5 key short sentences highlighting the essence of my presentation

1. We created the first national program to train high school students from public schools as technical ophthalmology assistants.
2. ATAPO addresses workforce shortages by preparing nonmedical professionals to support diagnostic ophthalmic procedures.
3. Through hybrid learning and practical internships, we connect youth with real-life health services, creating a new career path in eye care.
4. Our program enhances clinical workflows and reduces data collection errors by training professionals in technical precision and empathy.
5. By empowering the next generation with knowledge and purpose, ATAPO creates new advocates for visual health who value and defend the role of vision in human life.

Summary of my presentation
This presentation will showcase ATAPO, an innovative workforce development program that trains high school students from Brazil’s public education system to become ophthalmic technical assistants.

Over approximately 120 hours of theoretical and practical learning, students are introduced to the anatomy, physiology, and function of the eye, as well as common pathologies like cataract, glaucoma, and retinal diseases. They also learn about key diagnostic equipment—such as autorefractors, tonometers, visual fields, and fundus cameras—developing both theoretical understanding and hands-on skills to support non-invasive ophthalmic procedures.

The program bridges education, public policy, and healthcare operations. Designed by a philanthropic hospital in São Paulo to meet its own workforce needs, the course has grown into a public-private partnership: funded through tax-incentivized private sponsorship, executed by the third sector, and aligned with public health system demands.

ATAPO equips students with empathy, precision, and professional readiness. More than a training program, ATAPO has become an educational platform that allows us to scale and implement large-scale vision health projects across Brazil—delivering impact where it is most needed, with speed, quality, and consistency.

5 key short sentences highlighting the essence of my presentation

• From Vision Loss to Life Skills: Expanding the Continuum of Care
• Putting People, Not Just Eyes, at the Center of Care
• Beyond the Diagnosis: Empowering Patients
• Restoring Function, Not Just Sight
• Redefining What It Means to Heal in Eye Care

Summary of my presentation

Low vision care is often overlooked in traditional eye hospital models, which tend to focus primarily on surgical and medical interventions. However, for many individuals with irreversible vision loss, access to low vision and rehabilitation services is essential for maintaining independence and quality of life. This presentation explores the critical need to recognize low vision care as an integral part of comprehensive
eye care.

At King Khaled Eye Specialist Hospital, we have worked to formally integrate low vision rehabilitation services into the hospital setting—ensuring that patients receive not only diagnosis and treatment but also the functional support needed to adapt and thrive. Our services now include assistive technology training, orientation and mobility, daily living skills, and early intervention for children. This shift required coordination across departments, staff training, and redefining the patient care journey.

The presentation will share practical insights and lessons learned from implementing this model, emphasizing the importance of multidisciplinary collaboration, space planning, and advocacy to shift perceptions within the hospital system. By embedding rehabilitation into the clinical environment, we demonstrate that low vision care does not belong outside the hospital—it is a vital part of delivering truly comprehensive eye care.

5 key short sentences highlighting the essence of my presentation

1. The French national Eye Hospital “15-20” has launched a new platform intended to store, file, index and archive any exams generated by a wide range of medical devices, mainly ophtamologic ones.
2. More than 150 devices, belonging to more than 40 types of appliances et about 25 vendors are integrated to the platform.
3. The main benefits from this implementation are : – The ability to integrate a very large set of devices from many vendors, in a single common platform
4. A reliable, secure and smooth process for exams integration, dealing with strong patient identity check
5. Bringing to practitioners, and particularly ophthalmologists, a nice experience while analysing clinical data, clinical reports, in their native digital format, with a wide range of tools, viewers or post-processing software

Summary of my presentation

The French national Eye Hospital “15-20” has launched a new platform intended to store, file, index and archive any exams generated by a wide range of medical devices, mainly ophtamologic ones. More than 150 devices, belonging to more than 40 types of appliances et about 25 vendors are integrated to the platform.

The main benefits from this implementation are :

• The ability to integrate a very large set of devices from many vendors, in a single common platform
• A reliable, secure and smooth process for exams integration, dealing with strong patient identity check
• Bringing to practitioners, and particularly ophthalmologists, a nice experience while analysing clinical data, clinical reports, in their native digital format, with a wide range of tools, viewers or post-processing software

5 key short sentences highlighting the essence of my

resentation

1. Accessing and reusing patient data
2. Organising and exploiting the world of images in eye care
3. Building tool for clinicians with clinicians
4. Demonstrating the added value in treatment decision of AI tools
5. Data flow for implementation in clinics

Summary of my presentation

This presentation outlines the journey taken—and the path ahead—at the HOJG to design and deliver the data-driven tools clinicians need in practice. We begin with the first challenge: how to access and reuse patient data in Switzerland while respecting legal and ethical constraints. Once data access is secured, thenext step is organizing it in a way that makes it meaningful, reusable, and ready for clinical application.

