Strategy Map and Screcard 2016-2020 Apprved, Bard f Trustees, 4 Nvember 2016
OUR VISION A wrld in which n ne has avidable visin lss, resulting frm the shared cmmitment f phthalmlgic scieties, individual phthalmlgists, and thse wh wrk with them.
OUR MISSION T wrk with phthalmlgic scieties and thers t imprve access t high quality eye care, in rder t preserve, restre and enhance visin fr the peple f the wrld.
OUR VALUES Ethical, transparent, and reliable Inclusive, cllabrative, and respnsive Peple-riented, humanistic, and caring Innvative Prfessinal and financially self-sustaining Cmmitted t learning, thinking critically and making decisins based n evidence
Our visin: A wrld in which n ne has avidable visin lss, resulting frm the shared cmmitment f phthalmlgic scieties, individual phthalmlgists, and thse wh wrk with them. STRATEGY MAP Our Missin: T wrk with phthalmlgic scieties and thers t imprve access t high quality eye care, in rder t preserve, restre and enhance visin fr the peple f the wrld. GOALS A. Ophthalmlgists lead teams that prvide high quality eye care in every cuntry in the wrld fcused n meeting individual and cmmunity needs. B. Effective phthalmlgic scieties and leaders supprt individual phthalmlgists and advcate with gvernments and thers t ensure eye care is crdinated and resurced. C. The ICO leads internatinal phthalmlgy and cllabrates with ther rganizatins t enhance the eye health f all peple. STAKEHOLDERS OBJECTIVES Enhancing Educatin Empwering Scieties Leading Glbally 1. Help individual phthalmlgists t enhance their clinical knwledge and skills and prfessinal cmpetencies. 2. Prvide phthalmlgical scieties and leaders with resurces and skills t lead, cmmunicate and advcate and t serve and retain their members. 3. Advcate t decisin makers fr increased resurces fr eye care by setting glbal standards and prviding expertise, mdels and data. Scale up and wrk in a glbal way CAPACITIES 4. Imprve ur cmmunicatins and marketing, particularly t individual phthalmlgists and scieties, s that all phthalmlgists are aware f what the ICO is and des. 5. Build a glbal netwrk f vlunteer experts in all areas f eye care and educatin, and engage gal-riented, cmmitted, and passinate leaders in the ICO wh are representative f glbal phthalmlgy. 6. Becme mre effective at fundraising and secure financial supprt fr ICO prgrams and initiatives. LEARNING, GROWTH, & RESOURCES Imprve the way we wrk Upgrade ur abilities Invest fr Results 7. Review and imprve ur gvernance and cmmittees structures and staff supprt, and make gvernance mre transparent t ur member scieties. 8. Increase and diversify incme t the ICO using ur intellectual prperty and ther assets and capabilities.
SCORECARD (1 f 3) Objectives Initiatives Indicatrsf Success 1. Help individual phthalmlgists t enhance their clinical knwledge and skills and prfessinal cmpetencies. 1.a. Define ways t increase and extend the value f the Wrld Ophthalmlgy Cngress (WOC). 1.b. Mve t ffer ICO Examinatins nline and explre the ptential fr subspecialty exams. 1.c. Assess the feasibility f ffering an ICO accreditatin prgram t imprve training f phthalmlgy residents and ptentially subspecialists and cntinuing medical educatin. lead Feasibility f accreditatin f residency prgrams has been evaluated and actin plan develped by the end f 2017. (Objective 1) Needs assessment f phthalmlgic scieties cmpleted and ICO pririties fr supprting members defined, by end f 2017. (2) At least 95% f member scieties pay ICO dues each year. (2) Stakehlders 2. Prvide phthalmlgical scieties and leaders with resurces and skills t lead, cmmunicate and advcate and t serve and retain their members. 3. Advcate t decisin makers fr increased resurces fr eye care by setting glbal standards and prviding expertise, mdels and data. 1.d. Evaluate the impact that ICO Fellws have had in their cuntries and re-define the fcus and duratin f ICO Fellwships. 2.a. Assess the needs f member and nn-member scieties in high, middle and lw resurce areas and define clear ways fr the ICO t cllabrate with and supprt them. 2.b. Establish a yung phthalmlgist prgram in cnjunctin with supranatinal and member scieties and ffer curses and resurces n leadership skills in cperatin with existing leadership develpment prgrams. 3.a. Wrk with phthalmlgic scieties and nn-gvernmental develpment rganizatins (NGOs) n strategic advcacy t enhance eye care services in underserved cuntries and help thse wh are blind r visually impaired attain their full ptential. Indicatrs f Success lag Agreement with the Internatinal Agency fr the Preventin f Blindness (IAPB), key NGOs and supranatinals n a crdinated plan fr advcacy by end f 2018. (3, 2) 6000 candidates take ICO Exams in 2017 and 7000 in 2019, with at least a 10 percent increase each year in defined target cuntries. (Objective 1) Incme frm accreditatin exceeds csts by the end f 2019. (1) The ICO has 160 member scieties (cmpared t 143 in 2016), including at least 90% f active natinal phthalmlgic scieties, by the end f 2019. (2) The Wrld Health Organizatin (WHO), IAPB, NGOs and ther wrld bdies recgnize the ICO as the glbal phthalmlgy leader and cnsistently seek its advice and invlvement. (3)
