President’s Message
Dear Members,
As we reflect on 2024, I am honoured to share the progress and achievements of BCDO over the past year. This has been a year of growth, advocacy, and strengthened collaboration—made possible by the dedication of our members, committees, board of directors, CEO, and staff.
Advancing Our Profession
This year’s key milestone was the submission of our scope modernization proposal to the BC government, marking an important step toward ensuring optometrists can fully utilize their training to enhance patient care.
We also successfully implemented the 2022-2025 Optometry Master Agreement, introducing new fee codes while preserving essential funding for the Continuing Education Fund, Technology, Innovation & Equipment Fund, and Rural and Indigenous Access Fund. Retaining balanced billing ensures optometrists can continue delivering high-quality care to their patients.
Education, Engagement, and Growth
BCDO remained committed to professional development, offering more than 60 hours of continuing education through virtual and in-person sessions. Our Annual Conference was one of the most well-attended in BCDO history, reinforcing our role as a leader in optometric education.
We strengthened partnerships with optometry schools, enhancing student engagement and
mentorship to support the next generation of optometrists. Additionally, we expanded our member benefits program, offering valuable discounts and services to better support our members.
Public Awareness and Visibility
Increasing public awareness of optometry’s role in healthcare remained a key priority. We successfully launched two transit campaigns, educating the public on:
1. Optometrists’ essential role in urgent and routine eye care
2. The importance of children’s eye exams
EyeSafe: Growing and Innovating
BCDO’s EyeSafe program continued to thrive, processing 3,806 safety eyewear jobs despite industry challenges. The Vertex order management system is nearing completion, with a soft launch planned for the 2025 BCDO Conference. We also introduced new frame kits, a customized frame tray, and a digital and printed EyeSafe frame catalogue, further enhancing the program’s value for our members and their patients.
Looking Forward Together
As we move into 2025, BCDO remains committed to strengthening our profession and advocating for both our members and the patients we serve. We continue to work with the BC government on scope optimization, ensuring optometrists can provide the full range of care their training allows.
To support regulatory alignment, we will deepen our collaboration across healthcare professions and strengthen our relationship with the newly
amalgamated College of Health and Care Professionals of BC. Nationally, we are enhancing partnerships with other provincial optometric associations, the Canadian Association of Optometrists (CAO), and the University of Waterloo to foster a unified vision for optometry in Canada.
BCDO is also dedicated to expanding our Rural and Indigenous Access Program, removing barriers to eye care for underserved communities. Additionally, we are actively working with the Ministry of Health to develop a provincial Early Childhood Vision Assessment Program, ensuring children receive timely and comprehensive eye care from an early age.
Heartfelt gratitude
In closing, I would like to express my heartfelt gratitude to our members for your dedication, passion, and commitment to advancing optometry in British Columbia. Your engagement drives BCDO forward, and together, we will enhance our profession and improve eye health across the province.
Thank you for the opportunity to serve you and I look forward to the strides our profession will make together in the years to come.
Sincerely,
Dr. Evelyn Lo President, BC Doctors of Optometry
2024 Board of Directors
Dr.
Evelyn Lo President
Dr. Peter Prpic Director
Dr. Brent Allen Vice President
Dr. Johnathan Lam Director
Dr. Mahnia Madan Past President
Dr. Sally Donaldson Director
Treasurer
Director
CAO Representative
Dr. Danielle Campbell
Dr. Surjinder Sahota
Dr. Brittany Rollett
Kathryn Bell Chief Executive Officer
Dr. Janice Luk Director
Dr. Gary Jassal Intern
Committees in 2024
BC Doctors of Optometry is fortunate to have an engaged community of members driving our committees forward. Their dedication turns strategy into action, shaping the future of our profession with countless hours of hard work.
None of this would be possible without the passion and expertise of our committee members. A huge thank you to everyone who contributed their time and insights in 2024.
Children’s Vision Steering Committee
The Children’s Vision Steering Committee’s goal is to develop a long-term plan for a successful children’s vision strategy across BC. Membership of the committee is as follows:
Dr. Danielle Campbell (Chair)
Dr. Sally Donaldson
Dr. Gary Jassal
Dr. Talisa Dennis
Dr. Elkie Fung
Dr. Marie Sarabusky
Dr. Gurlene Phachu
Dr. Terynn Chan
Dr. Sophia Capo
Dr. Mindy Blumberg
Communications Committee
The Communications Committee provides support, advice and recommendations on the BC Doctors of Optometry external and internal communications strategy and activities. Membership of the committee is as follows:
Dr. Brittany Rollett (Chair)
Dr. Janice Luk
Dr. Surjinder Sahota
Dr. Harbir Sian
Dr. Lili Liang
Dr. Karen Chan
Continuing Education Committee
The committee facilitates the provision of continuing education (CE) that meets the College of Health and Care Professionals BC standards for accredited education. Membership of the committee is as follows
Dr. Petar Prpic (Chair)
Dr. Janice Luk
Dr. Monisha Lal
Dr. Jenny Tsui
Dr. Nicole Poon
Dr. Stephanie Aigbe
Dr. Brandon Baker
EyeSafe Representative
EyeSafe Representatives oversee the policy direction of our prescription safety glasses program; EyeSafe, including its performance targets, operational policies, and requirements. They work with administration to provide guidance and support to the program and EyeSafe staff to develop policy and future direction for the program including proposal calls for lab contracts and setting of fees.
Dr. Danielle Campbell (Treasurer) Greg Neher (BCDO EyeSafe Senior Manager)
Governance Committee
The Governance Committee is responsible for providing oversight of the Board’s governance practices with the objective of ensuring good governance, accountability and transparency.
Dr. Brent Allen (Chair) Dr. Johnathan Lam
Government and Professional Affairs Committee
The Government and Professional Affairs Committee assists in engaging government, First Nations, industry, ophthalmology, allied health care providers, and other relevant stakeholders to promote and achieve BC Doctors of Optometry’s strategic objectives to advance the profession of optometry via direct relationships with decision makers and influencers.
Dr. Mahnia Madan (Chair)
Dr. Evelyn Lo
Dr. Danielle Campbell
Dr. Brent Allen
Dr. Sally Donaldson
Dr. Johnathan Lam
Dr. Errin Bligh
Dr. Shiv Sharma
Dr. Surjinder Sahota
Kathryn Bell - CEO
Mediation Committee
The Mediation Committee assists in facilitating the resolution of Monetary and Quality of service/ customer care disputes between members of the public and BC Doctors of Optometry members. Matters of malpractice, criminal and substandard of poor quality of care issues will be directed to the College of Optometrists of British Columbia. All disputes may not be matters currently before the courts. The underlying principle of the committee is that it is in the best interest of the practitioner, patient, and the profession if the resolution through the Mediation Committee can provide a mutually satisfactory outcome for all.
