5 key short sentences highlighting the essence of my presentation

1. The Patients Partners project at the 15-20 National eye hospital aims to place the patient at the center of considerations by fostering patient partnership
2. This innovative project involves training patients with a proper university programme derived from their own experience of illness or visual impairment to integrate them into healthcare processes, research, and the transformation of health and digital pathways
3. The project involves collaboration among various stakeholders, including IHU-Forsight, Streetlab, the University of Patients and professionals of the 15-20 Hospital, This project seeks to develop the roles of patient partners by measuring patient-perceived outcomes, improving the patient experience, integrating patients into therapeutic education, and utilizing their expertise to transform patient pathways.
4. The group of Patient Partners, the G7 Vision, embodies solidarity, mutual aid, and the strength of the collective in this innovative patient-professional collaboration approach
5. The project is a first in France regarding patients with eye diseases. Selected from different vision-related conditions (Glaucoma, Retina and Rare deseases), the Patient Partners are trained to mobilize their experience as expertise for the community, using appropriate interviewing and communication tools.Selected from different vision-related conditions (Glaucoma, Retina and Rare deseases), the Patient Partners are trained to mobilize their experience as expertise for the community, using appropriate interviewing and communication tools, Selected from different vision-related conditions (Glaucoma, Retina and Rare deseases), the Patient Partners are trained to mobilize their experience as expertise for the community, using appropriate interviewing and communication tools. Selected from different vision-related conditions (Glaucoma, Retina and Rare deseases), the Patient Partners are trained to mobilize their experience as expertise for the community, using appropriate interviewing and communication tools.

Summary of my presentation
The Patients Partners project at the 15-20 National eye hospital aims to place the patient at the center of considerations by fostering patient partnership. This innovative project involves training patients with a proper university programme derived from their own experience of illness or visual impairment to integrate them into healthcare processes, research, and the transformation of health and digital pathways. The project involves collaboration among various stakeholders, including IHU-Forsight, Streetlab, the University of Patients and professionals of the 15-20 Hospital, to train and support these patient partners in their new roles.

Selected from different vision-related conditions (Glaucoma, Retina and Rare deseases), the Patient Partners are trained to mobilize their experience as expertise for the community, using appropriate interviewing and communication tools. The contractualization of patient partners is based on an engagement charter, mission sheets, and partnership contracts, allowing some of them to carry out remunerated interventions.

This project seeks to develop the roles of patient partners by measuring patient-perceived outcomes, improving the patient experience, integrating patients into therapeutic education, and utilizing their expertise to transform patient pathways.

5 key short sentences highlighting the essence of my presentation

1. Information analysis and utilization are foundational to many organizational excellence frameworks
2. Effective utilization of information requires a culture
3. Healthcare administrators are responsible for organizational health, akin to clinicians responsible for patient health
4. However, the adoption of EBM has been slow compared to clinicians
5. Identifying the variation in adoption among members will facilitate cross-learning, resulting enhanced eye care services

Summary of my presentation
The survey is currently open, and the data will be analysed and presented at the upcoming WAEH meeting. Based on the findings, appropriate measures will be recommended for cross-learning, ultimately resulting in enhanced eye care services.

5 key short sentences highlighting the essence of my presentation

1. The Singapore National Eye Centre (SNEC) improved compliance with time-out procedures for eye laser treatments using the PDCA framework.
2. Over three months, workflow modifications were implemented to address noncompliance issues.
3. Key changes included making laser lenses less accessible to doctors to ensure adherence.
4. An audit in December 2023 showed 100% compliance.
5. This project highlights the importance of time-out process and documentation for enhancing patient safety and care quality.

Summary of my presentation
This quality improvement project at the Singapore National Eye Centre (SNEC) aimed to evaluate and enhance the time-out process for eye laser procedures, which is critical for patient safety and provider accountability. Utilizing the PDCA (Plan-Do-Check-Act) framework, the project spanned three months to identify and address factors contributing to noncompliance. Key interventions included modifying workflows to increase the inaccessibility of laser lenses by doctors, thereby reinforcing adherence to the time-out process. Following the PDCA cycle, an audit conducted in December 2023 demonstrated a 100% compliance rate with the time-out procedure and documentation.