Clinicians seek tools that help them improve care—whether by transforming raw data into actionable insights or by supporting clinical decision-making with clearer indicators and better prognostic estimates. When such tools are built, the next challenge is to integrate them into the clinical environment, ensuring that information is traceable, accessible, and sustainable over time.

This is where planning and implementing robust data flows becomes essential—aligning innovation with the everyday realities of clinical work.

5 key short sentences highlighting the essence of my presentation

1. Glaucoma is one of the leading causes of blindness worldwide, with more than 50 million people affected
2. However, even in the end-stages close to blindness, visual acuity can remain at a high level, up to 20/20, but with a major reduction of visual field, photophobia, and a loss of contrast that create a very significant visual impairment.
3. Visual acuity is therefore not a good measure, and functional tests close to everyday life must be developed. This is what is done on the Streetlab platform and has allowed us to identify different types of tests, reproducing everyday activities and allowing for a better assessment of patients’ visual function.
4. These tests have confirmed that the compensation methods generally depend on the better eye, but the feeling of disability and the functional impact depend on the most affected eye.
5. All these tests are extremely important to better understand the reality experienced by patients, which is not properly assessed by simply measuring visual acuity.

Summary of my presentation

Glaucoma is one of the leading causes of blindness worldwide, with more than 50 million people affected, including 5 to 10 million who are blind or severely disabled. However, even in the end-stages close to blindness, visual acuity can remain at a high level, up to 20/20, but with a major reduction of visual field, photophobia, and a loss of contrast that create a very significant visual impairment. Visual acuity is therefore not a good measure, and functional tests close to everyday life must be developed.

This is what is done on the Streetlab platform and has allowed us to identify different types of tests, reproducing everyday activities and allowing for a better assessment of patients’ visual function. These tests have confirmed that the compensation methods generally depend on the better eye, but the feeling of disability and the functional impact depend on the most affected eye.

Furthermore, in conditions of glare or insufficient light, patients show a very significant increase in their disability. All these tests are extremely important to better understand the reality experienced by patients, which is not properly assessed by simply measuring visual acuity.

5 key short sentences highlighting the essence of my presentation

1. Raise awareness among users about the environmental impact of improper disposal of contact lenses.
2. Offer sustainable alternatives for the correct disposal of lenses.
3. Promote partnerships with clinics, optical shops, and companies to implement collection points.
4. According to studies, many improperly discarded contact lenses end up in sewage systems and contribute to microplastic pollution.
5. By educating users and implementing a collection system, it is possible to mitigate these environmental damages.

Summary of my presentation

The correct disposal of contact lenses is crucial for several environmental and health reasons.

Environmental impact: Contact lenses are made from plastics that are difficult to degrade. When improperly disposed of, such as in toilets or sinks, they can end up in water bodies, contributing to plastic pollution and harming marine life. Over time, lenses break down into microplastics, which can be easily ingested by aquatic organisms, entering the food chain and affecting biodiversity.

Public health: Improperly discarded lenses can contribute to the contamination of drinking water, affecting water quality and public health. Inappropriate disposal also promotes the proliferation of bacteria and other pathogens that can cause infections.

Awareness and recycling: Many companies offer recycling programs specifically for contact lenses. Participating in these programs helps ensure that lenses are processed in a way that minimizes environmental impact. Proper disposal is also an opportunity to promote awareness about sustainable practices and the importance of reducing plastic waste.

Expected results:

• Reduction in the improper disposal of contact lenses
• Increased awareness of microplastic pollution
• Implementation of a sustainable system for the disposal of lenses

5 key short sentences highlighting the essence of my presentation

1. Challenges facing Specialist Clinics services, regulatory setting/funding/demand/environment
2. Drivers to undertake service delivery review
3. The development of an approach to service delivery review and planning
4. Learnings from undertaking service delivery review and planning
5. Next steps

Summary of my presentation

The E&E Hospital is a tertiary specialist hospital providing statewide care for Eye and ENT conditions. The Victorian government provides a framework for Specialist Clinics via policy setting, statewide referral guidelines outlining conditions appropriate for tertiary level care, and activity-based funding. There is high demand on services and long waitlists for new and review appointments, with associated clinical risk and clinician concern. The ability to provide additional resources is limited and will not necessarily resolve all issues. System change is required to support sustainable management of appropriate patient cohorts for a tertiary specialist setting.

