• 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

    • Launch public awareness campaign to increase knowledge about the importance of eye health during the year 2020, including enhancing EyeSmart website traffic and page views as part of the campaign.
    • Celebrate the 35th year of volunteer ophthalmologists protecting sight and empowering lives through EyeCare America.
    • Welcome the public into the Truhlsen-Marmor Museum of the Eye to learn about the eye, vision, and the history of ophthalmology. Continually improve the Museum through visitor evaluation.
    • Determine the Academy's position and role with respect to the relationship between ophthalmology and optometry by broadly gathering and analyzing information, including the member survey on the relationship with optometry, and facilitating conversations among Academy stakeholders, all in service to the Academy's mission.

    Lead Ophthalmic Education

    Offer educational programs to assess and promote clinical excellence and professionalism.

    • Continue to leverage the IRIS Registry to identify and develop educational opportunities via the ONE Network and other delivery modalities which will support the Academy's consistent achievement of Accreditation with Commendation from the ACCME.
    • Expand the reach of Academy online educational opportunities through knowledge centers on the ONE Network, provide more open access opportunities and develop new content for broader audiences.
    • Collaborate with the American Board of Ophthalmology to ensure the Academy can anticipate and deliver activities, including the IRIS Registry, that help members navigate the dynamic environment of MOC. 
    • Support and grow the peer-review and member publication family of Ophthalmology and EyeNet Magazine to include the launch of a new open access journal. 
    • Develop mobile and online clinical care support tool applications to include the application of simulation technology.
    • Implement the meeting strategic plan that results in an enhanced member experience at AAO 2021.
    • Spearhead an initiative to attack the public health problem of myopia prevalence, progression, and treatment needs.   

    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.
    • Engage members in providing service to the Academy by promoting a new pathway to volunteer for projects on a short-term basis.
    • Enhance international member engagement in key target areas in advance of measuring their engagement again in 2021. 


    Advocate effectively on behalf of ophthalmology and patients and for the eye care needs of the public and communities.

    • Ensure fair valuation of ophthalmology services through E/M equity efforts for Medicare global surgical payment.
    • Centralize and rationalize efforts to engage the public to derail state legislative surgical proposals that threaten patient safety and surgical standards of care.  
    • As QPP/MIPS is reformed, preserve specialty-led performance measurement and recognition of the validity and value of QCDR data.
    • Lead coalition to advance reductions in regulatory burdens under the current Medicare payment system for patients and physicians.

    Ophthalmic Practice

    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.

    • Expand the Academy's private consulting services.
    • Educate the ophthalmic team on the new E/M documentation guidelines.


    Manage the Academy's financial resources to be effective and efficient fiscal stewards.

    • Achieve a net operating income goal of 3.2%.
    • Support Verana Health's commercialization  and restructuring to maximize value of partnership and Academy equity assets.
    • In partnership with ASCRS, launch the Eyecelerator meetings in May and November, 2020, including developing the internal infrastructure to provide the venture's financial operations and reporting. 


    Utilize tools and systems to advance the Academy's ability to manage the organization effectively in service to its mission.

    • Continue the Academy’s position as leader and convener of all ophthalmic societies.
    • Ensure the Academy's competitiveness as an employer by responding to FY2020 employee survey feedback effectively.