Membership of the committee is as follows:
Dr. Stephen Taylor (Chair)
Dr. Andrew Asgarpour
Dr. Victor Chin
Membership Committee
Dr. Paul Clark
Dr. Darren Sass
Dr. Robert Strath
The Membership Committee’s purpose is to facilitate greater member retention and new graduate members in the association. Membership of the committee is as follows:
Dr. Janice Luk (Chair)
Dr. Natalie Wu
Dr. Paul Clark
Dr. Ivan Prpic
Dr. Judy Schnarr
Negotiations Committee
Dr. Kate Piotrowski
Dr. Andrew Asgarpour
Dr. Elisa Xiao
Nathalie Lee (Member Services Coordinator)
The committee aims to work collaboratively with the Chief Negotiator to coordinate, negotiate, and finalize the MSP negotiations with the Government of British Columbia. Each cycle of negotiations is dependent on government mandate and expiration of existing MSP Master Agreement.
Membership of the committee is as follows:
Dr. Johnathan Lam (Chair)
Dr. Errin Bligh
Dr. Evelyn Lo
Dr. Shiv Sharma
Kathryn Bell, CEO
Patterns of Practice Committee
MSP requires that all professions with direct billing privileges have a committee that provides a peerbased review system that assists the profession and the Medical Services Commission (MSC) with monitoring billing activity. The MSC is a brand of MSP that is mandated to ensure accountability with respect to funding. The Optometry Patterns of Practice Committee is administered through the BCDO and is governed by legislation contained within the current Agreement with the provincial government. The committee works independently of MSCs own monitoring and audit system. The committee does not have authority to audit nor recommend audit by the MSC, but had the mandate to provide peer review information to the MSC. Membership of the committee is as follows:
Dr. Johnathan Lam (Chair)
Dr. Mahnia Madan
Dr. Evelyn Lo
Kathryn Bell (CEO)
Rural and Indigenous Access Committee
The Rural Access Program Committee oversees, coordinates, and encourages optometrists to provide care to rural and First Nations communities in British Columbia, ensuring communities receive adequate access to eye care and eyewear at a frequency that meets their needs.
Dr. Brent Allen (chair)
Dr. Johnathan Lam
Dr. Gary Jassal
Dr. Barry Lester
May Lin (Programs Manager)
Regional Chapters
Fraser Valley: Dr. Sally Donaldson
Lower Mainland: Dr. Mahnia Madan
Okanagan/Mainline: Dr. Paul Clark
Victoria: Dr. Kevin Hua
Kootenays: Dr. Brent Allen
North BC: Dr. Graeme Stevens
Upper Island: Dr. Johnathan Lam
Douglas College Dispensing Opticians Program Advisory Committee
BCDO Representative: Dr. Alireza Mahdaviani
Kathryn Bell, CEO
Driver Fitness Advisory Group
BCDO Representative: Dr. Victor Chin
Kathryn Bell, CEO
ICBC Vision Therapy
Dr. Paul Rollett
Dr. Sophia Capo
Fall Prevention
Dr. Terynn Chan
CAO Urgent Care Working Group
Dr. Ivan Prpic
CEO’s Message
Dear Members,
As I reflect on my first year as your CEO, I am proud to say that it has been a year of transformative change. When I began in this role, I quickly recognized that our internal processes needed to evolve to match the remarkable growth of our membership, our success in securing funding through MSP negotiations, and the ongoing shifts in the profession of optometry.
To address these needs, I focused on strengthening BCDO’s internal structures. This began with the development of a dynamic and skilled team that brought new perspectives and fresh ideas to the table. At the same time, I worked diligently to build and nurture key relationships with external stakeholders, including UBC Pharmacy, Family Doctors of BC, and the Coalition of Health Associations of BC. We also forged important connections with the College of Health and Care Professionals of BC, industry sponsors, the Ministry of Health, and government officials such as the Senior’s Advocate, Representative for Children and Youth, and the First Nations Health Authority.
I am particularly proud of the work done by our communications team—Emily Clark, Manager, and Adelaide Chan, Coordinator. They led the effort to refresh the EyeLiner, redesigned our website, and embraced new technologies, like the AIpowered Find A Doctor tool. Their creativity also shone through in the success of our first-ever Transit campaign, which ran throughout the summer and fall.
Emily and Adelaide’s work, including the visuals you see both year-round and at our conference, has been integral to our organization’s identity.
Our administrative support team—Surbhi Solanki, Senior Bookkeeper, Peyton Saklofsky, Junior Bookkeeper, Claire Tusiime, Operations Manager, and May Lin, Program Manager—provided steadfast foundational support as we navigated significant changes. From payment processing and human resource management to committee support, their efforts have been invaluable in helping us operate more efficiently and effectively.
The membership team, led by Megan Wei, Manager, CE and Events, and Nathalie Lee, Membership Coordinator, revitalized their areas with a more streamlined approach to ARBO certification, improved communication with industry sponsors, and most importantly, a renewed focus on increasing member value.
Finally, under the leadership of Gregory Neher, Senior Manager, and with the support of Krista McBratney and Clinton Yeung, our EyeSafeBC team has consistently delivered exceptional service to our members. In parallel, they have been reimagining and enhancing the ordering portal, Vertex, to streamline processes and improve user experience. EyeSafeBC continues to show impressive growth, having paid out over $270,000 in professional fees to our members, further demonstrating the program’s ongoing success and commitment to excellence.
One of the most fulfilling aspects of this year has been seeing how our team came together to support larger initiatives such as strategic planning, scope optimization, and the planning of our 2025 annual conference. These efforts reflect the strength of our collective vision and commitment to the future of BCDO.
As we look ahead to 2025, we are excited to build on the many successes of 2024. With a strong foundation in place, we are poised to achieve even greater accomplishments together.
Sincerely,
Kathryn Bell Chief Executive Officer
2024 At A Glance
Successfully implemented the 2022-2025 Optometry Master Agreement, which introduced new fee codes. Meanwhile, we preserved essential elements including balance billing and funding for the Continuing Education Fund, Technology, Innovation & Equipment Fund, and the Rural Access Fund.
Provided over 60 hours of continuing education through virtual and in-person sessions to keep members well-informed and equipped to deliver top-tier care.
