History of the ICO/IFOS (Dr. Spivey)

Critical trends that will affect ophthalmology and eye care in the next 10 years (Dr. El Maghraby)

Needs of the public for eye care, 2006 to 2020 (Dr. Straatsma)

Needs of ophthalmologists in developing countries (Dr. Etya’ale)

Needs of ophthalmologic societies (Dr. Tano)

Strengths of international ophthalmology and ICO/IFOS (Dr. DeLaey)

Weaknesses of international ophthalmology and ICO/IFOS (Dr. Belfort)

- Emerging technology, including the use of the Internet and cells phones, which increases our ability to make eye care accessible and affordable in poor and developing countries

- Demographic factors, including population aging

- Shortage of funds directed toward eye care, especially in poor and developing countries due to new infectious diseases straining already limited health care funds

- Scientific advances in diagnosis and treatment, such as genomics, that will have a profound impact on care in the future

- A huge disparity in the capability to provide eye care, with sophisticated care in some countries and others unable to provide the basics

- Governments and others taking more control over medical care due to economics, with doctors having less control

- Globalization

- Changing economics, with a growing economy in many parts of the world

- The percentage of poor people and disparity between rich and poor increasing

- Political struggles and conflict between countries and faiths

- Eye care not assigned high priority in most countries despite the high economic costs of blindness and visual loss and great potential for prevention and cure

- Emerging global standards of education and professionalism in eye care

- A recent international focus on integrating eye care with primary care

- High expectations of patients

- National and subspecialty ophthalmologic societies interested in doing more internationally and wanting to help

- Lack of focus on training of eye care providers by Non-Governmental Development Organizations (NGOs)

- Optometry seeking to expand its role both politically and in practice, particularly related to low vision

- Treatment of eye problems becoming a political issue, for example with Cuba and Venezuela offering eye care to people from other countries

- Banks and other financial institutions see the potential to invest in some aspects of eye care to make a profit, for example by making loans for small scale projects

- Ophthalmology being eliminated from the curriculum in some medical schools

- More organizations like the World Bank and UNESCO getting involved in eye care, some without significant previous experience

- Access to care, including for availability and affordability

- Knowledge of eye conditions

- Coordination of care, e.g., for diabetics

- Care that is oriented to meeting the needs of the community, not just individuals

- Quality care

- Vision care and optical services, not just prescriptions but actual glasses

- Different treatment of populations with different needs

- Access to the latest information

- Knowledge and skills/continuing education

- Income and financial and job security 

- Career satisfaction

- Basic training

- Access to technology and equipment

- Maintenance of the equipment, spare parts, bulbs, etc.

- A way to demonstrate their competence

- Differentiation from other providers

- Understanding of the needs of their communities

- Allied eye care personnel to work with them

- Other trained ophthalmologists in their communities

- Patients

- Public understanding of eye care

- A clearly defined role in vision care, for example in screening

- International basic standards for ophthalmic education

- Someone to advocate for them/protection from liability claims, from government, from competition

- Ways to acquire new skills

- Guidelines and educational materials that are relevant to them and in their language

- Understanding of how to apply and use guidelines

- Local training centers where they can update their skills

- A clearly defined role for the society

- Management skills and knowledge of how to build their organization

- Effective ways to communicate with their members

- Funding to support the work of the societies

- Capability to be an effective political advocate

- Specific and relevant guidelines and models to follow

- Access to the Internet and other technology and the knowledge to use it effectively

- Membership involvement

- A system or process for selecting the best individuals to be leaders

- Understanding of the need for a strong society and the desire to develop into one

- A strategic plan, with clear targets and plans to achieve financial stability

- Recognition as a contact point for the public, for the rest of medicine and for government

- Skills needed to manage programs

- Someone to be responsible for international relations and connections with other organizations

- A clear picture of the role they can play internationally

- Coordination with national societies to eliminate redundancies and too many meetings

- A clear sense of what’s expected of them and image of their role

- A close functional relationship with the ICO

- Cooperation among national societies

- A group of committed international leaders

- Global perspective

- Effective programs, including the Assessments, Fellowships, World Ophthalmology Congress, Web site and newsletters

- Status as a major player, the only recognized international organization representing all of ophthalmology

- Commitment to work in Africa

- Commitment to education

- A good brand name

- A good system for communications

- ICO is not based in the United States

- Ability to seek and obtain resources, both human and financial

- Coordination with WHO, IAPB, VISION 2020

- Guidelines and curricula for education

- Relationship with supranational societies

- Awards some of the most important medals in ophthalmology

- Relationship with the American Academy of Ophthalmology

- Relationships with other strong national societies

- Unclear identity, with two names for one organization

- Lack of communication with individual ophthalmologists, who don’t know what the ICO/IFOS is or does

- Lack of an effective organizational structure

- Lack of infrastructure (staff and central office) to support getting things done

- Limited funds to support aggressive, targeted action

- Lack of good products to sell

- Lack of direct communication with national societies

- Lack of effective political communication and telling ophthalmologists what to do

- Not yet effective as an advocate

- Lack of focus

- Lack of understanding of ophthalmology by the public and how it relates to optometry

- Lack of effective programs and activities

- Lack of an international title for ophthalmologists, such as “Fellow”

- Perception as being weak, not powerful

- Too many international organizations and too many names: ICO, IFOS, IAPB, etc.

- Lack of understanding by ophthalmologic societies

- Dependence on the American Academy of Ophthalmology for funding and other support

- Name “International” is weak and overused

- Unclear relationship with supranational societies, not coordinated and interactive

- Need new Bylaws and structure with executive officers

- Spread out geographically

- Could improve selection process for members of the Council

- Operate and communicate only in English, which is not well understood in some countries

- Do not provide leadership and a vision for other societies

- Lack of money, people and time

- Lack of professional marketing and management

- Perception that the Council gives each other medals

- Allowing optometry to expand its influence and role

- Tendency to focus on competition rather than on meeting public needs, e.g., the need of people in many areas of the world for glasses, including school children

- A wide variety and disparity of needs to be met in different geographic areas

- Lack of a consistent definition of what an ophthalmologist is and does around the world

- More effective at the global and supranational levels than at the national level

- Weak implementation