Vision 2030: The next chapter for eye care

The AOP predicts that the future of optometry is likely to be shaped by all of these forces, which collectively form the foundation of its newly-published 2026–2030 Five-Year Strategy, which sets out an ambitious vision for the next five years of the profession.

Introducing the strategy, the AOP commits to delivering “visionary change.” This change is designed to “to ensure the organisation and our members are ready for the future, and to advocate for the expanding role optometry should play delivering healthcare to everyone in every part of the UK,” AOP chief executive, Adam Sampson highlighted in the opening.

The AOP believes the profession has a vast range of skills and expertise to offer in supporting the timely, and potentially sight-saving, delivery of enhanced eye care in the community. At a time when optometry is beginning to be recognised as a clear root to relieve pressure on GPs, A&E departments and hospital eye clinics, the AOP, and its work, strives to shine a light and raise awareness of the role that optometry can play in the future delivery of eye care.

Against the backdrop of an ageing population and projections that common eye conditions will rise by 25% by 2032, the AOP highlighted that its five-year strategy is designed to help ensure the “true potential” of optometry is realised.

The strategy comprises four core strategic objectives that the AOP says have been built on its core values and purpose. Combined, “they will help ensure members not only have a say on how their profession develops, but are well equipped, supported and ready for the future,” it emphasised.

Here, OT explores what each objective means and how they can be achieved.

1. Support the clinical future of the profession

Embedded in members’ aspirations to extend their clinical role and skillset, through this objective the AOP aims to work collaboratively with those across the optometry sector, to support the expansion of the role of optometry across the UK’s four nations.

In practical terms, this means driving forward optometry’s path in clinical care to ensure that both optometrists and dispensing opticians can work at the top of their clinical capability by refining and driving forward its national enhanced services policy proposals, while influencing regulatory reform and the scope of AI and digital services.

In doing so, the AOP hopes to position the profession as key in easing the pressure on NHS hospital eye services and primary care, as well as one that can improve patient access to high-quality eye care in community settings.

Will Amlot Photography

Karen Gennard, optometrist and AOP Board member

Karen Gennard, AOP board member, on her changing day-to-day in practice… “My day-to-day practice has changed enormously since I first qualified. As an optometrist in busy community-based independent practice, we undertake a wide range of work. I am fortunate to work in an area with an extensive range of funded extended services with excellent relationships with our colleagues in secondary care. However, there is still more we and our dispensing optician colleagues could do to deliver eye care closer to where patients are. Of course there is a variation in the services provided across England, and our colleagues across the nations have a variety of different options open to them. It depends both on a collaborative approach and realistic funding, as well as considering the impacts on the core business of practices.”

Ankur Trivedi, AOP board member, on the change in clincal demand and patient need… “Patients are generally more well informed and likely to have done some research into their issues/condition. With enhanced services, such as community urgent eye care services and minor eye condition services, patients are more mindful of what community optical practices can deliver in terms of care.”

2. Extend the AOP’s external engagement and influence

Built upon a mission to support and defend its members, this objective is intended to further extend the AOP’s work in this space, while providing optometry with a unified voice when promoting the aspirations and future direction of the profession. In navigating this objective, the AOP will aim to use the political influence it has garnered in recent years, as reflected in its previous five-year strategy, and extend its campaigning and advocacy work in order to engage with government and the four nations to build support for a national enhanced services pathway. By 2030, its ambition is to have gained recognition as an expert in healthcare policy to strengthen its influence.

Karen Gennard, AOP board member, on the importance of policy makers and NHS leaders understanding the skills of community optometry… “To order to meet the objectives of government around healthcare, it is vital that policy makers and leaders understand the full range of skills that optometry brings to the wider healthcare picture, We are well placed, well trained and well organised  to undertake this work, but it is vital that in a crowded healthcare landscape we get this message across. The AOP has a proven track record of influencing change and we should build on this to continue to be bold and dynamic in order to move the profession forward.”

3. Deepen the AOP member offer

Deepening the member offer is central to the AOP’s five-year strategy, recognising that its members must remain at the heart of everything it does. As a result, over the next five years, the AOP aims to build on its membership services and benefits – evolving its offer to meet the changing needs of practitioners. This includes expanding its support for members navigating employment challenges, enhancing the legal representation it provides, and developing education services that reflect an evolving professional development landscape.

This objective also places emphasis on supporting members’ career aspirations across all stages, from optometrists in training to experienced practitioners, while increasing engagement with dispensing opticians to support membership growth. Alongside this, the AOP aims to extend its health and wellbeing programme, recognising the growing pressures facing practitioners.

