World Council of Optometry

Background

In September 2000, the World Council of Optometry (WCO) announced the creation of the World Optometry Foundation (WOF) -- an ancillary, yet independent, entity that would finance projects developed by the WCO. The Foundation was “formed exclusively for charitable, scientific and educational purposes within the meaning of 501(c)(3) of the Internal Revenue Code of 1986…under the Nonprofit Corporation Law of the Commonwealth of Pennsylvania” (WOF Bylaws).

As stated in the bylaws, WOF was designed to facilitate eye and vision care while respecting the WCO’s Concept of Optometry:

Optometry is a healthcare profession that is autonomous, educated and regulated (licensed/registered), and optometrists are the primary healthcare practitioners of the eye and visual system who provide comprehensive eye and vision care, which includes refraction and dispensing, detection/diagnosis and management of disease in the eye, and the rehabilitation of conditions of the visual system.

In November 2000, the WCO Governing Board voted seven optometrists to the WOF Board of Trustees: Scott Brisbin (Canada), Damien Smith (Australia), Treasurer Yigal Gutman (Israel), Manfred Muller (Germany), Akio Kanai (Japan), Jerald Strickland (USA) ) and Secretary Anthony Di Stefano (USA). This Board was initially designed to have significant overlap with the WCO Executive Committee of the time.

Under the early leadership of President Strickland, the WOF Board considered the underwriting of projects that would:

• Develop or enhance education in optometry schools
• Provide educational materials and clinical equipment to impoverished nations
• Create public health programs and community outreach initiatives
• Establish a clearinghouse for prevention of blindness initiatives

Subsequently, WOF has been the funding conduit for key WCO projects such as the Fellowship Program and world conferences (WCOE and WCOG). During the development years, WOF established the Hofstetter Leadership and Give One Exam for World Optometry Campaigns.

Historical Roots of WOF

At the November 10-11, 1998 meeting of the WCO Governing Board in Cologne Germany, the Board identified the strengthening and expansion of the financial base of the World Council of Optometry as a critical element to the future growth and impact of the organization. This imperative was reinforced at the General Delegates Meeting held in Jerusalem in May, 1998 when fund raising was identified as one of the top three priorities for the upcoming years.

The Board adopted a three-year plan which would targets individuals, ophthalmic corporations and the membership base of the organization. The plan included the following components and strategies:

1) Fund Raising Projects Targeting Individuals

a) Leadership Fund Campaign (later named the Hofstetter Leadership Fund)

The Leadership Fund Campaign was designed to be a Board driven fund and was initiated by Governing Board member, Ronald Eyime of Nigeria, when he pledged $1,000 at the 1998 Jerusalem GDM. This gift and commitment has subsequently sparked an additional five $1,000 pledges from other members of the Governing Board.

The Leadership Fund Campaign was meant to be an ongoing campaign to solicit and obtain $1,000 dollar leadership gifts from key optometric individuals from around the world who are committed to the ideals of the WCO. A goal of 150 such gifts was the initial target. These funds would be placed in a restricted, interest-bearing account and only the interest on principal would be used to support Board-designated WCO activities.

b)  Annual Giving Campaigns

Annual Giving campaigns were intended to be an ongoing source of unrestricted funds that would be received on an annual basis from friends and supporters of the WCO. Such individuals would be solicited annually and be expected, in general, to make a gift of at least $100. Such supporters would receive issues of World Optometry, special mailings including updates on significant WCO events or programs, invitation to the Annual GDM meetings as observers, where appropriate and annual recognition in a special Gift Report insert in World Optometry. In general, the goal of such annual giving is to strengthen and expand the funds available for general operations. More importantly, annual givers become the pool of prospects for future major gifts, such as the Leadership Fund.

c) Special Annual Giving Programs

This was the beginning of the “Give an Exam for International Optometry” campaign developed by Scott Brisbin and successfully launched and sustained in Canada until 2005. The project was subsequently conducted in other countries such as Norway and Australia.

2) Fund Raising Projects Targeting Corporations

This category of fund raising was intended to address the need for major gifts, generally in the $25000 to $250,000 range. Such gifts can take many forms from large endowed and/or named gifts for special projects, to smaller restricted gifts for short-term projects. This category of fund raising requires a very focused program of project and proposal development, identification, cultivation and solicitation of special target donors. It was intended to be a shared responsibility of all Board members to help identify and cultivate prospects in coordination with the Officers, Executive Director and management staff.

a) Special Projects

• Develop and market proposal for the establishment of the WCO Fellowship Program
• Market corporate support of the WCO Website
• Develop and market proposal for  The World Conferences Optometric  Education  (and later the World Congress on Optometric Globalization).

b) Corporate Membership

• Develop special education and solicitation package for prospective corporate members under the “other/individual membership” category.
• Conduct special solicitation with associated mailings, invoicing, bookkeeping, report generation, correspondence, etc. for new prospects

Current Status

Today, WOF stands on the threshold of examining it mission and direction. OGS has been established as a priority activity. At the same time, there are additional opportunities that should be explored that are not in conflict with OGS, but which allow WOF to address some of its original objectives and strategies. I hope that the background information provides the WOF Board with useful information that it can use in its strategic planning process. Certainly, the successful fellowship program and world conferences should continue as priority projects requiring WOF support. Special attention will need to be paid to the new WCO Global Eye Health Council (GEHC) and its role vis-à-vis WOF and OGS.

I firmly believe that after 10 year of continuous growth of the WCO, WOF is well positioned to revisit its mission and capitalize on the increased visibility and international stature of the organization. This should be the platform for aggressive fundraising from the many constituencies that benefit from world optometry and the WCO.