Applicant Pool Development Strategies and Tactics for Organizational Sustainability

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Strategies and tactics for developing a robust and diverse applicant pool to improve patient care and vision health. Measurable results include recruiting qualified applicants and increasing diversity. The plan involves funding mechanisms, learning from leads, and enhancing conversion rates. Adaptable to changing environments and opportunities.

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METRICS COMPARISON All KSOs (proposed) KSO Applicant Pool Development FY22 Plan* Proposal Measurable Results #s Strategies & Tactics #s 3 2 9 11 Organizational Sustainability & Infrastructure Measurable Results #s Strategies & Tactics #s Advocacy Measurable Results #s Strategies & Tactics #s Career & Leadership Development Measurable Results #s Strategies & Tactics #s Collaboration Measurable Results #s Strategies & Tactics #s 3 2 11 13 3 2 8 11 6 4 26 20 3 9 0 0 TOTAL Measurable Results #s Strategies & Tactics #s 18 68 10 50 * The FY22 Plan had a 5th KSO (Collaboration), which was moved to a Core Value for the FY27 Strategic Plan.

STRATEGIES & TACTICS Strategies and their accompanying tactics become the building blocks of ASCO s annual work plan and budgets. Strategies and Tactics are subject to change based on: Changes in the external and internal environments Emergence of new opportunities Experience/assessment of outcomes (both positive and negative).

Applicant Pool Development (KSO) Attract a robust, highly qualified, diverse applicant pool of students pursuing the necessary education required to treat, care for and improve the overall vision and health of patients everywhere.

MEASURABLE RESULTS - Applicant Pool Development Measurable Results 1. Recruit at least 2 applicants with a GPA > 3.0 from their undergraduate institution(s) for every available training slot in a US- based optometry program by June 2027. 2. Increase by 100% the number of highly qualified applicants from Black and Hispanic backgrounds by June 2027.

STRATEGIES & TACTICS - Applicant Pool Development Measurable Result #1 Recruit at least 2 applicants with a GPA > 3.0 from their undergraduate institution(s) for every available training slot in a US-based optometry program by June 2027. *Top* Strategies & Tactics 1. Study and adopt a funding philosophy and mechanism to support an on-going, year-round campaign. [OGML Funding TF, FNDC, APAC, Board of Directors] a. Determine financial commitment from schools/colleges. b. Expand long-term funding commitments from corporate sponsors. c. Continue to pursue financial support from other optometry associations/organizations. 2. Learn & apply lessons from leads that don t apply (in order to increase lead conversions) [APDC] a. Find new ways to support Student Affairs and Admissions Officers in converting leads to applicants. b. Include SAAs in the effort (including any prioritization surveys done on Strategies & Tactics) CONTINUED ->

STRATEGIES & TACTICS - Applicant Pool Development Measurable Result #1 (continued) Recruit at least 2 applicants with a GPA > 3.0 from their undergraduate institution(s) for every available training slot in a US-based optometry program by June 2027. *Top* Strategies & Tactics 3. Engage with influencers and partner with other organizations in exposing high school and college students to optometry through on-line and in- person programs.[APDC, DCCC] a. Continue to support the AAO/AAO Foundation programs engaging high school students online and college/community college students at the AAO Conference. [APDTF, COMC, SAOG] b. Engage with HOSA, the Science and Engineering Festival, and other organizations representing high school advisors. [SAFC, SAOG] Includes tabling/exhibiting, advertising, relationship-building, educational sessions at conferences, articles/blogs, etc. c. Continue engagement with the National Association of Advisors of the Health Professions to educate college advisors about the benefits of a career in optometry. [SAFC, SAOG] d. Collaborate with other FASHP groups and continue to play a leadership role in the annual Health Professions Week initiative. [SAFC, SAOG] e. Explore and develop alternative pathways to optometry for pre-health students considering careers in other health professions. [APDC, SAFC, SAOG] 4. Continue digital marketing for year-round promotion. [APDTF, with support from COMC, OGML Funding TF, FNDC, APAC, Board of Directors] a. Collaborate with outside experts to develop, implement, and assess marketing strategy. b. Publish blogs/vlogs, podcasts, and social media posts that showcase young ODs with inspiring stories to share. [COMC] CONTINUED ->