Hosted one of the most well-attended Annual Conferences in BCDO history.
Launched a comprehensive campaign for scope optimization.
Conducted two successful transit campaigns to raise public awareness of optometrists’ crucial role in urgent and routine eye care and the importance of eye exams for children.
Strengthened connections with optometry schools to support student engagement and mentorship, thereby building the future of our profession.
Continued to offer an extensive array of member benefits , from discounts on hotels and mortgages to savings on payment processing and more.
Strategic Priorities 2024-2028
General Members: 902
BCDO is happy to report that from 2023-2024 our membership grew. At the end of 2024, our general membership rate consisted of 823 voting members along with 79 non-voting members, for a total of 902 members.
2025 BCDO Member Benefits
Honorary Members
1922 Dr. Charles F. Prentice
1986 Dr. Robert Scholefield 1986 Dr. James C. Stewart 1986 Dr. W. Norman Armstrong
Dr. Edward J. Fisher
Dr. William M. Lyle
Dr. George L. Darmont
Dr. William R. McRoberts
Dr. Herbert (Bert) Jervis 2000 Dr. G. Rix Graham 2000 Dr. Sherman O. Olsen 2001 Dr. Brian D. Cox
2011 Dr. Jack Williams
Industry Representative of the Year
2017 Ms. Stefanie Grenier
2020 Mr. Rawn Stokoe
2021 Ms. Paula Simonsen 2022 Ms. Sherry Klassen 2023 Ms. Alannah Bruns
Optometric Assistant of the Year
2013 Mr. David Myrden
2014 Mr. Peter Freudenreich 2015 Ms. Dayle Whitecross
2016 Ms. Deirdre Escalante
2017 Ms. Michelle McLeod
2018 Ms. Lindsay Wightman 2019 Mr. Errol Camacho
2020 Ms. Natalia Jette 2021 Ms. Melina Malekzadeh 2022 Ms. Katarina Pekarova
Ms. Alicia Jeffery
EyeSafe: A Year of Growth and Innovation in 2024
EyeSafe continued to expand as a valuable member benefit program throughout 2024.
Despite challenges such as multiple forestry mill closures and an off-year in our two-year safety eyewear replacement cycle, we achieved steady growth. We processed 3,806 jobs, a 2% increase, and paid out $276,000 in doctors’ professional fees, marking a 6% rise from the previous year.
Strong Partnerships with Leading Labs
Our partnerships with Essilor and Hoya remain robust, ensuring timely and high-quality service for our members.
• Essilor completed 2,369 jobs with an average turnaround time of 6.8 days.
• Hoya processed 1,437 jobs with an average turnaround of 9.1 days.
• Both labs maintained an impressive error rate of just over 2%.
Enhancing Efficiency with Vertex
A major focus in 2024 was the development of Vertex, our new order management system, designed in collaboration with Pro.Net and shaped by valuable feedback from our members. This cutting-edge portal is engineered to streamline the clinic experience, enhancing ease of use and efficiency. Vertex is set to launch soon, bringing a new level of convenience to our members.
New Offerings Launched in 2024
This year, we introduced several new products and tools to enhance the EyeSafe experience:
• Core Frame Kit featuring all five frame brands available through EyeSafe.
• Customized & branded frame tray, designed for seamless use with our new core frame kits.
• Precision fitting tool, developed to help measure gaps between the face and safety frames for a more secure fit.
• New Frame Catalogue, available in both digital and printed formats, listing all EyeSafe-approved frames.
EyeSafe Frame Sales at a Glance
• In 2024, between complete safety jobs and frame stock orders, we sold 6,726 frames.
• ArmouRx led the way, comprising nearly 60% of total sales.
• Hilco followed, making up 25%.
• HiDX, Stoggles, and WileyX each accounted for around 5% of orders.
• Notably, nearly two-thirds of our orders featured Canadian brand frames (ArmouRx and HiDX), underscoring our commitment to supporting Canadian eyewear brands.
Looking Ahead to 2025
We are excited for another impactful year ahead, with several key initiatives on the horizon:
• Attending industry trade shows to strengthen EyeSafe’s offerings and partnerships.
• Launching Vertex, our game-changing order management system.
• Hosting an Optometric Assistant training session at the BCDO Conference in May.
• Collaborating with CSA on an updated Z94.3 safety standard, ensuring continued excellence in workplace eye protection.
With these initiatives, EyeSafe is poised for continued growth and innovation in 2025. We look forward to building on our success and enhancing the experience for our valued members.
Students
New Grad Boot Camp and Orientation
The New Grad Boot Camp was held in person on September 15, 2024, sponsored by an unrestricted education grant from Johnson & Johnson. This event consisted of two hours of COPE approved CE for attendees, as well as panel discussion with practicing doctors and a presentation by the Financial Literacy Council. This annual one-day event provided 31 New Grads an opportunity to benefit from the knowledge and experience of their more experienced colleagues, as well as opportunities to network with both the BCDO and the provincial College.
We look forward to continuing to offer sessions on practical financial advice, MSP billing information, and general advice that will benefit New Grads’ practice. We are already in discussion with other industry partners to host New Grad specific events in 2025, and hope to use these opportunities to benefit and support our New Grad members.
Student Outreach
BCDO continues to offer complimentary student membership to students attending schools of optometry who are considering practicing in BC once they graduate. We worked to connect with these students through a number of in-person and virtual events in 2024.
BCDO held four events connecting with students at Pacific University, including the annual Thanksgiving meal and Q&A session in the fall. We had BCDO representatives visit the Illinois College of Optometry twice in 2024, and hosted virtual events for students at the University of Waterloo and the University of Montreal in the spring. BCDO is hoping to host more virtual student outreach events in 2025 and has already been contacted by multiple chapters of the Canadian Association of Optometry Students looking for information about practicing in BC.
BCDO continues to offer complimentary attendance to our Annual Conference for all our student members, and were pleased to have 33 student members attend. For 2025, we are working on developing one day of student specific programming, to provide student members with an opportunity to network and receive advice from practicing ODs.
Continuing Education
Continuing Education
We support doctors of optometry and optometric staff in achieving professional excellence by providing continuing education in-person and online through conferences, seminars, and webinars that enhance their knowledge and skills and help them keep current with advances in the profession.
Member Continuing Education
We strive to offer engaging speakers and content as the availability and accessibility of CE increases. Our regional meetings, virtual webinar sessions and annual conference continue to be an ongoing success and well attended and rated by our members.
