AMERICAN BOARD OF OPHTHALMOLOGY
Advancing Excellence in Eye Care
Programs and results
What we aim to solve
In the early 20th century, the quality of medical education varied widely and there were few recognized standards on which the public could rely to judge the competence of someone claiming to be a physician. The ABO was formed, in 1916, to offer a credential that a physician could electively pursue to assure the public that he or she had successfully completed a legitimate educational program and had demonstrated the knowledge, skills, and judgment necessary to practice the specialty of ophthalmology. The ABO was the first medical certification board in the United States and its model was soon adopted by other specialties. For more than a century, the ABO’s fundamental mission has remained constant: to serve the public. Broadly defined, the public includes patients as well as their families and loved ones, other members of the medical profession, and health care organizations and payers, many of whom regard ABO certification as an important credential.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Board Certification
Certification is granted to ophthalmologists who meet a series of accredited medical training requirements in ophthalmology, sign a practice pledge indicating their intent to practice with compassion, integrity, and respect for human dignity, and complete an intensive evaluation process which includes two examinations: a Written Qualifying Examination (WQE) and an Oral Examination.
Physicians who meet all of the requirements for initial certification become diplomates of the Board and earn a certificate valid for a period of 10 years.
Continuing Certification
The American Board of Ophthalmology's Continuing Certification program focuses on six core competencies a physician needs in order to deliver high quality patient care. These competencies were co-developed by the American Board of Medical Specialties (ABMS) and the Accreditation Council for Graduate Medical Education (ACGME). Measuring and strengthening each of these competencies is the goal of Continuing Certification.
Where we work
Our results
How does this organization measure their results? It's a hard question but an important one.
Percentage of diplomates who recertify
This metric is no longer tracked.Totals By Year
Related Program
Continuing Certification
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Overall, the percentage of time-limited certificate holders, who, within their 10-year cycle, complete Continuing Certification and successfully renew their ABO certification.
Use of public verification tool (number of times search tool is accessed annually)
This metric is no longer tracked.Totals By Year
Related Program
Continuing Certification
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Number of times the search tool is used to verify a physician's Board Certification status
Percentage of ophthalmology residents who pursue board certification
This metric is no longer tracked.Totals By Year
Related Program
Board Certification
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
Overall, the percentage of ophthalmology residents, who, within their 7-year eligibility, pursue ABO certification.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Accomplishing the American Board of Ophthalmology's mission and honoring its principles requires the successful execution of two processes: initial certification that typically occurs early in an ophthalmologist's career, after the completion of formal educational programs, followed by periodic demonstrations of competence and professionalism throughout the ophthalmologist's years in clinical practice. The latter has been termed “Maintenance of Certification” or “Continuing Certification.”
Since 1916, the ABO has conducted over 246 written and oral examinations for initial certification, certifying more than 34,000 ophthalmologists. As regards periodic reconfirmation of competence and professionalism, the ABO is a member board of the American Board of Medical Specialties (ABMS) and follows its continuing certification standards. These require that diplomates possess an unrestricted medical license, complete continuing medical education (CME) activities, demonstrate clinical practice knowledge, and participate in activities to improve the quality of medical care.
What are the organization's key strategies for making this happen?
The American Board of Ophthalmology's strategic goals include maintaining financial viability while keeping fees as low as possible and ensuring that the organization fulfills its societal responsibility of professional self-regulation. The ABO's strategic priorities are based on seven guiding principles:
1. Certification promotes and recognizes aspirational goals, not minimum standards.
2. Certification is a lifelong process that promotes excellence through continuous improvement.
3. Certification should be voluntary, as our founders intended.
4. Certification should be challenging and meaningful, yet not burdensome to busy practitioners.
5. ABO diplomates are professionals and colleagues, and we honor them accordingly.
6. The ABO stewards its finances with integrity and transparency.
7. The ABO is an independent certifying board of practicing ophthalmologists who collaborate whenever possible with professional societies, organizations, and other stakeholders who strive to advance excellence.
What are the organization's capabilities for doing this?
The American Board of Ophthalmology's greatest asset is the dedicated commitment of approximately 600 volunteer ophthalmologists, who create examination material and administer the oral examination without compensation. The ABO collaborates closely with the American Academy of Ophthalmology, the largest membership society in ophthalmology, and approximately a dozen subspecialty organizations.