5 key short sentences highlighting the essence of my presentation

1. Managing operational costs alongside delivering exceptional patient care is an ongoing challenge
2. Beyond cost savings and environmental benefits, reducing energy consumption contributes to improved patient care
   environments.
3. By adopting more energy-efficient practices, healthcare facilities can not only protect their financial health but also
   play a pivotal role in supporting healthier communities and a more sustainable future.
4. Healthcare organizations in the United States spend over $6.5 billion annually on energy costs
5. Examples of energy-efficient initiatives that Wilmer has implemented

Summary of my presentation

5 key short sentences highlighting the essence of my presentation

1. Presentation Overview -This initiative aims to improve the quality of care provided to visually impaired patients by employing Virtual Reality (VR) technology for comprehensive staff training. The project is a response to feedback from Patient Advice and Liaison Services (PALS) and patient complaints, highlighting a need for better understanding and accommodation of the unique needs of visually impaired patients. A pilot was undertaken to assess the viability of the project. This presentation will discuss the project and pilot outcome.
2. Conception and Initiation: Focus on funding and content development.
3. Challenges faced: Issues related to software, VR expertise, and funding.
4. Pilot Structure: Delivery of training to staff, including a debrief following the training.
5. Pilot results and outcomes: Evaluation of the pilot’s success and impact.Summary of my presentation

Enhancing Patient Care through Virtual Reality: Elevating Staff Competence and Compassion in Caring for Visually Impaired Patients

Overview
This initiative aims to improve the quality of care provided to visually impaired patients by employing Virtual Reality (VR) technology for comprehensive staff training. The project is a response to feedback and patient complaints, highlighting a need for better understanding and accommodation of the unique needs of visually impaired patients.

Objective
Utilise VR training to boost staff compassion, confidence, and competency in caring for visually impaired patients across various hospital settings, including outpatient clinics, waiting rooms, and theatres.

Measuring Impact
The impact of the VR training will be evaluated through:

1. Conducting pre- and post-training surveys to gauge confidence levels and overall satisfaction with the training.
2. Patient Feedback: Monitoring reductions in patient complaints through PALS and assessing improvements via the Friends and Family Test (FFT).
3. Aiming for at least 75% participation from patient-facing staff across the trust. Results from Pilot •
   1. The pilot indicated a strong need for this training.
   2. Staff reported increased understanding and compassion towards visually impaired patients.
   3. They noted positive impacts on their practices and engagement with patients

5 key short sentences highlighting the essence of my presentation

1. A patient-centered medical value loop
2. A comprehensive discipline brand system
3. A comprehensive architecture for all disciplines
4. A digital intelligent system
5. Social responsibility

Summary of my presentation
Aier Eye Hospital Group, over the past 22 years, has grown into the world’s largest chain of eye hospitals, dedicated to eye health with a patient-centered approach. Aier emphasizes a value system of “knowledge, trust, choice, and recommendation.” Internationally, Aier aims to enhance its brand by providing an exceptional patient experience and showcasing Chinese ophthalmic expertise globally. Committed to first- class technology and comprehensive discipline development, Aier fosters talent through a full-spectrum training model and innovative research platforms. Aier also prioritizes service optimization, building a digital intelligent system to improve medical convenience and a service improvement system for the entire value chain. Actively participating in public welfare, Aier has won the “Chinese Charity Award” three times, promoting eye health education across all life stages. Moving forward, Aier will focus on “strengthening the foundation, establishing high standards, and promoting integration,” developing a medical network to offer accessible, high-quality services and creating world-class ophthalmic centers to advance China’s ophthalmic capabilities. Through a coordinated strategy of medical, education, research, production, and investment, Aier fosters the development of ophthalmology and visual science.

