Eyeworld

OPHTHALMOLOGY BUSINESS 112 October 2015 To make sure your optical dispensary is working efficiently, you need an experienced team. at's why the most successful practices turn to Partners In Vision. As a leader in Optical Dispensary Development + Management, we manage and grow your optical business through superior customer service, aention to detail, responsive inventory management and patient education. Let us be your team. Call for a free, no-risk assessment. PartnersInVision.com optical staffing • on-site presence • education • ar management managed care intgration • inventory control • marketing Since 1999 Do you really have the right team for the job? O P T I C A L D I S P E N S A R Y M A N A G E M E N T 888.748.1112 Doctors continued from page 111 Think twice about refusing if: Likely that you can refuse if: Tough calls—seek professional advice if: • The patient is in an emergent condition • The required treatment is beyond your scope of practice or skill level • The patient informs you he cannot pay for care after the treatment has begun • Refusal would constitute a civil rights violation, e.g., refusing care on the basis of the patient's race, gender, or sexual orientation • The patient is requesting care that is not medically indicated, offers no benefit, or is scientifically invalid • The patient maintains a lifestyle or ideology that is incompatible with your personal, religious or moral beliefs such that you don't want to treat • You have a contractual obligation that requires your providing care • Patient is seeking drugs and has no need for care • You can't agree with the patient on treatment goals • Patient is delusional over his or her need for care • You're too busy to accept new patients • You do not have a working relationship with the prospective patient's insurer • The non-emergent prospective patient informs you that he cannot pay the likely treatment costs before treat- ment has begun • The patient or his or her spouse is a medical malpractice attorney (!) • The patient refuses to pay his outstanding bill but is not endangered if care is stopped • Patient is disruptive or presents a significant degree of risk to other patients or staff Table 1. Refusing to treat: Likely allowances, prohibitions, and difficult calls

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