The ABO is governed by a volunteer board composed of practicing ophthalmologists and two public directors. The composition of the board ideally represents its constituency as regards gender, ethnicity, practice setting, geography, and subspecialty focus. Because all certificates issued by the ABO since 1992 have been time-limited (that is, with a ten-year expiration date), all new appointees to the board hold time-limited certificates or, if certified prior to 1992, voluntarily participate in continuing certification. The board’s day-to-day operations are managed by a full-time professional staff.
What have they accomplished so far and what's next?
Governmental Activities
In collaboration with the American Board of Medical Specialties (ABMS), supported efforts to protect the voluntary system of physician self-regulation.
Socioeconomic Activities
Worked with the ABMS, other certifying boards, and certification stakeholders to recognize and reward participation in Continuing Certification.
With the American Academy of Ophthalmology (AAO), enabled diplomates to use Improvement in Medical Practice activities to meet Continuing Certification and MIPS requirements.
In partnership with the AAO and Ophthalmic Mutual Insurance Company (OMIC), incentivized diplomate participation in an educational webinar designed to promote quality improvement in practice.
Secured GI Bill® reimbursement eligibility for Written Qualifying Examination (WQE), Oral Examination, and Quarterly Questions® program fees from the U.S. Department of Veteran Affairs.
Public Service Activities and EyeCare America Activities
Administered the 246th examination since 1916
Supported 23,164 active diplomates; 14,350 of whom are participating in Continuing Certification.
Provided diplomates with subscription-free access to more than 250 peer-reviewed articles on critical public health topics including health care disparities and ophthalmic trauma.
Enhanced patient protections by enforcing a seven-year board eligibility window for the pursuit of certification following graduation from an accredited residency program.
Offered qualified internationally trained ophthalmologists the opportunity to apply for certification via an alternate pathway.
Revoked the certifications of ophthalmologists whose conduct jeopardized the health and well-being of ophthalmic patients.
Membership Activities
Held the third annual roundtable for representatives of subspecialty and professional organizations in ophthalmology to discuss topics including physician well-being, the assessment of patient care, and the recognition of practice focus.
Hosted an online Resident Town Hall for more than 200 graduating residents to introduce the board certification and the legacy of professional
Advanced diversity, equity, and inclusion in the profession by providing financial support for the AAO/AUPO Minority Ophthalmology Mentoring Program and the Rabb-Venable Ophthalmology Research Program.
Supported women in ophthalmology by accommodating nursing mothers during ABO examinations.
Major Initiatives for the Year
Administered the Oral Examination online for the fifth consecutive year.
Initiated a comprehensive digital transformation effort to improve the user experience across websites and platforms.
Engaged the community of ophthalmology and other health care stakeholders in continuously improving our processes and programs.
Implemented strategies to enhance the board certification experience from residency graduation through recertification.
Measured progress towards organizational goals and objectives using a balanced scorecard.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We share the feedback we received with the people we serve, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
AMERICAN BOARD OF OPHTHALMOLOGY
Board of directorsas of 09/05/2024
Dr. Steven J Gedde
Bascom Palmer Eye Institute
Term: 2024 - 2024
Dr. Ann Acers-Warn
Dean McGee Eye Institute
Term: 2024 - 2024
Steven J. Gedde, MD
University of Miami School of Medicine
Sarah M. Nehls, MD
University of Wisconsin School of Medicine and Public Health
Ann A. Acers-Warn, MD, MBA
University of Oklahoma College of Medicine
Chris V. Albanis, MD
Arbor Center for Eye Care
Bennie H. Jeng, MD, MS
University of Maryland School of Medicine
Lorrayne Ward, MBA, MPP
Public Director - Dell Medical School
Martha M. Wright, MD
University of Minnesota
Keith A. Warren, MD
Warren Retina Associates
Esther M. Bowie, MD
Penn State Health Eye Center
Hans E. Grossniklaus, MD
Emory Eye Center
Tamara R. Fountain, MD
Ophthalmology Partners
Anne M. Menke, PhD
Public Director
Julie M. Falardeau, MD
Oregon Health and Sciences University
Robert E. Wiggins, MD
Asheville Eye Associates
Maria E.M. Aaron, MD
Emory Eye Center
Pratap Challa, MD
Duke Eye Center
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 07/19/2022GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.