A series of service planning reviews have been undertaken, with the approach evolving. Initially, a standardised approach of capturing the data, making recommendations, and project officers working with managers to implement recommendations was used. The resulting work was presented to senior medical staff and the Executive; however, it was felt that a more collaborative approach would be beneficial.

The approach has been refined, incorporating:

• Current state analysis
• Streams with ‘leads’
• Accountability and reporting lines, use of dashboard, regular huddle, small working groups, Steering Committee
• Clinician engagement, involvement as ‘leads’, members of working group
• Improvement methodology

The approach and examples will be discussed.

5 key short sentences highlighting the essence of my presentation

1. A circular, sustainable approach to cataract care is achievable without compromising quality.
2. Rethinking cataract surgery packs significantly reduces carbon emissions, water usage, and costs.
3. Reducing single-use items and packaging helps minimize waste generated in the operating room.
4. Optimizing patient pathways through bilateral surgery and teleconsultation lowers travel-related emissions.
5. Switching to reusable instruments and clothing cuts down medical waste and resource consumption

Summary of my presentation

Cataract surgery, although common, contributes significantly to healthcare’s environmental footprint, particularly through waste and logistics. This presentation illustrates a comprehensive strategy to reduce the carbon impact of cataract procedures by applying circular economy principles: reduce, reuse, recycle.

Reduce
Key actions include redesigning cataract surgery packs, which can save 5.4 kg CO₂eq and 16,121 L of water per procedure, while also being lighter and 19% cheaper. Additional measures include reducing printed instructions, optimizing packaging, and using small, locally manufactured, prefilled implant cartridges. Operating room efficiency can be enhanced through bilateral surgeries, shortened turnover times, and teleconsultation for post-operative care. Transportation-related emissions are further lowered through optimized delivery systems.

Reuse
Reusing surgical instruments and clothing minimizes solid waste, water use, and greenhouse gas emissions.

Recycle
Creative recycling initiatives—such as turning used scrubs into bags or surgical tools into toys—add value while promoting sustainability. The use of multi-dose eye drops and reduced packaging (up to 97.3% less plastic) further supports waste reduction.

Conclusion
This approach highlights the urgent need for environmental responsibility in eye care and demonstrates that greener cataract surgery is achievable without compromising quality or efficiency.

5 key short sentences highlighting the essence of my presentation

1. Glaucoma is resource demanding
2. Resource allocation in glaucoma care is suboptimal due to many unnecessary visits and treatment in suspect and early glaucoma
3. Choosing wisely in health care is a nation-wide project in Sweden
4. Choosing wisely in glaucoma care aims to educate health care professionals to take responsibility and choose wisely how to schedule follow-up and treatment based on risk profiling
5. The project will be driven through education, updated guidelines and follow-up of compliance

Summary of my presentation

Glaucoma is one of the largest patient groups in ophthalmology and consumes considerable amounts of resources both due to numerous visits and treatment. Due to the patients’ inability to detect visual field progression or dangerous levels of intraocular pressure, regular follow-up visits by health care professionals are needed.

Furthermore, diagnostic devices used to detect glaucoma have poor sensitivity and specificity in suspect and early glaucoma cases often resulting in large amounts of false positives and unnecessary controls. As our resources are limited, queues build up and cause delayed follow-up visits, often in cases that cannot afford to be delayed due to progressing disease. Another problem is the fact that too much care is given to patients not in need of it while too little care is given to those in need.

In Sweden, projects focusing on “choosing wisely” has gained increased popularity. Much can be gained to implement such thinking in ophthalmology in general and glaucoma care in particular. Through education, updated guidelines and follow-up of compliance we hope to change the workflow and to encourage each and every health care individual to take responsibility and choose wisely so we can allocate our resources to the patients with greatest needs

5 key short sentences highlighting the essence of my presentation

1. The University Eye Clinic Maastricht UMC+ has shifted its strategic focus from recruitment to retention and sustainable employability of existing staff.
2. Strategic workforce planning aims to ensure the right quantitative and qualitative staffing for the future, with attention to performance, potential, and adaptability.
3. Leadership development plays a key role in enabling team leads and future leaders to actively address workforce challenges.
4. Role differentiation helps align staff profiles with the specific needs of secondary and tertiary eye care, improving efficiency and career development.
5. This integrated HR approach supports long-term workforce sustainability and aligns with broader goals of patientcentered care and innovation in ophthalmology.