The three-day Annual Conference will again be held in May and we look forward to an exciting in-person continuing education and networking event. This year’s annual conference will see us build on the success of last years hands-on workshops. These workshops were created to provide our attendees an experience and education that is not possible through other avenues
OPTOFAIR
BCDO is proud to host Western Canada’s largest optometric tradeshow, OPTOFAIR, as part of the three-day Annual Conference this May. This year, we’re making it even bigger by expanding the tradeshow to both Saturday and Sunday, giving attendees more chances to engage with industry leaders and explore the latest innovations in ophthalmic technology and products. OPTOFAIR remains a key event for showcasing new product and technology launches and fostering connections between our members and industry representatives.
of obtaining CE. They will allow our members to solidify the techniques and skills that are required in the exam room and not just provide robust education.
This year’s conference will also offer fantastic education and an in-depth experience for Staff, Certified Optometric Assistants and Opticians. The non-OD content continues to increase to support the feedback and demand of our members.
Government and Public Affairs Committee Report
Driving Change: Scope Optimization
In 2024, we kicked off our scope optimization campaign. We strongly believe that modernizing scope in British Columbia will bring better access to and timeliness of eye care under a system that is currently overburdened. A primary milestone was the BCDO AGM on April 2, where we presented a summary of the proposal. With overwhelming support from both members and the Board, the GPAC Committee took the next big step—preparing, writing and submitting a proposal to the Minister of Health and the Premier in August 2024 requesting scope optimization.
Leading up to our proposal submission, BCDO actively engaged with key stakeholders, including the Ministry of Health, the College for Health and Care Professionals BC, the BC Rural Health Network, Canadian Association for Retired Persons, Minister Dix, and Premier Eby. These conversations laid crucial groundwork for our advocacy efforts.
Our members have been central to this effort. We’ve worked alongside BCDO membership to collect powerful patient stories and equipped them with new resources including an Election Toolkit and letter templates to amplify their voices with local MLAs.
In September, we hosted a highly successful Town Hall, sparking valuable discussions on scope optimization, election advocacy, and MSP billing. The enthusiasm and participation from our members were a valuable part of ensuring our progress.
In 2025, we’re ready to keep up the momentum and push for the changes to our profession— and our patients—deserve.
Prescribe or administer injectables for the diagnostic and therapeutic treatment of the human visual system, the eye and adnexa in certain conditions.
Minor laser treatment procedures –Peripheral Iridotomy (PI), Selective Laser Trabeculoplasty (SLT) and NdYAG Capsulotomy. All are performed in-office.
Prescribe oral medications for disorders and diseases of the human visual system, the eye, and its associated structures.
Conduct minor procedures to remove minor skin lesions such as skin tags, papilloma, verrucae, etc. performed in-office under local anesthesia.
Canadian Association of Optometrists (CAO) Report
Dr.
Surjinder Sahota
- CAO Treasurer - British Columbia
2024 was a pivotal year for optometry in Canada, with key achievements in federal advocacy, public education, insurance modernization, and expanding access to care.
The passage of Bill C-284 represents a pivotal advancement, aligning with the CAO’s enduring commitment to establishing eye care as a national health priority and promoting regular, proactive care across the country. Health Canada confirmed they will be working closely with the vision health partners to inform the strategy. The consultation process will involve both online and in-person interviews, and a discussion paper available for input.
CAO plays an active role in both HEAL (Organization for Health Action), and the EHPC (Extended Health Providers Coalition), where CAO holds the chair position. Through these memberships, we engage in discussions concerning health human resources, focusing on areas such as retention, recruitment, planning, and innovation. Along with CAO’s individual efforts, EHPC has been advocating for the expansion of the Canada Student Loan Forgiveness Program to include optometrists and other healthcare practitioners. We have also been actively calling on the government to repeal the proposed increase in capital gains tax for healthcare workers.
Proper remuneration for optometric services remains a priority. The Non-Insured Health Benefits (NIHB) program has advised that general eye exams within
frequency are now an open benefit and do not require prior approval. While CAO is pleased with this improvement, we will continue our work to advocate for the best interest of our members, including our work towards increasing the current low reimbursement levels. CAO is also preparing a submission to the Interim Federal Health Program (IFHP), advocating for fair compensation for optometrists, reflecting the essential services they provide.
In support of improving access to optometric care, CAO offered an Indigenous Eye Care webinar led by a panel of ODs, including Dr. Johnathan Lam, who spoke about his work developing BCDO’s Rural Access Program. A variety of resources, including the webinar recording can be found on the Indigenous Eye Care page on the CAO member website. Optometrists and optometric students who identify as Indigenous Peoples are invited to join the Indigenous Optometrists of Canada community (IOC). Contact ioc@opto.ca to learn more or join.
Our insurance industry modernization initiative made significant progress in the past year with Medavie offering new vision benefits options to clients and the Canadian Armed Forces, increasing their reimbursement rate. CAO’s focus is now increasingly on brokers and advisors to create more demand for improved benefits.
Following the consultation that Health Canada conducted in 2023 on drug shortages, in which the CAO actively participated, the Department announced
a three-pronged approach to addressing and building resilience against drug and medical device shortages: Identifying and addressing shortage risks, Enhancing and sharing supply chain information, and Improving access to health products. All aspects of the Health Canada proposal seem to be aligned with what the CAO and other stakeholders have proposed. The CAO will participate in a consultation on the list of drugs that are vulnerable to shortages to ensure that ophthalmic drugs are included in that list. The CAO will also create an easy mechanism for members to report shortages they might experience or flag possible shortages so we can promptly share this information with Health Canada for remedial action.
CAO continues to expand support for optometry students, holding events for first-year students and sponsoring the White Coat ceremony at both UM and UW. The CAO President also traveled to the US to meet with Canadian students at PUCO, SUNY, MCPHS and ICO, providing updates on the Canadian optometric landscape, the role of the CAO, and the importance of association membership.
Ahead of the April eclipse, CAO created a Toolkit with information and resources for members. In the lead-up to the eclipse, CAO President participated in numerous media interviews about eye safety. CAO’s bilingual national campaigns for Vision Health Month and Children’s Vision Month focused on the importance of regular, comprehensive eye exams as part of an overall healthcare routine. The GetEyeWise campaign assets and social media guides were shared with all members for use on their own social media platforms. François Couillard, CAO’s CEO, joined the 2025 Board of Directors of the Global Myopia Awareness Coalition (GMAC), to raise awareness and drive global action to address childhood myopia. GMAC is working on a new marketing strategy to support eye care professionals and advance awareness of myopia through selected associations in four pilot countries, including Canada.
