Eyeworld

100 | EYEWORLD | SPRING 2026 P RACTICE MANAGEMENT by Tonya LaRue and Chase Rabourn About the authors Tonya LaRue Consultant Medical Consulting Group Springfield, Missouri Chase Rabourn Client Business Manager Medical Consulting Group Springfield, Missouri A s ophthalmologists approach retire- ment, the question "What next?" becomes increasingly urgent. Suc- cession planning is not just about finding a replacement surgeon—it's about preserving the legacy, culture, and opera- tional integrity of a practice built over time. For aging ophthalmologists, a well-structured suc- cession plan ensures continuity of care, financial stability, and peace of mind. Today's succession planning must also contend with a new and pressing challenge: a national shortage of both ophthalmologists and optometrists. This workforce shortage adds ur- gency and complexity to the transition process, making early and strategic planning critical. Eyecare workforce shortage The U.S. is experiencing a widening gap be- tween the demand for eyecare and the available provider workforce. This shortfall is driven by a combination of professional and demographic shifts: The influx of new eyecare professionals is largely offset by a rising rate of retirement, preventing the workforce from expanding at the rate necessary to serve a growing population. This pressure is most visible in the rapid expansion of the population aged 65 and older, which carries a higher clinical burden. The sheer volume of required surgical interventions could outpace the throughput of current train- ing pipelines. Consequently, as supply begins declining, clinical demand is spiking. This imbalance creates a provider gap that dispropor- tionately affects rural areas, where underserved populations face the greatest barriers to access. Addressing this requires a focus on proactive succession planning within private practices to ensure continuity of care. Why succession planning matters more than ever Succession planning is not just the best practice, it's a necessity. Without a clear plan, practices risk: extended patient wait times; loss of referral networks; burnout among remaining staff; de- creased practice valuation; and interrupted con- tinuity of care. For aging ophthalmologists, the stakes are high. A thoughtful succession plan ensures patients continue to receive high-quali- ty care, staff remain supported, and the practice retains its value and reputation. Key components A robust succession plan should include: 1) clinical succession, 2) administrative continuity, 3) financial planning, 4) legal and regulatory compliance, and 5) communication strategy. Let's explore each of these, with a focus on how the workforce shortage and administrative leadership intersect. Clinical succession Finding a qualified successor is increasingly dif- ficult. The shortage of ophthalmologists means competition for new graduates is fierce, and many are drawn to urban centers or corporate employment models. To address this: • Start early: Begin recruitment 5–10 years before retirement. • Offer mentorship: A phased transition with mentorship can attract younger physicians. • Consider optometric partnerships: In ar- eas with severe shortages, expanding the role of optometrists in co-management may help bridge gaps. • Explore virtual consultations: Virtual consultations can extend reach and reduce strain on in-person services. Administrative continuity While clinical succession is critical, the admin- istrative team ensures the practice continues to function smoothly. In a strained workforce envi- ronment, their role becomes even more vital. Practice administrator: • Manage recruitment and onboarding • Maintain morale during transitions • Ensure compliance and accreditation • Coordinate external partners and vendors ASC nurse manager: • Staffing and scheduling in a competitive nursing market • Maintain infection control and safety standards • Support new surgeons during onboarding Succession planning: securing the future amid a growing workforce shortage continued on page 102

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