Summary of my presentation

The University Eye Clinic Maastricht UMC+ has developed a future-oriented approach to strategic workforce planning, shifting its focus from recruitment to the retention and sustainable employability of existing staff. This shift is driven by persistent labor market shortages and the growing complexity of ophthalmic care.

The clinic aims to ensure the availability of both the right number and quality of staff, with particular attention to performance, potential, and long-term adaptability.

Central to this strategy is leadership development, empowering team leaders and future leaders to take ownership of workforce-related challenges and foster resilient, high-performing teams. To further align with evolving care demands, role differentiation is applied to meet the distinct needs of secondary and tertiary care. This enhances efficiency, supports staff engagement, and offers clearer career pathways.

By integrating workforce planning into organizational decision-making, the clinic is not only addressing immediate staffing concerns but also building a future-proof workforce. This HR strategy contributes to broader goals such as patient-centered care, innovation, and sustainability within academic ophthalmology.

This presentation will outline the key elements of this integrated approach, share lessons learned, and explore how similar models could benefit other specialized care settings.

5 key short sentences highlighting the essence of my presentation

1. Since 2019, we have established a dedicated unit for chronic ocular pain at the 15-20 Hospital
2. The objective of this unique structure in France is to better understand the etiologies and clinical characteristics of patients suffering from persistent ocular pain.
3. To date, more than 300 patients have been managed within this unit (UDO), drawing on the expertise of nine different medical specialties.
4. This multidisciplinary approach allows us, for the first time in a systematic way, to explore the pathophysiology of chronic ocular pain, which until now had been treated primarily from an exclusively ophthalmological perspective.
5. Our clinical experience highlights the need for a paradigm shift: chronic ocular pain cannot be effectively understood or treated without a comprehensive evaluation that integrates neurological, psychiatric, and somatic dimensions.

Summary of my presentation

Since 2019, we have established a dedicated unit for chronic ocular pain at the 15-20 Hospital. The objective of this unique structure in France is to better understand the etiologies and clinical characteristics of patients suffering from persistent ocular pain.

To date, more than 300 patients have been managed within this unit (UDO), drawing on the expertise of nine different medical specialties. This multidisciplinary approach allows us, for the first time in a systematic way, to explore the pathophysiology of chronic ocular pain, which until now had been treated primarily from an exclusively ophthalmological perspective.

Our clinical experience highlights the need for a paradigm shift: chronic ocular pain cannot be effectively understood or treated without a comprehensive evaluation that integrates neurological, psychiatric, and somatic dimensions. This calls for a deeper understanding of the fundamental neurophysiological mechanisms involved in the initiation, sensitization, and chronification of this type of pain.

5 key short sentences highlighting the essence of my presentation

1. Caregivers of patients receiving intravitreal anti-VEGF injections experience a significant burden. 
   Lower patient ADL scores are associated with higher caregiver stress.
2. Caregivers who are part-time employed or live separately face greater challenges.
3. The burden is notably higher for caregivers of diabetic retinopathy patients compared to AMD.
4. Caregiver factors should be considered when planning followups to support better treatment outcomes.

Summary of my presentation

This presentation explores the burden experienced by caregivers of patients receiving intravitreal anti-VEGF injections for age-related macular degeneration (AMD) and diabetic retinopathy (DR) in a tertiary hospital in Guangzhou, China. Through a cross-sectional study of 88 patient-caregiver pairs, we assessed patient functional status using the Activities of Daily Living (ADL) scale and caregiver burden using the Zarit Burden Interview (ZBI) and Connor-Davidson Resilience Scale (CD-RISC).

Key findings reveal that reduced ADL scores in patients are significantly correlated with increased caregiver burden. Caregivers who were part-time employed or not living with the patient reported higher stress levels. Furthermore, caregivers of DR patients experienced a heavier burden than those caring for AMD patients.

These results highlight the importance of considering caregiver characteristics, availability, and living arrangements when designing follow-up strategies and support systems. By optimizing care schedules and support mechanisms, healthcare providers can help reduce caregiver strain and improve patient adherence to treatment.

This research emphasizes the need for holistic care approaches that account not only for patient needs but also for caregiver well-being in the management of chronic ophthalmic diseases.

