Eyeworld

10 Ophthalmology Business • March 2017 Conclusion As it becomes increasingly more un- realistic for the ophthalmic admin- istrator to be the sole bearer of the towering responsibilities placed in his or her bucket, he or she must consid- er transitioning away from being the "doer" and move more prominently toward the role of "manager." This does not mean that the administrator should no longer have any hands- on roles within the practice, simply that he or she may be better able to meet all the needs of the practice by delegating and overseeing certain responsibilities while focusing more fully and efficiently on the unique skills that he or she, and direct employees, bring to the practice. By accepting that the ophthalmic administrator's role has changed and adapting accordingly, a practice takes crucial steps toward modernizing and optimizing its business. OB Perks of outsourcing to one comprehensive company vs. multiple The decision to outsource practice needs to one comprehensive group or to several separate companies will also depend on the skill sets present within a specific practice. Although, by selecting a single company that offers comprehensive medical busi- ness services, or at least all of the services that a practice is looking for, it is possible to increase efficiency and make management of outsourced resources more convenient. Keep in mind that this efficiency is dependent upon the administra- tor selecting a group that is already knowledgeable about the ophthal- mology business. In fact, whether a practice decides to use one or multiple companies for outsourced services, it is important to seek out those who are familiar with the eyecare industry. Otherwise, in addi- tion to handling matters of business within the practice, the administrator may be unintentionally taking on the task of training those outside of it. • Strategic planning/practice man- agement consulting • Project managers for contracts or A&Ms Once a practice has assessed its needs internally and compiled a list of the services its current staff is not equipped to provide, it is time to decide to whom a practice should outsource these services. Network- ing is a convenient way to connect with some of the best ophthalmic business services companies in the industry. By surrounding themselves with peers in the same field, oph- thalmic administrators widen their knowledge base and gain access to crucial suggestions, feedback, and advice regarding outsourcing possi- bilities. Attending several meetings throughout the year helps build and strengthen these contacts. These positive influential sources can steer administrators and the practices they serve toward successful outsourcing contacts and away from potential disasters. continued from page 9 Mr. Rabourn is founder and managing principal of Medical Consulting Group in Springfield, Missouri. He can be contacted at bill@medcgroup.com. Mr. Pennow has 25 years of experience managing high-vol- ume refractive and cataract practices. He can be contacted at lpennow@hollings- headeyecenter.com.

• Blank Page
• Blank Page (1)