Capacities Objectives 4. Imprve ur cmmunicatins and marketing, particularly t individual phthalmlgists and scieties, s that all phthalmlgists are aware f what the ICO is and des. 5. Build a glbal netwrk f vlunteer experts in all areas f eye care and educatin, and engage gal-riented, cmmitted, and passinate leaders in the ICO wh are representative f glbal phthalmlgy. 6. Becme mre effective at fundraising and secure financial supprt fr ICO prgrams and initiatives. Initiatives SCORECARD (2 f 3) 4.a. Expand and enhance ur database f teachers, leaders and individual phthalmlgists. 4.b. Define distinct infrmatin that the ICO can ffer t phthalmlgists and reach all phthalmlgists in the wrld with cmmunicatins that are current, interesting, imprtant, clear and cncise. 5.a. Identify vlunteer expertise needed by the ICO, recruit and select members f the netwrk, and develp a listing/database f phthalmlgists t cntribute t the WOC scientific prgram and t the ther initiatives f the ICO. 5.b. Define an ICO leadership successin plan, recruit high perfrmers frm reginal and natinal leadership develpment prgrams and prmte thse wh are mst prductive frm ICO cmmittees t leadership rles. 6.a. Assess past fundraising effrts; cnsider innvative, impactful and new initiatives r prjects; and define a develpment (fundraising) plan with clear pririties, targets and strategies. 6.b. Evaluate what has been achieved with the Teaching the Teachers prgram and define a majr initiative that can be the fcus f fundraising by the ICOFundatin, with a crdinated apprach t phthalmic cmpanies, NGOs, and individuals. Indicatrs f Success lead lag Indicatrsf Success Database cntains at least 60% f wrld phthalmlgists, including 6,000 phthalmic educatrs, 2,000 phthalmlgic leaders and 80 percent f academic prgrams, by 2019. (Objective 4) The ICO is the highest rated internatinal phthalmlgical rganizatin in key scial media metrics. (4) At least 5 majr phthalmic NGOs cllabrate and prvide financial supprt fr ICO prgrams each year. (6) At least 16,000 registrants fr WOC2018, 15,000 fr WOC2020. (Objectives 4, 1) At least 50% f phthalmlgists in the wrld knw what the ICO is and des by the end f 2018, measured thrugh samplings at varius cngresses. (4) At least 2000 phthalmlgists cntribute t the scientific prgram f WOC2018, with leading experts in all subspecialties frm all regins. (5) At least 800K USD raised by ICOFundatin each year, starting in 2018. (6) Mre than 100 individual dnrs cntribute mre than $10,000 t supprt the ICO each year. (6)
Learning, Grwth, and Resurces Objectives 7. Review and imprve ur gvernance and cmmittees structures and staff supprt, and make gvernance mre transparent t ur member scieties. 8. Increase and diversify incme t the ICO using ur intellectual prperty and ther assets and capabilities. Initiatives SCORECARD (3 f 3) 7.a. Review the purpse, gals, reprting lines, staffing and turnver f all ICO wrking grups and assess the utcmes they achieve in rder t maximize what they accmplish. 8.a. Explre ways t maximize incme frm the ICO Examinatins and WOC and define strategic marketing plans fr bth. 8.b. Develp mre self-sustaining prgrams by identifying and filling niches that are imprtant t educatrs and phthalmlgists wrldwide where the ICO has particular expertise and cmpetence and that are nt cmpetitive with Member scieties. Indicatrs f Success lead lag Indicatrsf Success Prcess fr nminatin and electin f ICO Officers and Bard members is clearly defined and understd by ICO leaders and member Representatives t the ICO at the General Assembly. (Objective 7) The ICO maintains a clear, running list f specific and welldefined, measureable initiatives that are relevant t its missin, with peridic reprts n prgress t the Bard (7) The ICO has a clearly defined prcess fr bringing mre wmen and yunger phthalmlgists nt Cmmittees, the Advisry Cmmittee and Bard. (7) Critical skills needed by staff are defined in 2017, alng with a plan t bring thse skills n bard when affrdable. (7) Plan fr prmtin and expansin f ICO Examinatins adpted in 2017 and implemented in 2018. (8) At least 40% f members f the ICO Bard and Cmmittees are wmen and at least 20% are under 50 years ld by the end f 2019. (7) At least 80% f ICO cmmittees have representatin frm all fur supranatinal regins. (7) At least 16,000 registrants fr WOC2018, 15,000 fr WOC2020. (Objectives 8, 4, 1) The ICO has reserves and investments equal t at least 50% f annual cre perating csts. (8)