5 key short sentences highlighting the essence of my presentation

1. Raise awareness among users about the environmental impact of improper disposal of contact lenses.
2. Offer sustainable alternatives for the correct disposal of lenses.
3. Promote partnerships with clinics, optical shops, and companies to implement collection points.
4. According to studies, many improperly discarded contact lenses end up in sewage systems and contribute to microplastic pollution.
5. By educating users and implementing a collection system, it is possible to mitigate these environmental damages.

Summary of my presentation

The correct disposal of contact lenses is crucial for several environmental and health reasons.

Environmental impact: Contact lenses are made from plastics that are difficult to degrade. When improperly disposed of, such as in toilets or sinks, they can end up in water bodies, contributing to plastic pollution and harming marine life. Over time, lenses break down into microplastics, which can be easily ingested by aquatic organisms, entering the food chain and affecting biodiversity.

Public health: Improperly discarded lenses can contribute to the contamination of drinking water, affecting water quality and public health. Inappropriate disposal also promotes the proliferation of bacteria and other pathogens that can cause infections.

Awareness and recycling: Many companies offer recycling programs specifically for contact lenses. Participating in these programs helps ensure that lenses are processed in a way that minimizes environmental impact. Proper disposal is also an opportunity to promote awareness about sustainable practices and the importance of reducing plastic waste.

Expected results:

1. Reduction in the improper disposal of contact lenses
2. Increased awareness of microplastic pollution
3. Implementation of a sustainable system for the disposal of lenses

5 key short sentences highlighting the essence of my presentation

1. We validated a deep-learning algorithm for glaucoma screening using over 100.000 fundus images
2. The deep-learning algorithm showed good performance in a population-based Dutch cohort
3. Low PPV remains a key limitation for real-world screening use
4. Repeat screening could help catch missed cases over timeAI hold promise for scalable glaucoma detection if further optimized

Summary of my presentation

We validated a deep learning (DL) algorithm for glaucoma screening using color fundus images (CFIs) within a Dutch population-based setting. The algorithm, previously trained on over 100,000 CFIs from a diverse screening dataset, was evaluated using data from the Rotterdam Study. Validation results indicated strong overall performance, with high discriminatory power in identifying glaucoma cases. However, the positive predictive value (PPV) remained relatively low, highlighting a key challenge for the practical implementation of AI-based glaucoma screening. In conclusion, this study supports the potential of DL algorithms for population-level glaucoma screening, while emphasizing the need for further refinement before integration into routine clinical practice.

5 key short sentences highlighting the essence of my presentation

1. Centre of Excellent for Eyes (CEE): Established in 2020, the CEE was initiated as a new forward-thinking repurposing and design of the satellite Nightingale hospital, initially inaugurated as a national emergency response facility to the COVID-19 pandemic.
2. Virtual Clinics and Diagnostic Lanes: Streamlined asynchronous diagnostic lanes of glaucoma and medical retina patients with subsequent consultant-led virtual clinic reviews enhance ophthalmic assessment and outpatient management, where approximately 250 patients may be assessed per five-day work week.
3. ‘See-and-Treat’ Cataract Protocol: The unique combination of teleconsultation and same-day diagnostic and treatment pathway for uncomplicated bilateral cataracts has been successfully implemented since 2023, where up to 21 cataracts have been completed in a single theatre in one day.
4. On-Demand Diagnostic Imaging: Accessibility to on-demand onsite OCT-angiography reduces the need for fundus fluorescein angiography and streamlines patient diagnostic 1 pathways for cost-effective same-day laser photocoagulation treatment, thus reducing patient burden, and enabling efficient resource allocation.
5. AMD and AI: our pilot study demonstrated AI-enhanced monitoring may safely support extended treatment intervals for wet AMD intravitreal injections, thereby reducing overtreatment by an estimate of 10% fewer injections per annum or alternatively increasing our injection service capacity by 10%.

Summary of my presentation

The presentation summarises insights into the management and high-performing services which constitute the CEE. A summary of the history of the WEEU and CEE will be given, followed by an overview of the current services.

The same-day cataract surgery pathway and data acquisition diagnostic lanes with virtual clinics at the CEE have been officially recognised as a Royal College of Ophthalmologists exemplary pathway. Further points will highlight the challenges and limitations of these services to the audience, who may potentially be inspired to launch similar services in their hospitals. Thereafter, the innovations of the ophthalmic imaging team will be presented.

Conversations among attendees on the current hot topic of AI will spark from our successful pilot study findings of AI-assisted interval monitoring for intravitreal injections in wet age-related macular degeneration (AMD). It will feature the predicted long-term outcomes and potential disadvantages of AI-enhanced workflow.