The CCOA program continues to add valuable continuing education content through an expanded agreement with the Opticians Association of Canada (OAC) to include French learning modules for CCOA members. The CCOA program is also now available On-demand as a flexible version of the full CCOA program allowing OAs to enroll at any time and complete the modules at their own pace. We released new CE modules about Myopia Management and Scleral Lenses available both in English and French. The CAO Congress will include a CE program for optometric staff in 2025.
Work continues to improve the Canadian Journal of Optometry. Last year, we conducted a thorough review of CJO content, processes and guidelines. This year will be dedicated to implementing impactful changes to comply with indexing requirements and ensure sustainability.
In January, optometric leaders from across the country gathered in Ottawa for the 2025 Optometric Leaders Forum (OLF) to explore the topic of scope optimization. Panels from Canada and the US discussed scope modernization and lessons learned.
CAO is deeply invested in our work as the national hub for optometry while supporting provincial initiatives and member needs and fostering an ongoing dialogue that elevates optometric practice nationwide. We are committed to ensuring a strong future for the profession through our committee work, our annual Optometric Leaders Forum, our Biennial Congress and our ongoing work with associations, colleges, regulators and schools of optometry and other stakeholders in the eye health and healthcare provider space.
CAO’s next major event is the 2025 CAO Congress in Halifax this summer. CAO has partnered with NSAO and Vision Therapy Canada for this Congress and we’ve planned an incredible education program, and social events that showcase maritime culture. We hope to see you there!
Rural and Indigenous Access Care
In 2024 a new Committee was formed to administer and grow the usage of the Rural and Indigenous Access fund provided by MSP as a part of our Master Agreement. This fund receives $500,000 in funding annually from MSP and the funds have been used to purchase equipment, build exam lanes, fund travel and other costs associated with providing care in the communities that meet the requirements.
In 2024 BCDO, with the MSP funding, leased 3 Virtual Field analyzer units, 2 of which are based in remote clinics permanently and 1 is available to travel to other communities when needed. Most recently a full set of mobile equipment was purchased that can be loaned to Members to provide care within the program that do not have their own equipment. In 2025 we plan to have a frame kit and lab contracts that can be used as well by those without these resources in place to encourage increased participation and expand eyecare to the communities not being served yet.
In 2024, a total of 23 optometrists from British Columbia submitted 133 reimbursement applications for trips to 76 rural communities, totaling $300,374.93 in reimbursements. The largest share of the funds, $94, 316.00 (31%), was allocated to Travel Time, followed by $69,350.00 (23%) to Meals, $61,113.23 (20%) for Accommodation, $31,864.18 (11%) for Automobile Mileage, $36,489.79 (12%) for Return Flights, and $7,241.73 (2%) for Car Rentals.
Children’s Vision Program
2024
was an exciting year for the Children’s Vision Program.
Many conversations were had with provincial health authorities and stakeholders on providing updated screening recommendations and how BCDO can support a new vision assessment program within the school system.
Public Education
A transit campaign was launched during the summer, featuring advertisements on the backs of buses and interior cards. The second phase of the campaign commenced in September, with a targeted emphasis on promoting children’s eye exams and back-toschool initiatives.
School Eye Exam Pilot Programs
BCDO has partnered with Vancouver Coastal Health on a pilot program to provide comprehensive eye exams for kindergarten and grade 1 students at specifically identified underserved schools in the region. This pilot program is scheduled to commence in Spring 2025.
BCDO has partnered with Interior Health on a pilot program to provide comprehensive eye exams for kindergarten students at 5 schools in the Central Okanagan School District. This pilot is scheduled to commence in Spring 2025.
School Vision Program/ Engaging with Public Health
BCDO has been meeting with Public Health representatives in the Ministry of Health regarding the lack of school vision screenings since the COVID-19 pandemic. Alongside ophthalmologists we have advocated for a program to be restarted. With public health we are working to develop a new school vision program with the goal of having a program for the 2026-2027 school year. We aim to have this new program include eye care professional approved screening protocol with students identified at screenings being seen on site by an optometrist. Referrals will be made to community optometrists and ophthalmologists for ongoing care.
Ongoing Member Support
BCDO continues to support our members with collateral for children’s vision. These materials include informative brochures on children’s vision and myopia
management, in addition to Opie stuffed toys, coloring books, sunglasses, colored pens, mouse pads, and more that can be distributed to increase community awareness about the importance of children’s vision care.
BCDO continues to represent optometry and raise awareness of the importance of children’s eye care at community events.
Looking Forward to 2025
Looking ahead, BCDO will be working on a reimagined school vision program that increases access to eye care and raises awareness of optometrists as the primary eye care provider. BCDO will continue to advocate for awareness of the importance of children’s vision care and build relationships with partners in vision care.
Communications Report
Overview
The Communications Strategy for 2024 emphasized BCDO’s goal of positioning optometry at the forefront of eye health and vision care. According to Medical Services Program coverage data, there has been a steady increase of eye exams over the past few years. Around 2% more British Columbians get an eye exam each year compared to the previous year. To continue this trend, BCDO pursued multiple advocacy efforts.
2024 saw BCDO adopting a multi-faceted approach to increased presence. We partnered with our members for robust video coverage on important eye health topics, bolstering our social media presence with quality content. Digital engagement increased after rolling out a website refresh with a new and improved Find a Doctor tool. We strategically promoted the new tool across the province through a full-scale transit campaign that reached across British Columbia. In support of the association’s mission to be active in the local community, BCDO also helped put on a pilot popup station at the Killarney Youth Soccer Association.
Public Relations
Transit Campaigns
BCDO launched two transit advertising campaigns across British Columbia, including Vancouver, Vancouver Island, and the Interior. These campaigns leveraged high-visibility transit placements to reinforce optometrists as the primary providers of eye health care. Interior cards also pointed readers to our Find a Doctor tool through a QR code.
Campaign Reach & Impact
• Bus Tail Advertisements: Estimated 26,000,000 impressions
• Interior Transit Ads (Buses & SkyTrains): Estimated 24,672,000 impressions
• Total Estimated Impressions: Over 100 million across two flights
These campaigns extended into rural communities via regional bus networks, helping us connect with audiences that are traditionally harder to reach.
Flight 1: General Eye Health Awareness
July 15 – September 15
Our first campaign focused on broad eye health awareness, emphasizing that optometrists should be the first point of contact for concerns like cataracts, pink eye, glaucoma, blurred vision, and dry eye. By positioning optometrists as the go-to professionals for these common conditions, we aimed to shift public perception and encourage proactive eye care.