5 key short sentences highlighting the essence of my presentation

1. Learning Festival
2. Hospital Bases Residency Program
3. Sustainability
4. Comprehensive Training Ophthalmology
5. Academic Learning

Summary of my presentation
Background: JEC Eye Hospitals and Clinics have been at the forefront of ophthalmic care in Indonesia. Recognizing the importance of continuous education and innovation, JEC has initiated programs to foster a culture of learning among its staff. A significant recent achievement is the Ministry of Health’s appointment of JEC to host a hospital-based ophthalmologist residency program, traditionally been university based.

Objectives: This presentation shares JEC’s experience in organizing a Learning Festival designed to inspire talent within the organization. The festival featured activities such as workshops, seminars, and hackathons, fostering collaboration and creativity. Additionally, the presentation highlights the newly established hospital-based residency program, aimed at ensuring sustainable high-quality ophthalmic care by training future ophthalmologists through comprehensive practical and academic education.

Results: The Learning Festival saw active participation from both medical and non-medical staff, generating innovative ideas and projects. This initiative has boosted employee morale and engagement, resulting in tangible improvements in patient care and operational efficiency. Although the residency program is newly established, JEC is committed to providing rigorous training and mentorship, ensuring a steady pipeline of skilled ophthalmologists.

5 key short sentences highlighting the essence of my presentation

1. Building the foundation of a for-profit medical institution to improve the overall quality of vision healthcare and education.
2. With a strong financial foundation and robust business plan, do well before you do good.
3. Focus on medical education to transition need for expensive expatriots to improve the quality of affordable and local
   clinicians and staff members.
4. Invest in modern technology to improve reproducibility in diagnostic examinations that will lead to improve vision healthcare and patient satisifaction.
5. Engage in research to attract medical talent and to improve reputation of cutting edge medicine.

Summary of my presentation
In Uzbekistan, establishing a non-profit organization has many time-consuming requirements. Therefore, the National Eye Institute in Tashkent established a for-profit institution (LLC) with a non-profit (MESCA Foundation) investing in the NEI as the majority shareholder. The concept is that the NEI will strive to be profit-generating but with the equal focus of supporting the non-profit’s mission. This mission is to improve the quality of and access to vision and eye healthcare in Central Asia. A portion of the profits that the NEI generates will be invested back into public health, outreach, research, as well as education and training activities of clinicians and technical staff members. In terms of sustainability, the concept is that the dependency will be shifted from the know-how and expertise of expatriates to the local clinicians and technical staff through continuous education and educational courses on good clinical practice standards as well as trainings on modern technology. The goal is that this model of venture philanthropy to support the overall public health of the nation can be adopted in other fields of medicine. Once this goal is met, then the advancement and improved access of healthcare will be achieved.

5 key short sentences highlighting the essence of my presentation

1. From the HR CoP, the idea arose to let employees learn from each other
2. The first exchange took place between staff of Hopital National 15- 20 in Paris and the Rotterdam Eye Hospital
3. We describe the approach and learning objectives of the participants
4. Participants will explain their experiences
5. We describe options for follow-up

Summary of my presentation

Presentation by Nils Avanturier, Directeur Général par intérim, Hôpital National des 15-20 and Jos Hubers, manager HR(D) Rotterdam Eye Hospital.

We work in a very tight labor market with a lot of competition from other hospitals/organizations. Finding and retaining employees is therefore one of our biggest challenges.

It is difficult to compete on working conditions (salary) with other hospitals/organizations. We all have some idea of how we present our own hospital as “special“. Simultaneously, we see that “special is not so special yet”.

We have a strong WAEH network. We do not yet always exploit the power of the network to learn from each other.

Learning and development opportunities are key to retaining employees. That leads us to the idea of adding something really special.

We believe that a structural exchange program with WAEH eye hospitals can strengthen:
our labor market proposition and also ensure an attractive perspective for our current employees in the context of retention and development allowing the possibility to learn from each other, discover new perspectives, and exchange best practices that can contribute to the enhancement of eye care in both institutions.

Exchange programme participants will share their experiences via a video link.