DRAFT IMPLEMENTATION PLAN (1 f 3) Initiatives 2016 2017 2018 2019 2020 1.a. Define ways t increase and extend the value f the Wrld Ophthalmlgy Cngress (WOC). Define plan fr WOC2018 Implement fr WOC2018 Evaluate/ plan fr WOC2020 Implement fr WOC2020 Evaluate/ plan fr WOC2022 1.b. Mve t ffer ICO Examinatins nline and explre the ptential fr subspecialty exams. Pilt exam in crnea/evalua te Pilt nline exams/subspecia lty exams in glaucma, neur Evaluate and expand implementatin Stakehlders 1.c. Assess the feasibility f ffering an ICO accreditatin prgram t imprve training f phthalmlgy residents and ptentially subspecialists and cntinuing medical educatin. 1.d. Evaluate the impact that ICO Fellws have had in their cuntries and re-define the fcus and duratin f ICO Fellwships. 2.a. Assess the needs f member and nnmember scieties in high, middle and lw resurce areas and define clear ways fr the ICO t cllabrate with and supprt them. Assess needs f training prgrams/natinal scieties and define business plan Evaluate impact f Fellws Re-define Fellwships Assess scieties needs and pririties fr cllabratin Try accreditatin in pilt sites/evaluate Mre pilts/evaluate Implement mre bradly Annunce and implement redefined Fellwships Implement cllabratin with 5 scieties Evaluate Evaluate Evaluate Implement with mre scieties Evaluate 2.b. Establish a yung phthalmlgist prgram in cnjunctin with supranatinal and member scieties and ffer curses and resurces n leadership skills in cperatin with existing leadership develpment prgrams. Assess needs f YOs and sciety leaders Research current LDPs and YO prgrams and define gaps Establish ICO YO prgram/ ffer curses and resurces t YOs and leaders at WOC2018 and supranatinal cngresses Evaluate 3.a. Wrk with phthalmlgic scieties and NGOs n strategic advcacy t enhance eye care services in underserved cuntries and help thse wh are blind r visually impaired attain their full ptential. Assess pririties fr ICO advcacy and define strategy with scieties and NGOs Implement/training fr sciety advcates Evaluate utcmes strategy
DRAFT IMPLEMENTATION PLAN (2 f 3) Initiatives 2016 2017 2018 2019 2020 4.a. Expand and enhance ur database f teachers, leaders and individual phthalmlgists. Define infrmatin we need t keep and plan Expand database Evaluate/ revise plan 4.b. Define distinct infrmatin that the ICO can ffer t phthalmlgists and reach all phthalmlgists in the wrld with cmmunicatins that are current, interesting, imprtant, clear and cncise. Hire cmmun. manager Assess current cmmunicatins Define cmmunicatins methds and plan Implement Evaluate/ revise Capacities 5.a. Identify vlunteer expertise needed by the ICO, recruit and select members f the netwrk, and develp a listing/database f phthalmlgists t cntribute t the WOC scientific prgram and t the ther initiatives f the ICO. 5.b. Define an ICO leadership successin plan, recruit high perfrmers frm reginal and natinal leadership develpment prgrams and prmte thse wh are mst prductive frm ICO cmmittees t leadership rles. 6.a. Assess past fundraising effrts; cnsider innvative, impactful and new initiatives r prjects; and define a develpment (fundraising) plan with clear pririties, targets and strategies. 6.b. Evaluate what has been achieved with the Teaching the Teachers prgram and define a majr initiative that can be the fcus f fundraising by the ICOFundatin, with a crdinated apprach t phthalmic cmpanies, NGOs, and individuals. Define ICO leadership successin plan Assess past fundraising Evaluate Teaching the Teachers prgrams/ Define initiative fr ICOFundatin Define expertise needed Identify individuals wh are ptential ICO leaders and rles fr them t play within the ICO Recruit experts t the netwrk and engage them in ICO wrk Systematically prmte thse wh cntribute mst Evaluate Evaluate prgress Define develpment plan Implement Evaluate Implement new initiative Evaluate