Flight 2: Back-to-School Eye Exams
September 3 – November 3
Timed with the back-to-school season, this campaign encouraged parents to make eye exams a routine part of their child’s school preparations. The goal was to integrate vision care into the broader conversation around children’s health and academic success.
Strategic Impact
Brand awareness is a crucial step in solidifying BCDO as the leading voice for optometry and the primary resource for vision and eye health in BC. These campaigns directly supported our strategic priority of positioning optometry at the forefront of eye care.
Lamar Transit estimates that the SkyTrain interior ads from Flight 1 alone reached 24,672,000 impressions. With additional bus interior placements, the total impact was even greater. Most importantly, we successfully expanded our reach into rural communities—an often underserved and harder-to-access market.
TV Presence
Many thanks to Drs. Evelyn Lo, Janice Luk, and Ying Zhao who represented BCDO live on CTV and Global. These interviews showcase our members as experts of eye health, raising the profile of optometrists in the conversation around eye health.
Community Engagement
In an exciting initiative blending eye health advocacy with environmental stewardship, BCDO partnered with Alcon, Plastic Bank, and the BC Society of Eye Physicians and Surgeons to spearhead a shoreline cleanup event. The event shone a spotlight on the intertwined importance of clear vision and a clean planet.
The Shoreline Cleanup took place on July 13, and saw over 75 volunteers scouring English Bay Beach for litter. The event also featured a workshop about turning trash into treasure.
The event served as more than a cleanup effort, it was an initiative that fostered a sense of collective responsibility, encouraging participants to embrace sustainable practices in their daily lives, communities, and practices.
BCDO also had a presence in community events throughout the year. A huge thank you to the optometrists who volunteered their time to represent optometry.
Digital Presence
Social Media
Since it’s conception in 2022, Doctor Generated Content continued to take Instagram by storm with an average of 5% engagement per post throughout 2024.
Our teams continued to use a mix of BCDO owned assets and new creative to discuss urgent care and routine eye health and supplemented it with new Doctor-Generated Content to deliver on our communications objectives. Moving social media in-house leant itself to increased expansion of the social footprint and presence of BCDO and its members.
BCDO developed content in collaboration with various BCDO members that started with a social briefing, and resulted in social-first content that spanned a wide variety of urgent eye care topics.
BCDO also launched its LinkedIn page, fortifying the brand on that channel as a trusted source of optometric news and professional advancement opportunities. Several key highlights include media coverage (e.g. CTV News interviews), industry partner collaborations (e.g. Waterloo Eye Institute), and provincial conferences.
Website/Find a Doctor Tool
Instead of being static, websites are interactive entities that bring the most important resources and information to the public. They are vital sources of organic engagement. The association leveraged this fact and took the opportunity to upgrade its public facing website with a refresh in 2024. Modernizing the look and feel whilst reverting back to the classic BCDO teal and orange colour palette, whilst also reorganization the website structure with navigation efficiency in mind. The refresh saw an increase in engagement rate to 84.2%, with the industry standard sitting between 60 and 70%.
Our Find an Eye Doctor tool also got a refresh with a more user friendly, intuitive navigation bar. In 2024, 9,407 new users interacted with the FAD tool, with 14,378 total users throughout the year. The tool also had 4,087 organic leads from search engines.
Treasurer’s Report
I am pleased to present the Treasurer’s Report for 2024. It continues to be the Board of Directors objective to ensure that membership assets are spent in a way that best supports our members and the profession in BC.
Dues made up 43% of BCDO revenue in 2025, other revenue sources include 23% from conference revenue, and 22% from the Public Relations levy.
Expenses breakdown are 46% spent on administration and salaries, 14% on Board expenses, and 19% spent on both Conference and Public Relations activities, including the transit campaign across the summer of 2024, a website refresh and a new find a doctor tool.
For 2024 we had a budget deficit of $40,000. This deficit will be taken out of surplus funds from previous years. There were several drivers of this deficit, including increased staff salaries (~$180,000) and board expenses (~$90,000). Staff salaries increased as we have a full complement of staff now with no vacancy savings in 2024 (increased from
2025 Revenue Sources
a low of 5 FTE in 2023 to our current staffing level of 11 FTE in 2024). Board expenses have increased from historic as we have a geographically diverse board and travel for meetings has only been increasing with inflation, especially in the cost of catering and hotel rooms. In 2024 we had 5/11 Board members from outside the lower mainland. This accounts for 52% of the increased board expenses. The balance of board expenses were related to one-time payments for per diems that were missed in 2023.
In 2025 we are projecting a balanced budget due to increased membership dues for the first time in 15 years. The last several years of inflation have impacted all our operating costs, especially salaries due to the high cost of living in BC and increased travel costs for Board Meetings.
In 2024 we provided reimbursements from our Technology, Innovation and Equipment Fund, Continuing Education Fund, and Rural and indigenous Access to Services Fund. These funds are provided as a grant as a part of our MSP agreement.
2024 Expenses
The Continuing Education fund is also used to subsidize the cost of the BCDO Annual Conference as to support BCDO CE opportunities throughout the province.
The Rural and Indigenous Access to Services Fund is used to provide care to rural and First Nations populations, and a total of over $300,000 was distributed to members and to fund equipment purchases as part of this funding program terms.
EyeSafe contributed $46,000 in revenue in 2024, paying out more than $270,000 in professional fees and maintaining small margins on frame sales to benefit participating members. Looking forward to 2025, EyeSafe will be launching their new sales portal Vertex and we anticipate higher sales volumes to begin to show in 2026. A challenge for EyeSafe in BC has been the continuing closure within the primary resource industries, so we are looking beyond these employers to create a larger market.
Audited financial statements for 2024 are attached for your review.
Danielle Campbell BCDO, Treasurer
Independent Auditor’s Report
For the year ended December 31, 2024
Independent Auditor's Report
To the Board of British Columbia Association of Optometrists:
Report on the Audit of the Financial Statements
Opinion
We have audited the financial statements of British Columbia Association of Optometrists (the "Society"), which comprise the statement of financial position as at December 31, 2024, and the statements of operations, changes in net assets and cash flows for the year then ended, and notes to the financial statements, including a summary of significant accounting policies.