STRATEGIES & TACTICS - Applicant Pool Development Measurable Result #1 (continued) Recruit at least 2 applicants with a GPA > 3.0 from their undergraduate institution(s) for every available training slot in a US-based optometry program by June 2027. *Top* Strategies & Tactics 5. Increase grass-roots activities to expand the reach of OGML messaging. a. Expand the number of practitioners, faculty members, administrators, residents, students, companies, and associations/organizations participating in the Inspiring Future ODs program. b. Increase the number of outreach efforts implemented by participants in the Inspiring Future ODs program. c. Support AAO s high school student awareness program. d. Ask Corporate Contributors to use OGML materials in their community outreach efforts. (This may be a good project for Corporate Contributors who hire interns.) [APAC]

STRATEGIES & TACTICS - Applicant Pool Development Measurable Result #2 Increase by 100% the number of highly qualified applicants from Black and Hispanic backgrounds by June 2027. *Top* Strategies & Tactics 1. Collaborate with, and encourage ASCO institutions to collaborate with, other associations and organizations to inspire and support URM candidates in applying to optometry school.[APDC, DCCC, Executive Committee] 2. Diversity, and Health Professions Week) designed to build the interest of students from underrepresented backgrounds in health professions careers, particularly careers in optometry. [DCCC, SAFC, SAOG] Encourage qualified ASCO institutions to participate in programs (such as the Summer Health Professions Education Program, Tours for 3. Continue to expand awareness about careers in optometry through publications like Insights into Diversity. [COMC, DCCC] 4. [APDC, DCCC, DEI SIG] Build awareness and support for URM applicants through ASCO-generated resources such as the Eye on Diversity Initiative.

METRICS COMPARISON Applicant Pool Development PROPOSED # MR s: 2 # S/T s: 9 CURRENT PLAN # MR s: 3 # S/T s: 11

Organizational Sustainability & Infrastructure KSO Develop systems to assure effective governance, responsible resource allocation, including staffing, and appropriate infrastructure development.

MEASURABLE RESULTS - Organizational Sustainability & Infrastructure Measurable Results 1. Design and support internal systems that provide appropriate controls, staffing, resources, policies, and procedures in order to meet ASCO's goals. 2. Increase income for ASCO operations and programs at least 5% per year.

STRATEGIES & TACTICS - Organizational Sustainability & Infrastructure Measurable Result #1 Design and support internal systems that provide appropriate controls, staffing, resources, policies, and procedures in order to meet ASCO's goals. [ExeCom, FINC, FNDC] *Top* Strategies & Tactics 1. Monitor the appropriate balance between strategy/program demands and staff workload. [ExeCom] All new program recommendations require development of a business plan, including arrangements for staffing, before approval and implementation. 2. Select and implement a new database system that will help streamline as many staff functions as possible. [Staff] 3. Develop a process that establishes funding for programs and their operations, and prioritizes funding and staffing needs. [ExeCom] CONTINUED -> >

STRATEGIES & TACTICS - Organizational Sustainability & Infrastructure Measurable Result #1 (continued) Design and support internal systems that provide appropriate controls, staffing, resources, policies, and procedures in order to meet ASCO's goals. [ExeCom, FINC, FNDC] *Top* Strategies & Tactics 4. Design and monitor a member/non-member pricing structure for ASCO member benefits. Develop and administer a survey of members to determine perception of value for distinct member benefits/services. [ExeCom, staff] Calculate the percentage (%) of operating expenses spent on administering selected programs/services. [Staff] Investigate what competitors charge for similar products/services, if any exist, or pricing for similar products in complementary markets. [Staff] Draft options for board consideration. [Staff] 5. Engage a single broker experienced in association insurance coverages to review current policies and consider acting upon their recommendations. [Staff] Add Event Cancellation Insurance to ASCO s coverages. [Staff] CONTINUED ->

