

 

7. Diversifying Revenue

ACRM worked to extend journal contracts, began planning new journals, and explored philanthropy in 2025. In 2026, ACRM will evaluate investment strategies by issuing a request for proposal to several investment firms. By 2027, ACRM will determine next steps for philanthropy and expand revenue diversification.

 

Conclusion

The 2025–2027 Strategic Plan positions ACRM to grow stronger, more inclusive, globally engaged, and financially sustainable—supporting leadership in rehabilitation medicine.

 

ACRM Vision and Mission

Vision: Cultivate a world in which people of all abilities can thrive.

Mission: Improve the lives of people of all abilities through education, research, and advocacy, enabling interdisciplinary, science-based, and person-centered rehabilitation.

 

Our Path to Impact

ACRM aspires to support its members, community groups, and leadership with the best resources, tools, and opportunities available so that together we can be a transformative force in the field of rehabilitation. By strengthening capacity through high-quality education, collaboration, and shared leadership, ACRM seeks to empower its community to elevate practice, research, and systems of care. Through intentional alignment between internal supports and external impact, ACRM aims to ensure that its work not only enriches its members but meaningfully advances the broader rehabilitation field. Ultimately, ACRM envisions a future in which its well-supported, engaged community catalyzes lasting, positive change for rehabilitation professionals and the people they serve.

 

Strategic Plan Color Key

• Green: Initiatives begun in 2025 that are now completed or moving into ongoing operational practice.
• Yellow: Initiatives beginning in 2026, with some completing in 2026 and others continuing into 2027.
• Orange: Initiatives beginning in 2027 and continuing into ongoing operational practice.

 

Taking Care of Our Members

 

Green — 2025 Priorities Completed and Established

• Proactive advocacy; regular policy updates; updated advocacy webpage.
• Broad dissemination of policy priorities and legislative advocacy, including federal sign-on letters through the Powers Group.
• Example of proactive advocacy was the signed letters to federal leadership supporting NIDILRR funding.
• Launched ACRM.org/legislativeupdates.
• Celebrating Member Achievements.
• Strengthened Member Spotlight; introduced Industry Spotlight.
• Established ACRM Voices and Town Hall Meetings to understand member needs and support two-way communication.
• Piloted leadership appreciation program.
• Improved transparency by establishing the complaint reporting system.
• Updated Equity Statement.
• Improved accessibility through the Pilot Virtual Program.

 

Yellow — 2026 Goals to be Launched

• Evaluate and strengthen 2025 initiatives.
• Launch funding, leadership, and skills webinar series; expand free webinars.
• Potential for a webinar series that targets funding as well as changing roles, including expanded special funding sessions at the Annual Conference.
• Expand free leadership and professional skills webinar series.
• Provide leadership appreciation materials at the 2026 Conference.
• Develop Lifetime Membership criteria; begin tiered membership model.
• Explore ways to engage Past Presidents in an active way and identify a plan of action.
• Explore ways to engage retired members and identify a plan of action, such as a Retired Members Council.
• DEIA training and respectful-communication education.
• Develop inclusive pricing for LMIC and virtual attendees.
• If financially feasible, rejoin the Powers Group Executive Steering Committee.

 

Orange — 2027 Priorities to be Launched or Continued

• Continue advocacy and expanded member education.
• Annual Town Halls, Vision Cast, surveys, and communication updates.
• Deliver communications assessment; enhance Vision Cast tools.
• Launch tiered membership rewards and Lifetime Membership Program.
• Complete Institutional Membership Model and Retired Members Council.
• Fully integrate organization-wide DEIA practices.
• Expand global virtual participation model.

 

Improve Communication with Members

 

Green — Priorities Completed and Established

• Shorter, clearer communications.
• Better prospecting communication; simple permanent unsubscribe option.
• Improve communication to membership via consistent updates.
• President will send three organization-wide updates annually.
• CEO will send two updates in 2025, increasing to three annually thereafter.
• At least two advocacy-focused emails sent per year.
• Modernize website and begin website redesign.
• Relaunched Feathr for coordinated promotional campaigns.
• Began integrated Telemarketing + 365 Sales outreach.
• Launched systematic dissemination structure for member announcements.
• Began accessibility evaluations across ACRM.org, iMIS, and Cadmium.
• Established ACRM’s Vision & Mission Statement.
• Updated Equity Statement.
• Opened DEIA listening initiative.

 

Yellow — 2026 Goals to be Launched

• Evaluate and strengthen 2025 initiatives.
• Establish Core Values and Objectives.
• Identify ways to implement and monitor progress on the Equity Statement.
• Initiate and complete audience segmentation and targeted marketing strategy.
• Complete website and launch new website.
• Continue website migration, organization, and quality testing.
• Launch email ROI reporting for campaign-level performance.
• Bylaws, Policies, and Procedures Committee completes document review.
• Continue DEIA listening and commitment initiative.

 

Orange — 2027 Priorities to be Launched or Continued

• Maintain ongoing President and CEO updates and advocacy communications.
• Continue AI and analytics integration to improve search and user experience.
• Ongoing accessibility auditing across all digital platforms.
• Finalize updated core values and DEIA-integrated principles.

 

Conference Accessibility & Modernizing the Experience

 

GREEN — Priorities Completed and Established

• Implemented new accessibility solutions via the Program Accessibility Subcommittee. provided fractional staff support to deliver results.
• Subcommittee evaluated tools (Cadmium, iMIS, PowerPoint).
• Maintained and improved accessible program information.
• Launched the 2025 Virtual Participation Pilot with livestreamed and static content.
• Conducted targeted marketing for Virtual Pilot to increase accessibility and
• awareness.
• Hosted the Awards Ceremony as an open, included conference event.
• Maintained discounted LMIC rates for registration, membership, and COG.