Learning, Grwth, & Resurces Initiatives 2016 2017 2018 2019 2020 7.a. Review the purpse, gals, reprting lines, staffing and turnver f all ICO wrking grups and assess the utcmes they achieve in rder t maximize what they accmplish. 8.a. Explre ways t maximize incme frm the ICO Examinatins and WOC and define strategic marketing plans fr bth. 8.b. Develp mre self-sustaining prgrams by identifying and filling niches that are imprtant t educatrs and phthalmlgists wrldwide where the ICO has particular expertise and cmpetence and that are nt cmpetitive with member scieties. DRAFT IMPLEMENTATION PLAN (3 f 3) Review ICO gvernance and cmmittee structure and functin and mdify as needed Define separate marketing plans fr the WOCs and Exams Implement marketing plans Assess needs f educatrs and individual phthalmlgists Define pssible prgrams and ptential impact and incme Hire staff with needed cmpetencies when pssible Evaluate success f marketing plan fr WOC2018 plan fr WOC2020 Evaluate success f Exams marketing plan Re-evaluate gvernance and cmmittee structure and staffing Implement pilts Implement mre bradly Evaluate
Drivers and crrespnding strategy map bjectives (1/4) Health innvatin Health demgraphics The Rle f Ophthalmlgy in Eye Health Industry and Public/Private Partnerships External Drivers Implicatins Objectives There are cntinuus advances in methds f diagnsis and treatment that make it pssible t significantly advance treatments. There are new develpments in medicatin. Sme technlgical advances are very expensive and many new technlgies are nt currently practical fr the ecnmics f develping cuntries. Nt all new technlgies are critical. Aging ppulatins and lifestyle changes increase the prevalence f eye cnditins and risk f visin lss. In many lwer and middle incme cuntries there are few phthalmlgists and nt enugh treatment facilities fr the increasing ppulatin. Less develped cuntries are experiencing develped wrld diseases. There are changing public attitudes and demands fr care. In develped regins greater need and new techniques are driving mre phthalmic sub-specializatin. There is increasing use f auxiliary staff t deliver eye care, wh can be trained faster and cheaper. The rle f phthalmlgy is changing, and is less understd by decisin makers and the public. Bth pharmaceutical and healthcare industries see ptential grwth in develping regins and emerging markets fr their prducts and services. There is a blending f crprate and nn-crprate with venture philanthrpy: private-public partnerships grwing in many regins including Africa. The Sustainable Develpment Gals/Cuntry Specific Recmmendatins are creating mmentum fr public-private engagement in healthcare prvisin. Ophthalmlgists need t engage in life lng cntinuing prfessinal develpment t stay current with medical innvatin, with evidence-based technlgy assessment and critical thinking skills. Unequal access t care is increasing. Need fr health care systems t balance lw cst slutins and the best care. Care in lw resurce areas requires special cnsideratin. In rder t meet these demands there is a need fr mre preventin and treatment, and fr mre trained phthalmlgists and teams. Peple in less develped cuntries expect develpedwrld standards f care. There needs t be a minimum standard f cmprehensive eye care fr lw resurce settings. Increasing disparity in the rle f phthalmlgists in different regins, particularly with regard t refractin. Ophthalmlgy needs t clearly define its rle, in meeting reginal and natinal needs, fcused n mst critical fields determined by members. Ophthalmlgists need t determine their attitude and apprach t these changes. There are ethical issues that ICO and ther healthcare rganizatins need t be aware f in terms f funding and fcus. There are als pprtunities fr new alliances with sustainability and impact. 1, 3, 5, 8 1, 3, 5, 8 2, 3 2, 3, 6
Drivers and crrespnding strategy map bjectives (2/4) Natinal Scieties External Drivers Implicatins Objectives Many phthalmlgists are nt members f their natinal scieties: scieties struggle t prvide value and benefits t members. Natinal scieties are mstly run by phthalmlgists and sme d nt have all the essential business and leadership capabilities needed t wrk effectively. Scieties reprt they lack: leadership, develpment, funding, supprt natinally, time r mney t develp educatin and materials fr their members, gd relatinships with Gvernment, skills in advcacy, and lbbying pwer. Scieties need t prvide incentives fr individual phthalmlgists t jin their membership. Hw culd scieties engage mre phthalmlgists? The current business mdel f natinal scieties limits their wrk and impact. 2, 8 Cmpetitin Strng (and sme well-funded) natinal and supranatinal scieties are running well-attended cnferences, develping quality educatin prgrams and securing individual phthalmlgists frm ther cuntries as members. There are increasing numbers f subspecialty scieties catering t the needs f phthalmlgists. There is increasing ptential fr duplicatin and cmpetitin, and fr ICO t lse its standing as the primary wrldwide phthalmlgy sciety. The ICO needs t ccupy niches that are imprtant t phthalmlgy wrldwide where it has particular expertise and that are nt seen as cmpetitive with well-funded scieties. 2, 3, 4, 5, 6, 8