Will Amlot Photography

Ankur Trivedi, optometrist and AOP Board member

Karen Gennard, AOP board member, on the support members value from the AOP… “Practitioners hugely value the legal and insurance support that AOP membership gives, but membership offers so much more than indemnity insurance. The high quality and varied range of CPD supports members and their teams in all areas of their practice and makes a real difference in a changing health and technology landscape. As the scope of practice changes the AOP is ideally placed to offer the support and education that members will need going forward. One area of work that makes me particularly proud of the AOP is the work that is done by the Peer Support Line. It provides a confidential and dedicated space for members and non-members to talk through their issues, emotions and feelings. The line is staffed by an excellent, well-trained group of member volunteers who all have a background in optometry. Being there and holding a space for someone who needs some support is a real honour.”

Ankur Trivedi, AOP board member, on how the career aspirations of practitioners have changed… “There is much more potential for different routes and opportunities within and outside the sector. There is an also a greater awareness of the opportunities available. This then allows for colleagues to chase that ever elusive work/life balance, which is something that does seem to be front of mind for many in the sector these days compared to the past.”

4. Continue to build an organisation fit for the future

While the AOP is supporting optometry as it evolves, this objective is designed to show its commitment to evolving as an organisation alongside the profession that it represents.

As the delivery of eye care changes, alongside advances in technology, the AOP recognises that it needs to remain agile, efficient and responsive to member needs. As a result, over the next five years, it will also focus inwards as it navigates a business-wide transformation programme that involves modernising its IT infrastructure to improve efficiency and enhance the member services it provides.

For the AOP, this means a greater focus on data management and analytical capability in order to support informed decision-making and personalised engagement with members.

Karen Gennard, AOP board member, on how technology is changing practice… “We are a scientific profession so technology will always be at the heart of what we do. Technology touches every aspect of our practice. It is integral to everything we do. The challenge lies in embracing these advancements while ensuring we do not lose sight of our core clinical skills. The emergence of AI in healthcare represents a true game-changer, and the AOP’s recently developed AI Hub is there to support members as they navigate these changes.”

Ankur Trivedi, AOP board member, on staying relevant to the next generation of optometrists… “We need to engage and listen to our membership to ensure we continue to represent them as well as possible. The membership is so diverse in all aspects, and we need to be ever mindful of that. We need to be able to use this to our strength and allow our membership to inform our work and activities.”

What comes next?

John White, communications and external affairs director at the AOP, summarised for OT what comes next following the publication of the Association’s 2026–2030 Five Year Strategy

“Over the next five years, the focus of our strategy is clear: to help our members thrive in a healthcare system under significant pressure, while ensuring optometry takes a bigger, more recognised role in delivering eye care across the UK.

“At the heart of the strategy is a practical roadmap for change. This starts with supporting optometrists and dispensing opticians to continue to expand their clinical roles. This means helping more patients access eye care closer to home, easing pressure on hospital eye services, GPs and A&Es, and responding as eye health needs continue to rise with an ageing, growing population living with multiple long-term health conditions.

“But achieving this depends on influence. As part of our roadmap, over the next five years we will step up our engagement with government, the NHS and leaders across healthcare to make the case for optometry. Our work will need to ensure the profession is firmly embedded in decisions about how care is designed, funded and delivered.

OT

John White, communications and external affairs director at the AOP

“For the AOP, success will mean optometry is not just an adjunct to conversations, but central to the plan for delivering neighbourhood healthcare, and there is reasonable and proportionate funding into our sector to support the activity.

“Our roadmap is also about practical support for the current and next generation of members. In the next five years, we will continue to evolve our services to match the realities of modern practice, helping optometrists and dispensing opticians navigate new technology, regulatory change and shifting career paths, while ensuring they can deliver high-quality care with confidence – wherever they choose to work. This also means understanding how we can support sustainable, resilient optometry businesses in a challenging economic climate.

“Behind the scenes, the roadmap includes building the partnerships and the data management tools so that the AOP has the agility needed to adjust as the environment changes. In the next five years, we will measure our success based on member feedback towards the new services we have put in place, as well as the growth in our income derived from non-membership subscriptions so we continue to be fit for the future.

“None of this happens in isolation. For the strategy to succeed requires close collaboration with members and partners across eye care and beyond. This is essential to unlock the full potential of optometry, support better outcomes for patients, and make sure that, as the system evolves, the profession is ready, not just to respond, but to lead the way.”

Read more

Our five-year strategy 2026–2030

Our mission to deliver visionary change – in optometry, eye care and health