STRATEGIES & TACTICS - Organizational Sustainability & Infrastructure Measurable Result #1 (continued) Design and support internal systems that provide appropriate controls, staffing, resources, policies, and procedures in order to meet ASCO's goals. [ExeCom, FINC, FNDC] *Top* Strategies & Tactics 6. Continue to review and revise policies and procedures Monitor and revise procedures surrounding accounting for development income (sponsorships vs. temporarily restricted funds) as needed. [Staff, review by FINC, ExeCom] Develop new Risk Management/Information Security policy. [Staff, review by FINC, ExeCom] CONTINUED ->

STRATEGIES & TACTICS - Organizational Sustainability & Infrastructure Measurable Result #1 (continued) Design and support internal systems that provide appropriate controls, staffing, resources, policies, and procedures in order to meet ASCO's goals. [ExeCom, FINC, FNDC] *IF TIME PERMITS* Strategies & Tactics 7. Continue to develop and maintain Terms of Reference for each ASCO volunteer group. [All volunteer groups, Board] 8. Continue to establish and deliver an orientation program for new volunteer leaders. [All volunteer groups, staff liaisons] 9. Expand ASCO s volunteer recognition program. [AWDC/COMC/Staff]

STRATEGIES & TACTICS - Organizational Sustainability & Infrastructure Measurable Result #2 Increase income for ASCO operations and programs at least 5% per year. [FNDC, OGML Funding TF, FINC, ExeCom] *TOP* Strategies & Tactics 1. OGML funding Strategy/Tactic to be recommended by the OGML Funding Task Force. [OGML Funding TF, ExeCom, Board] 2. Increase the number of Corporate Contributors by at least 5% per year. [FNDC, Staff] 3. Conduct an annual survey of Corporate Contributors to solicit feedback. [FNDC, Staff] 4. Increase program sponsorship revenues to reflect funding needs for annual program activity. [FNDC, Staff] Fundraising Advisory Committee to define based on annual work plans.

METRICS COMPARISON Organizational Sustainability & Infrastructure PROPOSED CURRENT PLAN # MR s: 3 # MR s: 2 # S/T s: 13 # S/T s: 11

Advocacy (KSO) Serve as the leading voice for optometric education.

MEASURABLE RESULTS - Advocacy Measurable Results 1. Optimize relationships with external stakeholders who look to ASCO as a resource for reliable information pertaining to optometric education, and advocate for policy change that will promote excellence in optometric education. [GAFC with support from Executive Committee, Board of Directors, COMC. PHE SIG, CD/A SIG] 2. Advocate for increased funding for more optometry-led research at ASCO member institutions. [GAFC, RESC, COMC]

STRATEGIES & TACTICS - Advocacy Measurable Result #1 Optimize relationships with external stakeholders who look to ASCO as a resource for reliable information pertaining to optometric education, and advocate for policy change that will promote excellence in optometric education. [GAFC with support from Executive Committee, Board of Directors, COMC. PHE SIG, CD/A SIG] *Top* Strategies & Tactics 1.Collaborate with other associations, organizations, and coalitions to advance advocacy efforts for the optometric education community. [GAFC] Identify information gaps and provide research, data, and perspectives from the optometric education community [GAFC] Add the voice of optometric education to public policy discussions and advocacy efforts. [GAFC] ASCO participates in the National Academies of Science, Engineering and Medicine s Global Forum on Innovation in Health Profession Education. [Executive Committee members] Continue support of and participation in the Federation of Associations of Schools of the Health Professions (FASHP) [GAFC] Continue support of and participation in the Health Professions and Nursing Education Collaborative (HPNEC) [GAFC] Support efforts by AOA and others to expand access to federal support of higher education for optometry students. [GAFC] ASCO participates in the Vision Care Section of the American Public Health Association [Public Health Educators SIG] ASCO participates in the National Association of Community Health Centers [CD/A SIG] CONTINUED ->