Drivers and crrespnding strategy map bjectives (3/4) Visibility and brand Internal Drivers Implicatins Objectives Membership Incme Gvernance Staff and Vlunteers Awareness f ICO and what it des is lw amng phthalmlgists and many d nt knw the ICO at all. Sme wh knw the WOC d nt realise it is a prgram f the ICO. It is unclear t varius key stakehlders what the ICO des r why its wrk is imprtant. Where ICO wrk is knwn, it is knwn fr different things (e.g., Exams, Fellwships) in different parts f the wrld. This can lead t cnfusin. Member scieties d nt understand the relevance f ICO t their wrk and d nt have a clear understanding f membership benefits. There are cnflicting perceptins f ICO. Scieties in develped cuntries believe develping cuntries get mre benefits. Develping cuntries believe ICO fcuses n Eurpe and America. There is criticism frm members abut the quality and frm f ICO cmmunicatins t members and the difficulty f feeding back n key issues. There is a need fr funds t deliver a range f services. Nt all f the services that ICO delivers can be charged fr. While ICO has a range f incme surces - Exams, WOC, ICOFundatin - this prtfli is nt predictable. The incme prtfli is vulnerable. ICO Bard members are recgnized and prminent leaders in their field, which gives the ICO instant credibility. Despite recent structural changes t imprve decisin making there is sme unhappiness abut gvernance prcesses amng members. The ICO gvernance prcess can be quite bureaucratic and cumbersme. There is a small staff team wh are under pressure t deliver a range f supprt ptins t a range f stakehlders. Staff numbers have grwn in recent years and staff primarily fulfil a vlunteer supprt rle. Using vlunteer grups fr wrk is inclusive. There are high numbers f grups running many prjects, with their purpse and the results expected nt clearly defined. ICO des nt have a unique value prpsitin that is clear t members and thers glbally. There are negative cnsequences fr bth phthalmlgist engagement and fr gvernance. Need t balance the needs f scieties in all regins and t adjust perceptins t be relevant and equitable t all. There is a risk f alienating members if this is nt dne. Need t return palpable, cncrete value t members. Need t educate scieties abut the ICO and enhance tw-way cmmunicatins. There are limited finances t supprt wrk the ICO wants t d. This makes it hard t plan fr and realize sustainable develpment. The ICO needs t develp self-sustaining prgrams. There are cncerns amng leaders abut cntinuity, chice, sustainability and effectiveness f the gvernance structure. Attentin is needed t the effectiveness f the gvernance structure, prcesses and sustainability. Priritizatin f time and budget is difficult withut clearly defined gals, results, data and evaluatin. Withut chesive and aligned appraches there is ptential fr verlap and lss f impact. 2, 3, 4, 7, 8 2, 3, 4, 6 2, 4, 5, 6, 8 2, 4, 5, 7 6, 7
Drivers and crrespnding strategy map bjectives (4/4) Wrk and initiatives Internal Drivers Implicatins Objectives ICO prjects ffer bth financial risks and pprtunities. There is n central crdinatin f hw initiatives are identified and prgressed. Nt all initiatives are seen as being ICO fferings- s nt valued in the same way. Different stakehlders want different things frm the ICO. It is nt clear hw and wh can decide where t fcus energy and effrt. The ICO needs t shape and rganize the prject prtfli, s it is clear at whm prjects are aimed at, what they are achieving, and hw they supprt financial sustainability. 2, 6, 7 Individual Ophthalmlgist Needs The ICO ffers prducts that may be f value fr individual phthalmlgists but lacks a direct line f cmmunicatins with them. Mst phthalmlgists are nt aware f the ICO fferings, nr able t ask fr fferings t be develped. The rle f the ICO in relatin t individual phthalmlgists and scieties needs defining. 1, 2, 3, 4, 6, 8