5 key short sentences highlighting the essence of my presentation

1. Traditional glaucoma care often misses critical eye pressure variations, highlighting the need for more continuous monitoring.
2. The HOPE system empowers patients through education and easy-to-use home monitoring technology, improving engagement and treatment compliance.
3. Real-time data sharing enables personalized treatment, catching issues that could lead to vision loss if undetected.
4. Educated and involved patients are more proactive in managing their health, transforming the traditional care model.
5. By integrating AI, the system will become scalable and reduce the burden on patients and healthcare providers alike.

Summary of my presentation
My presentation on “Home Monitoring of Glaucoma: The Need for Patient Education and Involvement” emphasizes the limitations of traditional glaucoma care and introduces the HOPE system as a patient-centered solution. The focus is on empowering patients through education and active engagement, while home monitoring provides continuous, accurate data to guide personalized treatment. Clinical results demonstrate the impact of this approach, and future plans include using AI to make care more scalable and alleviate the burden on healthcare systems.

5 key short sentences highlighting the essence of my presentation

• Myopia prevalence
• High myopia blindness risk
• Peripheral-defocus optical interventions
• Customized defocus lenses
• Wide-field retinal refractive error measurement

Summary of my presentation
The prevalnece of myopia has been increasing across the globe, especially in East China. Myopia, especially high myopia, has been listed the first risk to blindess in China. Every year myopia-related ocular complica has led to 300 thounds of new blind people in China alone. Thus, there is an urgent need to find viable interventions to slow down myopia. Recent years have witnessed some of success in slowing down myopia by peripheral-defocus-based optical interventions. However, it has been shown previouly that the peripheral defocus varies significantly across individuals, indicating customized defocus lenses might improve the clinical effectiveness. The presentation will introduce the development of the fisrt instrument developed by AIER, which is able to measure and map the wide-field retinal refractive error in a matter of seconds. The instrument provides an essential tool for the future cumstomization of myopia correction and control, aiming to enable further improvement of clinical efficacy.

5 key short sentences highlighting the essence of my presentation

1. We discussed the medical quality and safety consistency management path of conglomerate ophthalmology specialty
   hospitals
2. We have constructed the medical risk management system of AIER Eye Hospital with medical security incidents
   management as an entry point.
3. We Continuously enhanced surgical quality controlment and medical behavior management through info-assisted medical
   cloud platform and improved group’s quality management system.
4. We strengthened state management and facilitated the implementation of conglomerate medical consistency
   management by medical KPIs and multi-department joint supervision and et cetera.
5. AIER Eye Hospital group has completed a plenty of benefited explorations in the quality and safety consistency
   management field, and it explored an effective approach to conglomerating medical quality and safety management and promoting high-quality development for group hospitals

Summary of my presentation

5 key short sentences highlighting the essence of my presentation

1. Aier Eye Bank
2. Aier culture
3. Operational model
4. China’s cornea donation industry
5. Cornea transplantation charity project

Summary of my presentation
This report introduces the 18-years development journey of Aier Eye Bank, which based on Aier culture, including eye bank construction, operational model, public education, and humanistic care. It shows the efforts and progress made in the field of cornea donation by a private ophthalmic institution in collaboration with multiple resources, supported by national authorities. It also reflects the professional and humane development process of China’s cornea donation industry. Furthermore, with the support of cornea donation, Aier Eye Hospital Group has taken the lead in conducting cornea transplantation charity project with charitable foundations since 2016,allowing more impoverished cornea blindness patients to receive timely and professional surgical treatment.

5 key short sentences highlighting the essence of my presentation

1. Advanced Practice
2. Novel models of care
3. Scope of Practice
4. Workforce challenges
5. Collaborative care

Summary of my presentation
This presentation will focus on the supported training and development of the Advanced Practice Orthoptists (APO’s) through the engagement of an “Ophthalmology Champion”. In particular the change in confidence levels of the APO’s across the training and development period. The impact of the APOP on patient experience will also be shared.