 

YELLOW — 2026 Goals to be Launched

• Evaluate and Strengthen 2025 initiatives.
• Conduct evaluation of the 2025 Virtual Pilot to inform 2026 planning.
• Launch attendee and prospect pricing survey by May 2026.
• Seek feedback on the Buddy System proposal from Chairs Council for refinement and initial implementation, such as guided navigation, office hours, adopt-anattendee model, registration-based pairing, and enhanced First-Timers Reception.
• Improve accessibility of poster sessions and coffee breaks in 2026.
• Develop upgraded LMIC pricing model for low/lower-middle/upper-middle income categories.

 

ORANGE — 2027 Priorities to be Launched or Continued

• Continue implementing one new accessibility improvement per year.
• Enhance accessibility across sessions, networking, posters, and social events.
• Identify and implement low-vision and hearing accessibility upgrades.
• Establish full Buddy System rollout for first-time attendees.
• Finalize differentiated LMIC pricing based on World Bank classifications.

 

International Growth

 

GREEN — Priorities Completed and Established

• Increased ACRM’s global presence by participating in international activities.
  • Explored active involvement in the WHO World Rehabilitation Allianc (WRA).
  • Supported the Global Coalition for a WHO resolution of TBI as a distinc global health priority.
• Offered a Virtual Attendee option at the 2025 Annual Conference.
• Maintained significantly reduced LMIC pricing for registration, membership, and COG.
• Participated in RehabWeek 2025 with larger ACRM track and a plenary presentation.
• Invited RehabWeek posters to participate in a RehabWeek Encore Poster Program.

 

YELLOW — 2026 Goals to be Launched

• Evaluate and Strengthen 2025 initiatives.
• Request I-ISIG recommendations for low-hanging fruit to expand internationally by Dec. 31, 2026.
• Launch survey to international members and prospects to understand challenges and needs.
• Begin planning ACRM’s involvement in RehabWeek 2027 (Switzerland) and provid resources in addition to volunteer work.
• Participate in the Global Partners for Rehabilitation initiative.
• Continue to explore strategic global alliances that are in alignment with the ACRM Mission

 

ORANGE — 2027 Priorities to be Launched or Continued

• Integrate 2026 international expansion ideas into the 2027 budget.
• Participate actively in RehabWeek 2027.
• Continue growing global visibility and WRA involvement.
• Implement improvements informed by international member survey.

 

Strategic Partnerships

 

GREEN — Priorities Completed and Established

• Finalized ACRM’s membership process and outreach with the World Rehabilitation Alliance (WRA).
• Strengthened partnerships with national advocacy organizations: DRRC, CPR, ITEM Coalition.
• Continued reviewing and signing on to federal advocacy letters through the Powers Group.
• Steadied with AMRPA, Paradigm, CARF, NIDILRR.

 

YELLOW — 2026 Goals to be Launched

• Evaluate and Strengthen 2025 initiatives.
• Determine how ACRM can meaningfully engage with the WRA beyond membership.
• Explore areas of collaboration with strategic partners like CARF for further expansion aligned with the ACRM Mission and Vision.
• Continue strengthening partnerships with advocacy organizations.
• If financially feasible, rejoin the Powers Group Executive Steering Committee.

 

ORANGE — 2027 Priorities to be Launched or Continued

• Continue Powers Group activities including advocacy letter reviews and potential committee engagement.
• Remain prepared to activate strategic partnerships currently on hold as organizational needs evolve.

 

Involving People with Lived Experience

Based on organically evolving inclusion initiatives across various sectors of the association, ACRM is exploring on the following: 

 

YELLOW — Potential 2026 Goals for Review and Selection of One

• Establish an Advisory Focus Group of individuals with lived experience. Develop scope, charge and group representation.
• Engage advisors in conference planning and accessibility improvements.
  • Involve individuals with lived experience as advisors in pre-conference accessibility walkthroughs and virtual platform testing.
• Pair lived-experience advisors with researchers/clinicians to co-develop educationa and conference content.
• Feature lived-experience stories through newsletters and social videos in ways that align with the Mission of ACRM.
• Use the ACRM Accessibility Feedback Webform to gather structured feedback.

 

ORANGE — 2027 Priorities to be Launched or Continued

• Determine goals based on 2026 priorities.
• Expand and formalize the Advisory Focus Group structure and representation.
• Increase advisor collaboration across research, education, and program development.
• Strengthen storytelling and lived-experience media integration.
• Use 2026 feedback insights to improve accessibility and member experience.
• Institutionalize advisor participation in accessibility audits across conference and digital platforms.

 

Diversify Our Revenue Process

 

GREEN — Priorities Completed and Established

• Researched philanthropic consulting firms to determine opportunities for ACRM.
• Agreed with Elsevier on extending Archives contract for seven years.
• Agreed with Elsevier on renewing and extending ARRCT contract for seven years.
• Began planning for two new ACRM journals.
• Finalize Elsevier contracts
• Initiated Philanthropy exploration through a study by a Canadian Firm. 

 

YELLOW — 2026 Goals to be Launched

• Continue contract expansions and development for two new journals.
• Determine feasibility and plan of action for Philanthropy fund raising.
• Explore alternative investment strategies.
• Draft and send an RFP to top investment firms.

 

ORANGE — 2027 Priorities to be Launched or Continued

• Further develop philanthropy activities and strategy.
• Implement selected investment and revenue diversification strategies.
• Expand publishing revenue through journal portfolio growth.