In our opinion, the accompanying financial statements present fairly, in all material respects, the financial position of the Society as at December 31, 2024, and the results of its operations and its cash flows for the year then ended in accordance with Canadian accounting standards for not-for-profit organizations
Basis for Opinion
We conducted our audit in accordance with Canadian generally accepted auditing standards. Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of our report. We are independent of the Society in accordance with the ethical requirements that are relevant to our audit of the financial statements in Canada, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
Responsibilities of Management and Those Charged with Governance for the Financial Statements
Management is responsible for the preparation and fair presentation of the financial statements in accordance with Canadian accounting standards for not-for-profit organizations, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements, management is responsible for assessing the Society’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless management either intends to liquidate the Society or to cease operations, or has no realistic alternative but to do so.
Auditor's Responsibilities for the Audit of the Financial Statements
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Canadian generally accepted auditing standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
As part of an audit in accordance with Canadian generally accepted auditing standards, we exercise professional judgment and maintain professional skepticism throughout the audit. We also:
Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.
Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Society’s internal control.
Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management.
Conclude on the appropriateness of management's use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Society’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor's report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor's report. However, future events or conditions may cause the Society to cease to continue as a going concern.
Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.
We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit
Report on Other Legal and Regulatory Requirements
As required by the Societies Act (British Columbia), we report that, in our opinion, the accounting principles in Canadian accounting standards for not-for-profit organizations have been applied on a basis consistent with that of the preceding year.
Surrey, British Columbia
April 14, 2025
Chartered Professional Accountants
Audited Financial Statements
For the year ended December 31, 2024
(Note 12)
British
2,244,411 5,536,615 5,037,188 Approved on behalf of the Board Director Director
British
British
British Columbia Association of Optometrists (dba
3,107,386 1,671,513
British Columbia Association of Optometrists (dba BC Doctors of Optometry)
Notes to the Financial Statements
For the year ended December 31, 2024
1. Incorporation and nature of the society
The British Columbia Association of Optometrists ("the Society") is incorporated under the Society Act of British Columbia. The Society is registered as a not-for-profit organization and this is exempt from income taxes under Section 149(1) of the Income Tax Act of Canada. The Society also meets the definition of a not-for-profit organization as defined in subsection 123(1) of the Excise Tax Act. In order to maintain its status as a registered not-for-profit organization under the Act, the Society must meet certain requirements in the Act. In the opinion of management, the requirements have been met.
The Society represents optometrists working in communities across British Columbia and is dedicated to advancing the successful practice of optometry by its members advocating the highest standard of patient care, and is the vigilant voice of issues affecting the eye health of all British Columbians.
2. Significant accounting policies
The financial statements have been prepared in accordance with Canadian accounting standards for not-for-profit organizations set out in Part III of the CPA Canada Handbook - Accounting, as issued by the Accounting Standards Board in Canada, and include the following significant accounting policies:
Revenue recognition
The Society follows the deferral method of accounting for contributions. Restricted contributions are recognized as revenue in the year in which the related expenses are incurred. Unrestricted contributions are recognized as revenue when received or receivable if the amount to be received can be reasonably estimated and collection is reasonably assured.
British Columbia Association of Optometrists ("BCAO") membership dues, public education assessment and Canadian Association of Optometrists grants are recognized in the year in which they apply. Dues and grants collected are allocated proportionately over a 12 month period commencing January 1, and the portion not yet taken into revenue is recorded as deferred revenue.
Continuing education and Optofair revenue are recognized in the period in which the courses, event and related expenses occur.
Interest income is recognized on the accrual basis.
Other revenue is recognized when the services are provided and when collection is reasonably assured.
EyeSafe program and special order revenues are recognized when the related laboratory has provided the services to the patient and when collection is reasonably assured.
Government assistance
Government grants are recorded as revenue in the period to which the grant applies once there is reasonable assurance that the Society will meet the eligibility criteria, the government support will be received and the amount to be received is measurable.
Cash
Cash includes balances with banks. Cash subject to restrictions that prevent its use for current purposes is included in restricted cash.
Capital assets
Purchased capital assets are recorded at cost. Amortization is provided using the straight-line method at rates intended to amortize the cost of assets over their estimated useful lives.
British Columbia Association of Optometrists (dba BC Doctors of
Notes to the Financial Statements
For the year ended December 31, 2024
2. Significant accounting policies (Continued from previous page)
Intangible asset
Specified intangible assets, Website are recognized and reported apart from goodwill.
An intangible asset recognized separately from goodwill and subject to amortization is recorded at cost. Contributed intangible assets are recorded at fair value at the date of contribution if fair value can be reasonably determined.
Amortization is provided using the straight-line method at a rate intended to amortize the cost of intangible asset over its estimated useful life
Rate
Website 3-5 years
When an intangible asset no longer contributes to the Society’s ability to provide goods or services, or the value of future economic benefits or service potential associated with the intangible asset is less than its net carrying amount, its carrying amount is written down to fair value
Internally generated intangible assets – research and development costs
The Society expenses all research costs as they are incurred. Development costs are expensed as incurred unless they meet the criteria for deferral and subsequent amortization in accordance with the guidance in Section 3064 Goodwill and Intangible Assets
Long-lived assets
Long-lived assets consist of capital assets and intangible assets. Long-lived assets held for use are measured and amortized as described in the applicable accounting policies.
The Society writes down long-lived assets held for use when conditions indicate that the asset no longer contributes to the Society’s ability to provide goods and services. The asset are also written-down when the value of future economic benefits or service potential associated with the asset is less than its net carrying amount. When the Society determines that a longlived asset is impaired, its carrying amount is written down to the asset’s fair value
Leases
Leases are classified as either capital or operating leases. Those leases that transfer substantially all the benefits and risks of ownership of the property to the Association are accounted for as capital lease. Capital lease obligations reflect the present value of future lease payments discounted at appropriate interest rates. All other leases are accounted for as operating leases, wherein rental payments are charged to operations on a straight-line basis over the term of the lease.
Foreign currency translation
These financial statements have been presented in Canadian dollars, the principal currency of the Society's operations.
Measurement uncertainty (use of estimates)
The preparation of financial statements in conformity with Canadian accounting standards for not-for-profit organizations requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements, and the reported amounts of revenues and expenses during the reporting period.
Accounts receivable are stated after evaluation as to their collectability and an appropriate allowance for doubtful accounts is provided where considered necessary. Provisions are made for slow moving and obsolete inventories. Amortization is based on the estimated useful lives of capital assets.
These estimates and assumptions are reviewed periodically and, as adjustments become necessary they are reported in excess of revenues and expenses in the periods in which they become known.