STRATEGIES & TACTICS - Advocacy Measurable Result #1 (continued) *Top* Strategies & Tactics 2. Advocate for enhanced standards for high quality optometric education by working with other associations and organizations. [Executive Committee, Board of Directors, and select committees, SIGs, professional groups, and task forces] Regular joint board and Executive Committee meetings with AAO, ACOE, AOA, ARBO, and NBEO. [ExeCom] Regular participation in the National Optometric Leadership Conference (NOLC) [ASCO President, President-Elect, and CEO]. Regular meetings with ACOE about issues important to optometric education [ASCO President, Board of Directors] Advocate for standards for training on diversity, equity, and inclusion issues [DCCC] Advocate for inclusion of interprofessional education and collaborative practice educational standards [IPRF] Advocate for standards for residencies in optometric education [RESIG] Advocate for standards for externships in optometric education [Externship Directors SIG] 3. [ASCO s NBEO Board nominees, Executive Committee, Board of Directors, CAOG] Regular joint board and Executive Committee meetings with NBEO. [ExeCom] ASCO nominates candidates for 3 seats on NBEO Board [Board of Directors] ASCO provides resources to educational representatives serving on NBEO Board [Board of Directors, ExeCom] Yearly Institutional Pass Rate reporting. Work with NBEO to enhance the quality of the national exam and students experience. 4. Monitor and submit comments and positions on national issues of importance to optometric education. [GAFC] CONTINUED ->

STRATEGIES & TACTICS - Advocacy Measurable Result #1 (continued) *IF TIME PERMITS* Strategies & Tactics 5. Collaborate with other associations, organizations, and coalitions to support advocacy efforts for the optometric profession.[GAFC] Identify information gaps and provide research, data, and perspectives from the optometric education community [GAFC] Add the voice of optometric education to public policy discussions and advocacy efforts. [GAFC] ASCO participates in the Associate Collaborative Group within the National Academies of Practice [GAFC] 6. Advocate for enhanced standards for continuing optometric education that promotes lifelong learning by working with other associations and organizations. [CE Directors SIG, CAOG, Executive Committee, Board of Directors, Extern Dir SIG, RE SIG, DCCC, IPRF] Advocate for standards for continuing education [CE Directors SIG & COPE Governing Committee]

STRATEGIES & TACTICS - Advocacy Measurable Result #2 Advocate for increased funding for more optometry-led research at ASCO member institutions. [GAFC, RESC, COMC] Strategies & Tactics 1. Collaborate with other associations and organizations to support increased federal and other funding for optometric research. [GAFC] Continue support of and participation in NAEVR/AEVR. [GAFC] ASCO participates in the Professional Societies Member Council of NAEVR/AEVR. [GAFC] Continue support of and participation in the Ad Hoc Group for Medical Research. [GAFC] Continue support of and participation in Research America Coalition. [GAFC] 2. Collaborate with other associations and organizations to increase public awareness about optometry-led research conducted at ASCO member institutions. [RESC with support from COMC]

METRICS COMPARISON Advocacy PROPOSAL # MR s: 2 # S/T s: 8 FY22 PLAN # MR s: 3 # S/T s: 11

Career & Leadership Development (KSO) Establish and promote career and leadership development programs for faculty, administrators, residents, and students.

