Vision: To be the most valued and credible professional eye care organization.
Mission: To protect sight and empower lives by serving as an advocate for patients and the public, leading ophthalmic education, and advancing the profession of ophthalmology.
Advocate for Patients and the Public
- Welcome the public into the Truhlsen-Marmor Museum of the Eye. Continually improve the Museum through visitor evaluation.
- Identify disparities in eye care and seek ways to reduce these disparities.
Lead Ophthalmic Education
Offer educational programs to assess and promote clinical excellence and professionalism.
- Develop a hybrid meeting model for AAO 2021 that provides quality education for both in-person and online audiences as well as opportunities for interaction at the in-person meeting.
- Develop and implement relevant asynchronous and synchronous content via new, innovative delivery modalities with agility in and unprecedented and dynamic learning environment.
- Collaborate with the American Board of Ophthalmology to ensure the Academy provides activities to support members with continuing certification and in line with the Academy's consistent achievement of Accreditation with Commendation from the ACCME.
- Support and grow EyeNet Magazine and the peer-reviewed journals, Ophthalmology, Ophthalmology Retina, Ophthalmology Glaucoma and the inaugural new open-access journal, Ophthalmology Science.
- Develop mobile and online clinical care support tool applications to include the application of simulation technology.
- Lead a collaborative initiative to attack the public health problem of onset of myopia in young children and myopia progression in children and adolescents with other national eye care and medical organizations.
- Develop a coherent, coordinated educational and advocacy strategy to inform and guide members about IT in ophthalmic practice.
- Develop and distribute resources for ophthalmologists and those in training who want to pursue global ophthalmology initiatives.
Advance the Profession of Ophthalmology
Provide services that attract and retain Academy members and foster engagement with the Academy and its programs.
- Ensure that the IRIS Registry continues to provide substantive member value, supports member success in the Medicare Quality Payment Program, and supports a program of scientific discovery.
- Expand the Minority Ophthalmology Mentoring program by recruiting up to 100 qualified medical students for the Class of 2021 and by providing additional educational resources to all MOM students.
- Pilot an online community where ophthalmologist groups can connect on focused areas of interest, share resources and ideas, and further develop their body of knowledge.
Advocate effectively on behalf of ophthalmology and patients and for the eye care needs of the public and communities.
- Build effective relationships with the new Congress and administration to ensure fair valuation of payments to ophthalmology.
- Through the Surgical Care Coalition, ensure E/M equity for Medicare global surgical payment.
- Increase public and state advocacy engagement through the State Secretariat-supported Safe Surgery Coalition social media platform to preserve surgical standards of care.
- As QPP/MIPS is reformed, preserve traditional MIPS reporting, specialty-led performance measurement, and recognition of the validity and value of Qualified Clinical Data Registries like the IRIS Registry.
- Lead coalition to reverse policy that permits step therapy under Medicare.
Offer management resources that anticipate and meet the needs of ophthalmic practices and practitioners in providing the highest quality care with effective and efficient use of resources.
- Educate the ophthalmic team on the new E/M documentation guidelines.
- Continue to incorporate COVID lessons learned into practice management materials.
- Explore expansion of affiliate membership to ophthalmic health professionals (scribes, technicians, billing) to strengthen the Academy's position in the profession.
Manage the Academy's financial resources to be effective and efficient fiscal stewards.
- Achieve a net operating income goal of $2,024,000 or 3.6% of revenue.
- Refinement of financial dashboard and its incorporation into organizational management.
- Support Verana's commercialization and data ingestion activities to maximize value of partnership and Academy equity assets.
- With ASCRS, grow the Eyecelerator programs that result in Eyecelerator becoming the leading source for ophthalmic innovation.
Utilize tools and systems to advance the Academy's ability to manage the organization effectively in service to its mission.
- Maintain the Academy’s position as leader and convener of all ophthalmic societies.
- Examine ways to ensure Academy leadership, committees, podium speakers and award recipients are inclusive and diverse.
- Ensure the Academy's competitiveness as an employer in a post-pandemic labor environment.
- Analyze the Academy's business processes and membership management system technology in preparation for a system upgrade.
- Undertake comprehensive reassessment of enterprise risk management.