This presentation concludes with future work including soon-to-be implemented virtual pathways for corneal, surgical retina and neuro-paediatric patients, the potential for virtual consenting prior to surgery using our hospital-wide electronic patient record system, and the launching of a silent trial of 385 patients to robustly assess clinical and service-level impact of AI-assisted monitoring of wet AMD.

5 key short sentences highlighting the essence of my presentation

1. King Khaled Eye Specialist Hospital & Research Center has established a comprehensive administrative governance framework to strategically cultivate innovation.
2. A dedicated innovation unit systematically evaluates, develops, and implements novel ideas, promoting a hospitalwide culture of creativity.
3. Digital innovation leverages advanced technologies like AI and telemedicine to optimize clinical outcomes and operational efficiencies.
4. Physical innovation lab drives the design and prototyping of bespoke surgical instruments, training simulation devices, and patient aids through advanced manufacturing.
5. This integrated framework ensures a structured approach to innovation, delivering tangible advancements and futureproofing tertiary eye care services.

Summary of my presentation

King Khaled Eye Specialist Hospital & Research Center has established a robust administrative governance framework to systematically cultivate and manage innovation. This presentation outlines KKESH&RC’s strategic approach, vital for advancing tertiary eye care and ensuring operational excellence.

Our framework centers on a dedicated Innovation Unit, designed to foster a hospital-wide culture of continuous improvement. This unit orchestrates the entire innovation lifecycle, from idea generation and rigorous evaluation to successful execution. It encompasses two key pillars: Digital Innovation, which leverages cutting-edge technologies like Artificial Intelligence (AI) in initiatives such as diabetic retinopathy screening and telemedicine to enhance patient access and efficiency.

Simultaneously, a Physical Innovation Lab employs advanced manufacturing and 3D printing for rapid prototyping of surgical instruments, medical devices, and patient-centric gadgets, alongside realistic surgical simulation models.

This integrated and governed approach ensures that innovative solutions are strategically aligned, efficiently resourced, and effectively implemented. KKESH&RC’s blueprint offers valuable insights for C-suite leaders seeking to embed sustainable innovation and drive future-ready healthcare within their organizations.

5 key short sentences highlighting the essence of my presentation

1. This study assesses the ergonomic impact of a threedimensional AR headset in anterior segment ocular surgery
2. A prospective analysis was performed on cataract, corneal, and refractive procedures.
3. Postural analysis and surgeon-reported workload were used to evaluate ergonomics.
4. AR headsets significantly reduce neck and upper back strain without compromising performance.
5. AR integration in ophthalmic surgery appears promising for improving surgeon well-being and workflow.

Summary of my presentation

Purpose:
The integration of three-dimensional augmented reality (AR) in ophthalmic surgery opens new perspectives to improve precision and ergonomics. This study evaluates the ergonomic impact of an AR headset on anterior segment ocular surgery, focusing on surgeon comfort, postural strain, and workflow.

Setting:
Tertiary ophthalmology center where experienced surgeons performed anterior segment procedures with an AR headset integrated into the surgical microscope.

1. Material and Methods:
In this prospective study, X anterior segment surgeries (cataract, corneal, and refractive) were performed using an AR headset providing real-time surgical imaging and intraoperative data. Ergonomics were assessed through standardized postural analysis, surgeon-reported discomfort scales (NASA-TLX, Borg CR-10), and surgical performance indicators. Results were compared to conventional microscope-assisted surgeries.

2. Results:
The AR headset significantly reduced neck and upper back strain (p<0.05). Postural analysis showed improved spinal alignment with fewer prolonged flexion angles. The NASA-TLX workload score decreased by X%. A learning curve was noted, requiring adaptation over approximately X procedures, as with other 3D systems. Surgical efficiency and safety remained unaffected.

3. Conclusion:
AR headsets improve ergonomics in anterior segment surgery by reducing musculoskeletal strain and enhancing visual comfort. Despite an initial learning curve, AR integration appears promising for surgeon well-being and workflow optimization.

5 key short sentences highlighting the essence of my presentation

1. Sustainability
2. Cataract surgeries
3. Sterility
4. 5R
5. Partnerships

Summary of my presentation

This presentation tries to address the matter of circularity in cataract surgeries.