MEASURABLE RESULTS- Career & Leadership Development Measurable Results 1. Provide programs and resources to faculty and administrators at optometry schools and colleges to improve individual proficiency and effectiveness. [EDUC, SIFD, FFPS, OELI, AAFC, DCCC, RAFC, SAFC, + all committees, SIGs, and professional groups] 2. Enhance engagement and sense of belonging and wellness by faculty, administrators, residents, staff, and students who come from underrepresented backgrounds. [DCCC, SAFC, SAOG, CAOG, RAFC, RD Group, RE SIG] 3. Increase the number and diversity of students pursuing optometry residencies. [RAFC, RE SIG, RD Group, Board of Directors] 4. Promote academic career options to optometry students and residents. [AAFC with support of RESC, FFPS, EDUC, RAFC, DCCC, DEI SIG, APDC]

STRATEGIES & TACTICS Career & Leadership Development Measurable Result #1 Provide programs and resources to faculty and administrators at optometry schools and colleges to improve individual proficiency and effectiveness. [EDUC, SIFD, FFPS, OELI, AAFC, DCCC, RAFC, SAFC, + all committees, SIGs, and professional groups] Strategies & Tactics 1. Restructure ASCO s career development and mentorship programs for current and future faculty members and administrators under the banner of IDEA (Institute for Development of Educators and Administrators). [EDUC] Continue to offer a program for early and mid-level faculty development. [SIFD] Host an Optometric Education Leadership Institute/Leadership Academy and/or other leadership development programs focused on senior-level faculty and administrators. [EDUC, OELI] Incorporate FFP/FDI under the IDEA umbrella. 2. Develop and distribute resources and tools to assist faculty and administrators in becoming more successful in their positions at optometry schools and colleges. [SIG Chairs, SIGs, committees, professional groups] Clarify SIG reporting processes and publish updates to enhance activity and resource awareness. [Executive Committee, Board, SIG Chairs] Work with ACOE and NBEO to define standards for IPECP in optometric education. [IPRF, IPESIG, Executive Committee] Provide input into IPEC s efforts to develop and update tools and resources. [IPRF] Explore ways to partner with WCO. [IOEC, IOE SIG] Host an IPECP Summit to assist teaching IPECP Core Competencies. [IPECP SIG, IPRF]Formerly S/T #9 CONTINUED ->

STRATEGIES & TACTICS Career & Leadership Development Measurable Result #1 (continued) Provide programs and resources to faculty and administrators at optometry schools and colleges to improve individual proficiency and effectiveness. [EDUC, SIFD, FFPS, OELI, AAFC, DCCC, RAFC, SAFC, + all committees, SIGs, and professional groups] Strategies & Tactics 3. Continue dialogue about emerging technology and its impact on optometric education.[EDUC and Education Technology SIG] 4. Develop resources and programs to support the development of academic and social support structures at member schools and colleges for all optometry students and residents, especially those from underrepresented backgrounds.[EDUC, DCCC, DEI SIG, RAFC, RE SIG, SAFC, SAOG] 5. Develop programs to support the career development of faculty members from underrepresented backgrounds. [DCCC, DEI SIG, EDUC, SIFD] 6. Institute cost-saving or income-producing opportunities otherwise not available to individual members.[ASCO committees and SIGs] Continue to work with ARBO to maintain preferential pricing for continuing education accreditation for ASCO member institutions. [Executive Committee, CE Directors SIG] Explore and institute a collaborative externship site visit program. [Externship Directors SIG] Continue to work with ABO to maintain exam fee waivers from the American Board of Optometry for faculty and administrators from ASCO member schools and colleges. [AAFC] 7. Host a Summit on Sub-Specializations in Optometry. [Summit on Subspecialization Planning Task Force]

STRATEGIES & TACTICS Career & Leadership Development Measurable Result #2 Enhance engagement and sense of belonging and well-being by faculty, administrators, residents, staff, and students [DCCC, SAFC, SAOG, CAOG, RAFC, RD Group, RE SIG] Strategies & Tactics 1. Assist ASCO member schools and colleges in nurturing organizational cultures that foster a sense of belonging among all students, residents, staff, faculty, and administrators. [DCCC, SAFC, SAOG, CAOG, RAFC, RD Group, RE SIG] 2. *NEW*: ASCO staff participates in the FASHP Well-being Task Force. [Staff] 3. *NEW*: Measure participation in the virtual Cultural Competency Workshop. [DCCC] 4. *NEW*: Incorporate subject in future OCEF program. [DCCC] 5. *NEW*: DCCC continues Town Hall meetings. 6. *NEW*: Continue monthly deans /presidents conversations.