Abstract
This presentation introduces how the Aier financial team contributes to Aier’s steady and high-quality development by managing and controlling financial risks through lean management and digital intelligence. The financial team conducts in-depth research on national and local policies, integrating them closely with corporate practices to empower business operations. Meanwhile, the company has established an online learning platform, the Aier School of Financial Management, which consolidates internal and external training and learning materials to continuously cultivate international and professional financial talents. Furthermore, guided by the goal of achieving carbon neutrality, the company is committed to fulfilling its environmental responsibilities, strengthening cost control, and implementing the ESG concept throughout corporate management, jointly building a sustainable future.

Key words
Digital Intelligence Finance, Direct-line financial management approach, International financial professionals, Cost control, Sustainable Development

5 key short sentences highlighting the essence of my presentation

1. Avoiding safety events in cataract surgery, such as implantation of an incorrect intraocular lens implant (IOL), is of paramount importance.
2. While incorrect IOL implantation is a major safety event that often requires a second surgery for correction, there is minimal literature available on how to systematically decrease its occurrence.
3. With projected growth in cataract surgery volume worldwide, there is an urgent need for a systematic cataract surgery protocol for eye care providers and institutions to utilize as a foundation to reduce incorrect IOL implantation.
4. We analyze the occurrences of incorrect IOL implantation across 10 years in a tertiary referral eye center that typically performs 5,000+ cataract surgery cases per year.
5. We share the resultant cataract surgery standard operating procedure (SOP) as well as multi-faceted strategies and longitudinal results as a foundation and benchmark for eye care providers and institutions to systematically improve safety for patients undergoing cataract surgery.

Summary of my presentation
Cataracts are one of the leading causes of reversible blindness, and cataract surgery is one of the most common surgeries performed worldwide. Here, we evaluate the incidence of incorrect intraocular lens (IOL) implantation before and after implementing a cataract surgery standard operating procedure (SOP) devised at a tertiary referral eye center that typically performs 5,000+ cataract surgery cases per year. This presentation describes the Healthcare Failure Mode Effect and Analysis (HFMEA) performed and resultant SOP implemented in 2018 following incorrect IOL events at the eye center. Analysis of safety events following implementation of the SOP and subsequent modifications/re-assessments performed were analyzed. Ultimately, the HFMEA identified 170 processes/sub-processes steps, 177 potential failure modes, and 75 potential failure mode causes. 29 system vulnerabilities were identified through analysis of the failure mode causes and addressed in the SOP. From 2018 to 2023, eight additional incorrect IOL safety events occurred, which led to subsequent revisions of the SOP. The presentation reviews the reasons why the IOL safety events occurred, and the revisions required to ensure further reduction in incorrect IOL implantation. The presentation highlights that continuous education and re-assessment of standardized protocols for cataract surgery is critical to ensure patient safety. 

Cao Thang Eye Hospital is proud to be the only eye hospital in Vietnam to have continuously received JCI (Joint Commission International) accreditation – the gold seal of global hospital safety and quality since 2009. Over more than 23 years of development efforts, the hospital’s team of doctors has performed more than 2,000,000 examinations and more than 100,000 successful surgeries, contributing to improving the quality of life of the community through comprehensive and professional eye care services.

Cao Thang Eye Hospital is always committed to:

• A team of medical staff that works methodically and is highly qualified, always provided with opportunities to develop their skills and maintain the highest professional quality.
• Continuously expanding expertise in the field of ophthalmic care with comprehensive research and training programs.
• Encouraging the development, implementation and sharing of innovative treatment procedures & methods that bring high efficiency to eye examination and treatment.
• Providing modern, safe, effective and diverse eye care services suitable for the financial capacity of all customers.
• Ensuring the provision of international-standard healthcare services for patients during their visits to the hospital.

Background
To investigate the efficacy and safety of standard 0.01% atropine at different frequencies (twice daily versus once nightly) for myopia progression.

Methods
In this randomized controlled trial (ChiCTR2200055532), Participants aged 6-13 years with a spherical equivalent (SE) between -6.00 to -0.75D and a best corrected visual acuity of ≥0.8 were enrolled and randomized 1:1 to receive 0.01% atropine eye drops once nightly (QD group) or twice daily (BID group) for one year. The primary endpoint was the change in axial length (AL) after one year.