5 key short sentences highlighting the essence of my presentation

1. The number of intravitreal injections has significantly increased in Finland, especially for treating age-related macular degeneration, diabetic maculopathy, and retinal vein occlusions.
2. In 2022, Tilkka Eye Hospital decided to train nurses to administer these injections instead of physicians, reducing costs and freeing up doctors’ time.
3. The training program includes theoretical education, practical exercises, and supervised injection sessions.
4. By 2024, nurses were responsible for 85% of all injections, and the complication rate, such as endophthalmitis, remained extremely low (0.06‰).
5. Patient satisfaction was high, and the quality of care remained on par with physician-administered injections.

Summary of my presentation

Expanding Nurses’ Scope of Practice: Implementing On-Site Training for Intravitreal Injections

The use of intravitreal injections has grown significantly in Finland, particularly for treating age-related macular degeneration, diabetic maculopathy, and retinal vein occlusions. At Tilkka Eye Hospital, the rising demand led to a shift in 2022, allowing nurse practitioners to administer injections previously performed only by physicians. A comprehensive training program was developed, covering theoretical knowledge, aseptic techniques, practical skills, and supervised practice. Nurses must complete a written exam and perform 15 supervised injections to qualify. By 2024, trained nurses were responsible for 85% of all injections, averaging 40 per nurse daily. The complication rate, including endophthalmitis, remained extremely low at 0.06‰, and patient satisfaction scores were high, even exceeding those for physicianadministered injections. This approach has proven safe, cost-effective, and efficient, freeing up physician time and improving hospital capacity.

5 key short sentences highlighting the essence of my presentation

1. Ongoing adaptation of traditional healthcare roles to meet the growing and changing needs of the community.
2. Optimising Non-Medical Workforce Contributions to enhance patient care and service delivery.
3. Shifting routine patient management tasks to specialized nonmedical professionals to streamline workflows.
4. Building on past successes in non-medical care approaches to inform future developments.
5. Expanding Innovative Care Models – Scaling and spreading to new models in retina review, diabetes management, patient education, glaucoma monitoring, and post-operative care

Summary of my presentation

In Australia the roles involved in Ophthalmology have long evolved to accommodate the needs of our community. With increasing patient volumes and evolving healthcare demands, traditional ophthalmology care models require adaptation. Orthoptists and ophthalmic nurses—key non-medical professionals with specialised expertise—can play a crucial role in optimising patient management, reducing inefficiencies, and enhancing multidisciplinary collaboration in tertiary-level ophthalmology settings.

This presentation explores how broadening the scope of orthoptists and ophthalmic nurses can improve service delivery, streamline patient pathways, and reduce dependence on ophthalmologists for routine patient care, monitoring and management. At the Eye and Ear Hospital we have built on the learnings that we have gained from non-medical led models in the past and are planning further scale and spread of these models in stable retina review, diabetes management, patient education, glaucoma monitoring and post-operative care.

5 key short sentences highlighting the essence of my presentation

1. The Royal Victorian Eye and Ear Hospital completed its redevelopment and relocation in March 2024, moving all Specialist clinic services back to the renovated building
2. The design and workflows of the clinic space have been carefully thought out to maximise efficiency and clinic throughput
3. A significant amount of work went into planning and implementing this relocation, which involved many clinical and administrative staff, all working together for a common purpose
4. Twelve months on from the move, the Ambulatory Services team are constantly looking for ways to improve and maximise the space we are working with
5. Work is already underway to begin expanding the footprint of the Specialist Clinic services to meet the increasing demand for our services, and to do so we look to the learnings from the redevelopment project to guide us on the principles and methodology to approach this challenge.

Summary of my presentation

In March 2024, the Eye & Ear Hospital completed its redevelopment project, which included the full relocation of ENT and Ophthalmology Specialist Clinic services to the newly redeveloped site. A year on, the initial clinic workflows are now being evaluated and reviewed to identify opportunities to improve workflow efficiencies. With the demand for specialist non admitted (outpatient) services higher than ever, it is crucial to identify and assess the learnings of the design and implementation components of a ‘fit for purpose’ ophthalmology clinic space and continue planning for a sustainable future. This includes consideration of service expansions, sustainably increasing our Specialist Clinic footprint, exploring alternate models of care, and improving staff and patient wellbeing. Whilst the large-scale relocation meant the introduction of several new processes and systems, ensuring these have made a positive impact is key to understanding what can be improved for the future.