British Columbia Association of Optometrists (dba BC Doctors
Notes to the Financial Statements
For the year ended December 31, 2024
2. Significant accounting policies (Continued from previous page)
Financial instruments
The Society recognizes financial instruments when the Society becomes party to the contractual provisions of the financial instrument.
Arm's length financial instruments
Financial instruments originated/acquired or issued/assumed in an arm’s length transaction (“arm’s length financial instruments”) are initially recorded at their fair value.
At initial recognition, the Society may irrevocably elect to subsequently measure any arm’s length financial instrument at fair value. The Society has not made such an election during the year
The Society subsequently measures investments in equity instruments quoted in an active market and all derivative instruments, except those designated in a qualifying hedging relationship or that are linked to, and must be settled by delivery of, unquoted equity instruments of another entity, at fair value. Fair value is determined by published price quotations. Investments in equity instruments not quoted in an active market and derivatives that are linked to, and must be settled by delivery of, unquoted equity instruments of another entity, are subsequently measured at cost less impairment. With the exception of financial liabilities indexed to a measure of the Society’s performance or value of its equity and those instruments designated at fair value, all other financial assets and liabilities are subsequently measured at amortized cost.
Transaction costs and financing fees directly attributable to the origination, acquisition, issuance or assumption of financial instruments subsequently measured at fair value are immediately recognized in deficiency of revenue over expenses Conversely, transaction costs and financing fees are added to the carrying amount for those financial instruments subsequently measured at cost or amortized cost.
Financial asset impairment
The Society assesses impairment of all its financial assets measured at cost or amortized cost. The Society groups assets for impairment testing when there are numerous assets affected by the same factors. Management considers whether there has been a breach in contract, such as a default or delinquency in interest or principal payments in determining whether objective evidence of impairment exists. When there is an indication of impairment, the Society determines whether it has resulted in a significant adverse change in the expected timing or amount of future cash flows during the year
The Society reduces the carrying amount of any impaired financial assets to the highest of: the present value of cash flows expected to be generated by holding the assets; the amount that could be realized by selling the assets at the statement of financial position date; and the amount expected to be realized by exercising any rights to collateral held against those assets.
Any impairment, which is not considered temporary, is included in current year deficiency of revenue over expenses
The Society reverses impairment losses on financial assets when there is a decrease in impairment and the decrease can be objectively related to an event occurring after the impairment loss was recognized. The amount of the reversal is recognized in deficiency of revenue over expenses in the year the reversal occurs.
3. Term deposits
Term deposits bear interest at 3.65% per annum (2023 - 5.65% to 5.71%), are non-cashable, and mature in November 2026. Term deposits totaling $NIL (2023 - $772,867) have been internally restricted, as described in Note 13.
4. Investments
of the
British
to the Financial Statements For the year ended December 31, 2024
5. Inventory
The cost of inventory recognized as an expense and included in cost of sales amounted to $233,761 (2023 - $219,798).
7. Capital assets
8. Intangible asset
No amortization was recorded during the year as the website is still under development.
9. Accounts payable and accruals
British Columbia Association of Optometrists (dba BC Doctors of
to the Financial Statements For the year ended December 31, 2024
Included in accounts payable and accruals is $55,084 in goods and services tax payable (2023 - $18,862).
10.Unearned revenue
Unearned revenue consists of unearned membership dues, public education assessment dues, Canadian Association of Optometrists dues, Optofair revenue and conference registration fees. Recognition of these amounts as revenue is deferred to periods when the specified events occur, and proportionately over the membership term for annual dues.
11.Deferred contributions
Deferred contributions consist of unspent contributions externally restricted for the continuing education of optometrists. Recognition of these amounts as revenue is deferred to periods when the specified expenditures are made. Changes in the deferred contribution balance are as follows:
12.Commitments
The
13.Internally restricted net assets
The Board of Directors internally restricted $772,867 (2023 – $772,867) of unrestricted net assets to be held for unforeseen or unanticipated financial obligations. These internally restricted amounts are not available for other purposes without approval of the Board of Directors.
14.Employee compensation
British Columbia Association of Optometrists (dba
Notes to the Financial Statements
For the year ended December 31, 2024
As required by the BC Societies Act, the Society is required to disclose the remuneration paid to employees and contractors earning over $75,000. During the year ended December 31, 2024, the Society paid a total remuneration of $371,416 to its three employees for earning over $75,000 (2023 - $157,521 - one employee).
15.Director compensation
During the year, the Society paid a total of $188,650 (2023 – $126,000) to the fourteen (2023 – thirteen) members of the Board of Directors.
16.Financial instruments
The Society, as part of its operations, carries a number of financial instruments. It is management's opinion that the Society is not exposed to significant interest, currency, credit, liquidity or other price risks arising from these financial instruments except as otherwise disclosed.
Interest rate risk
Interest rate risk is the risk that the value of a financial instrument might be adversely affected by a change in the interest rates. Changes in market interest rates may have an effect on the cash flows associated with some financial assets and liabilities, known as cash flow risk, and on the fair value of other financial assets or liabilities, known as price risk. The Society is exposed to interest rate risk on its term deposits and short-term investments.
Credit risk
Credit risk is the risk that one party to a financial instrument will cause a financial loss for the other party by failing to discharge an obligation. The Society provides credit to customers for membership fees and products and services provided in the normal course of operations. Credit balances are monitored on a continuing basis, and the Society provides allowances for potentially uncollectible amounts receivable.
Liquidity risk
Liquidity risk is the risk that the Society will encounter difficulty in meeting obligations associated with financial liabilities. The Society enters into transactions to purchase goods and services on credit, for which repayment is required at various maturity dates.
Other price risk
Other price risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices (other than those arising from interest rate risk or foreign currency risk), whether those changes are caused by factors specific to the individual financial instrument or its issuer, or factors affecting all similar financial instruments traded in the market. The Society's short-term investments in corporate bonds and index funds exposes the Society to price risk as these investments are subject to price changes in an open market due to a variety of reasons including changes in market rates of interest, general economic indicators and restrictions on credit markets.
Foreign currency risk
Foreign currency risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in foreign exchange rates. The Society enters into transactions to hold investments in foreign stocks denominated in USD currency for which the related cash and investment accounts are subject to exchange rate fluctuations. As at December 31, 2024, the Association has cash denominated in USD currency of $669 (2023 - NIL) and short-term investments of $559,313 (2023 - NIL).
17.Comparative figures
Certain comparative figures have been reclassified to conform with current year presentation.