Results
Seventy participants were included and assigned to the QD (n=34) and BID (n=36) groups, respectively. After one year, the BID group exhibited a significantly smaller increase in mean AL compared with the QD group (0.21±0.18 vs. 0.32±0.14mm, P=0.002), corresponding to a 34% reduction in axial elongation. The BID regimen was 53% more effective in slowing SE progression than the QD regimen, with mean SE changes of -0.31±0.50 vs. -0.66±0.37D (P<0.001). Safety parameters (e.g., amplitude of accommodation, tear film stability, intraocular pressure) remained similar between the two groups (all P>0.05). Although mesopic pupil diameter (PD) increased more in the BID group (0.65±0.63 vs. 0.27±0.69mm, P=0.010), the difference was clinically acceptable and not observed in photopic PD (P=0.297).

Conclusion
Twice-daily administration of 0.01% atropine significantly enhances the management of axial elongation and SE progression compared with once-nightly dosing without increasing the risk of adverse effects.

Keywords
Atropine; Different frequencies; Myopia; Spherical equivalent refraction; Axial length.

5 key short sentences highlighting the essence of my presentation

1. Applicability of AI solutions to external real world datasets
2. Burden of false negatives and false positives
3. Inadequate facilities
4. Inadequate image quality
5. Human interaction studies

Summary of my presentation
Artificial intelligence (AI) solutions have attracted much interests in ophthalmology. Whereas multiple papers have been published the translation to clinical ophthalmology is challenging. The present talk will summarize five key elements that hamper translation. Applicability of AI solutions to external real world datasets.

Convolutional neural networks (CNNs) may fail if they were trained on datasets that do not match the target population in terms of ethnicity, age, disease severity and/or diagnostic criteria. Burden of false negatives and false positives. Although the Area under the Curve (AUC) for detection of disease is often high, the application of the CNN still results in many false positives due to the low prevalence. In addition, false security is feigned in false negatives. Inadequate facilities. Whereas CNNs have often been proposed for screening, the screening facilities are frequently not in place.

Establishing a screening facility is expensive and requires support from health care providers. Inadequate image quality. Even the best CNN does not perform well if image quality is insufficient. Continuous training and quality control is an expensive task for achieving optimal results. Human interaction studies. Little is known to which degree AI based solutions will be accepted by health care providers and by patients.

5 key short sentences highlighting the essence of my presentation

1. Patient education improves patient outcomes, patient satisfaction and confidence
2. Traditional methods were pamphlets, flyers, wall charts and brief consultation
3. Newer methods with technological advances are mobile apps, telehealth, online platform and websites, webinars and live events on social media.
4. Educational methods must take into account patients age, literacy level, language, cultural and religious backgrounds
5. Patient education is a crucial aspect of health care marketing.

Summary of my presentation

5 key short sentences highlighting the essence of my presentation

1. Information system in China
2. Medical information construction
3. Hybrid cloud model
4. Self-developed medical business cloud platform
5. Eye health big data platform

Summary of my presentation
The biggest challenge Aier Eye Hospital faces in informatization process is the lack of an information system in China that aligns with the operational model of an ophthalmology medical chain, particularly in terms of software products.

Base on this dilemma, AIER Ophthalmology began to lead the group’s medical information construction through self-developed methods in 2018. Aier Ophthalmology adopts a hybrid cloud model and has built a “four cloud, two center” architecture system, including four cloud architectures: medical business cloud, functional control cloud, data service cloud, and external collaboration cloud, as well as two major centers: production center and data center. This architecture system provides a solid foundation for the digital transformation of Aier Ophthalmology, achieving flexible resource scheduling and efficient utilization through cloud technology, and helping the group’s information and digital construction gradually move onto the fast lane.

In Aier Eye Hospital’s digital transformation, its self-developed medical business cloud platform and eye health big data platform have played an indispensable role.

The Platform has the characteristics of “focusing on ophthalmology, highly integrated, cloud deployment, on-demand, standardized implementation, and unified operation as well as maintenance”, which is the core competitiveness of Aier Ophthalmology in the field of digital healthcare.