5 key short sentences highlighting the essence of my presentation

1. Ophthalmology in the UK faces critical workforce pressures, with increasing demand and a significant proportion of consultants approaching retirement.
2. Non-medical professionals are stepping into advanced clinical roles, supported by vocational qualifications and a Master’s programme built around the four pillars of advanced practice.
3. Developed in collaboration with Moorfields Eye Hospital and UK professional bodies, the programme unifies various frameworks into a structured, clinically relevant pathway.
4. A case study from the glaucoma service at Moorfields demonstrates the impact of this education, with non-medical staff managing patients and performing laser procedures independently.
5. A research project explores the impact of Advanced Practice on professional identity across the ophthalmic workforce

Summary of my presentation

Ophthalmology is the UK’s second busiest outpatient specialty, delivering over 9 million appointments annually with only 1,511 consultant ophthalmologists, a quarter of whom are expected to retire soon. In response to rising demand and workforce shortages, non-medical ophthalmic professionals are increasingly taking on advanced clinical roles. However, training pathways have developed rapidly and inconsistently, leading to fragmented educational frameworks.

To address this, a new Advanced Practice Master’s programme was developed in collaboration with Moorfields Eye Hospital and UK professional bodies. The programme unifies existing frameworks under a single structure built around the four pillars of advanced practice: clinical practice, leadership, education, and research.

This session will explore the curriculum design, the integration of degree apprenticeships, quality assurance in clinical training, and the importance of interprofessional collaboration. A case study from Moorfields’ glaucoma service will demonstrate the real-world impact of this training, where non-medical professionals are now managing cases and performing laser procedures independently.

Findings from a research project into how Advanced Practice reshapes professional identity across the ophthalmic workforce will also be presented. The session will offer insight into how a unified, strategic approach to education can help build a more resilient, flexible, and future-ready ophthalmic workforce.

5 key short sentences highlighting the essence of my presentation

1. Objective To study the application of Six Sigma DMAIC methodology in improving patient satisfaction at the Glass Injection Center of Zhejiang Ophthalmology Hospital. Shorten the operating time of day surgery hospitalization process in ophthalmology, accelerate the circulation of patients, and improve the hospital’s medical service capabilities.
2. Methods This study took the inpatient process and various links involved in the process of the Glass Injection Center of the Eye Hospital of Zhejiang Province as the research object. From May 2025 to May 2026, 400 patients were surveyed. The time-consuming and day-time patients’ main opinions and optimization suggestions on the hospitalization process were collected. The basic and implementation steps of Six Sigma DMAIC methodology were followed, and the five stages of definition, measurement, analysis, improvement and control were promoted. The Kano analysis, SIPOC high-level flow chart, process capability analysis, TPC analysis, Pareto analysis, FMEA analysis and change acceleration process were used for data statistical analysis.
3. Results Through the optimization of the Six Sigma process, the medical service quality, hospital environment, price 1 transparency and convenience of payment in Zhejiang Ophthalmology Hospital’s Glass Drug Injection Center was significantly improved, and the waiting time of patients was shortened.
4. Conclusion: Six Sigma improves hospital medical service processes, improves medical quality and safety, and patient satisfaction, and enhances the hospital’s core competitiveness and management maturity.
5. Keywords: Six Sigma, patient satisfaction, optimization process

Short summary of my presentation

To study the application of Six Sigma DMAIC methodology in improving patient satisfaction at the Glass Injection Center of Zhejiang Ophthalmology Hospital. Shorten the operating time of day surgery hospitalization process in ophthalmology, accelerate the circulation of patients, and improve the hospital’s medical service capabilities.

5 key short sentences highlighting the essence of my presentation

1. AI and data are transforming eye health beyond diagnostic
2. Personalized patient care is enhanced through AI-driven analysis.
3. Hospital management benefits from AI’s operational optimization.
4. Telemedicine, powered by AI, increases patient accessibility.
5. Ethical AI implementation is crucial for responsible healthcare advancement.

Summary of my presentation

AI and data analytics are fundamentally reshaping eye health, impacting both patient care and hospital management. This strategic integration is crucial for enhancing efficiency and patient outcomes. A robust data infrastructure supports AI-driven diagnostics, enabling earlier and more accurate disease detection, and personalized treatment plans, minimizing vision loss. AI-powered telemedicine expands access to underserved communities. Operationally, AI streamlines scheduling, optimizes resource allocation, and leverages predictive analytics to manage patient flow, reducing wait times. We are committed to fostering a data-literate environment, ensuring staff proficiency. However, we are mindful of potential risks. Overreliance on AI will be avoided, with human expertise remaining central. Integrated solutions will be prioritized, and rigorous data security measures implemented. We maintain a focus on compassionate care, ensuring AI enhances, not replaces, human interaction. Our commitment is to responsible, ethical AI integration that elevates ophthalmic care, ensuring a brighter future for both patients and the hospital.