STRATEGIES & TACTICS Career & Leadership Development Measurable Result #3 Increase the number and diversity of students pursuing optometry residencies. [RAFC, RE SIG, RD Group, Board of Directors] Strategies & Tactics 1. Recognize the informal Residency Directors Group as a Professional Group under ASCO s Volunteer Organizational Structure, reporting to the Board of Directors. [Board of Directors] 2. Continue to monitor and address the barriers to students for considering the pursuit of a residency. [RAFC, RE SIG, RD Group] Education & Awareness Barrier: Continue and enhance efforts to educate students about the advantages of pursuing residencies. a. Offer programming about residencies for graduating OD students from underrepresented backgrounds. [RAFC with support from RE SIG, Residency Directors Group, DCCC, DEI SIG] - Webinars [RAFC with support from RE SIG, Residency Directors Group, DCCC, DEI SIG] - Educational session at NOSA [RAFC with support from RE SIG, Residency Directors Group, DCCC, DEI SIG]. - Exhibiting at Residency Fairs at AOA and AAO. b. Collaborate with other optometry organizations to promote residencies and academic careers, especially among students from underrepresented backgrounds. [AAFC, DCCC, DEI SIG] c. Continue to publish and find new venues to distribute the Roadmap to Residency. [RD Group, RE SIG] CONTINUED ->

STRATEGIES & TACTICS Career & Leadership Development Measurable Result #3 (continued) Increase the number and diversity of students pursuing optometry residencies. [RAFC, RE SIG, RD Group, Board of Directors] Strategies & Tactics 3. Continue and enhance current data collection activities, with special focus on diversity. a. Identify ways to enhance ASCO s residency data collection efforts to include post-match residency slots that are filled. [RD Group, RAFC, Staff] b. Update all of ASCO s data collection instruments to include more than one race as an option whenever questions of race/ethnicity are included. [OPTS, OATS, ORMS, RESC, Staff] c. Publish and promote a State of Diversity data trend report, including ascertaining how many minorities apply for residencies [DCCC, RD Group]

STRATEGIES & TACTICS Career & Leadership Development Measurable Result #4 Promote academic career options to optometry students and residents. [AAFC with support of RESC, FFPS, EDUC, RAFC, DCCC, DEI SIG, APDC] Strategies & Tactics 1. Promote research training, graduate education, and career opportunities. [AAFC, RESC, FFPS, EDUC, RAFC] a. Hold Ask the Experts and similar programs at a variety of venues such as AAO, NOA, etc., and/or virtually to encourage students to pursue graduate degrees and/or develop an interest in research. [AAFC, RAFC with support from RE SIG and RD Group, DCCC, DEI SIG]. b. Publish national salary survey data and publicize trend data. [Staff] 2. Conduct an annual educational program to encourage optometry students, graduate students, and residents to choose a career in academia. [FFPS, EDUC] a. Encourage greater minority participation in FFP. [FFPS, RD Group, DCCC] (Moved here from MR #3) b. Consider streamlining synergies between FFP and FDI initiatives to attract quality, diverse optometric faculty. [FFP, DCCC] 3. Collaborate with other optometry associations and organizations to promote academic careers. [AAFC, with support of RESC, EDUC, DCCC, DEI SIG] 4. Continue to showcase academic optometry as one career path for optometry school graduates through the Optometry Gives Me Life campaign. [APDC]