5 key short sentences highlighting the essence of my presentation

1. The Pasteur clinic model, a private hospital in association with the public sector in Chile. A success story.
2. Reference model in clinical management in ophthalmology
3. Continuing medical education, training of ophthalmologists
   for the public sector in Chile
4. Applied clinical research improving the cost-effectiveness of treatments in ophthalmology
5. The ophthalmological ecosystem and multi-platform connectivity strategy with partners and patients

Summary of my presentation

5 key short sentences highlighting the essence of my presentation

1. Severe eye trauma is a low likelihood high-impact event
2. Eye trauma can result in physical and psychosocial problems
3. Eye trauma can have far reaching impacts
4. Limited information in the available literature
5. A coordinated approach is essential

Summary of my presentation
Severe eye trauma is rare so it needs guidelines. The presentation summarises insights from a review of available literature and considers, via case studies, typical treatment pathways. The presentation concludes that the effective management of severe eye trauma requires not only physical treatment, but it also requires coordinated psychological, social and practical treatments to address the practical challenges that arise affecting patients, their families, and their broader work and social environment.

5 key short sentences highlighting the essence of my presentation

1. Myopia
2. Children and adolescents
3. Epidemiology
4. Myopia full-correction
5. Spectacle wear

Summary of my presentation
Purpose: This study investigated the situation related to myopia among students in Chengdu, a city in western China, and analyzed the prevalence of myopia spectacle wear and myopia full-correction and their influencing factors to understand the current status of myopia prevention.

Methods: 1,582 schools in seven districts of Chengdu City, China, enrolling a total of 417,337 students aged 6-18 years (elementary, middle, and high school) from 2020 through 2022. Examination items included uncorrected visual acuity (UCVA), slit lamp examination and non-cycloplegic autorefraction.

Results: The average age of the entire survey population was (10.96 ± 3.5 years), and the overall prevalence of myopia was 48.7%, myopia spectacle wear was 65.7% and myopia full-correction was 50.5%. With increasing age and educational levels, the prevalence of moderate to high myopia, the prevalence of myopia spectacle wear, and the prevalence of myopia full-correction all rise. the prevalence of mild myopia full-correction (46.5%) was higher than that for moderate myopia (47.1%) and even higher than that for high myopia (39.6%).

Conclusions: The prevalence of myopia among children and adolescents in Chengdu is relatively low, and the prevalence of myopia spectacle wear and myopia full-correction need to be improved.

5 key short sentences highlighting the essence of my presentation

1. Innovation-Driven Development
2. Scientific Research Management System
3. Innovation in Science and Technology
4. Integration of Innovation and Industrial Chains
5. Eye Health Services Ecosystem and High-Quality Development

Summary of my presentation
Leading by science and technology, AIER Eye Hospital Group steadfastly pursues excellence with innovation-driven development. With a well-organized scientific research management system, AIER consistently promotes innovation in development philosophy, institutions and science and technology. It has deployed the innovation chain based on the industrial chain and vice versa, gradually formed an intertwined development chain involving education and sci-tech innovation, serving for the establishment of eye health services ecosystem and high-quality development.

Shenyang Sinqi Eye Hospital, established in 2019, is a specialized hospital focused on ophthalmic care, research, and innovation.

They are recognized for their expertise in pediatric and adolescent myopia control, having established the Shenyang Clinical Research Center for Myopia and a regional big data platform for myopia management.

Their commitment to improving ophthalmic care is evident through our clinical trials for pharmaceuticals and medical devices, striving to provide our patients with secure and effective treatments.

5 key short sentences highlighting the essence of my presentation

1. Emerging Eye Hospital Development
2. Hypercompetitiveness and fast-changing Environment
3. Featured Products and Value-added Services
4. Unique hospital operational model
5. ICL drives refractive surgery growth

Summary of my presentation
Part 1: Current Challenges for Emerging Private Eye Hospitals
Limited resources, lack of reputation, difficulties in acquiring patients, medical regulatory inspections (medical insurance, healthcare commission, market supervision, taxation, etc.), and hypercompetitiveness within the industry.