• KNOW THE SURGERIES

As co-managing optometrists, it is ultimately our responsibility to stay informed on all surgical procedures and our roles in each of them. For example, knowing how an IOL procedure will vary based on the type of lens implanted (monofocal, accommodating, toric or multifocal) and how the treatment affects different conditions, such as LASIK/PRK affecting dry eye, will dictate how we approach a patient’s postoperative care.
(Prepare Surgical Patients, p.16)

• TREAT OSD PRIOR TO REFERRAL

Treating pre-existing ocular surface disease is a must before referring patients to surgeons, and for surgeons before they can obtain optimized measurements. During your discussion with patients regarding their options, it is best to bring this up, and begin aggressive treatment.
(Present Surgical Options for Patients, p.20)

• SET THE STAGE FOR SUCCESS

Once the patient has decided on the IOL, it’s crucial you discuss what he or she can expect during and after surgery. Particularly, address visual expectations, what the patient can expect from the specific lens category and brand chosen. Be sure to not make any guarantees.
(Prepare Patients for Cataract Surgery, p. 24)

• MONITOR ERMs

As most ERMs are asymptomatic and do not progress, conservative management with observation every six months to one year is recommended. In rare cases, ERMs even regress. Long-term follow-up is necessary to detect reformation of the ERM after removal. In fact, post-surgical ERM recurrence is observed in up to 16.5% of cases, according to Retina. Other post-surgical complications include progression of nuclear sclerotic cataracts, retinal breaks or tear and detachment.
(Retina, p.33)

• EQUIP YOUR OFFICE FOR ORTHOKERATOLOGY

Discuss your desire for a diagnostic fitting set with your sales representative for each lens you choose to offer. Guides provided in the fitting set will help you to make adjustments during the fitting process. If you are stumped, utilize the manufacturer’s consultants. A corneal topographer also is critical to analyzing the treatment zone.
(Contact Lens, p.37)

• IDENTIFY INEFFICIENCIES IN YOUR OFFICE

While technology continues to improve with both scheduling and eyeglass fabrication, think of things you can do — no matter how minute — to improve both. For example, are all contact lens follow-ups allotted the same amount of time? What if anticipated easier visits (an experienced spherical wearer) were given less, leaving more time for more complex cases (a new toric multifocal wearer)?
(Business, p.56)

• UNDERSTAND CODING FOR CO-MANAGEMENT

The co-management of any surgery begins with the formal transfer of care from the surgeon to the co-managing physician — typically, to the physician who originally referred the patient for a surgical evaluation. However, a referral to a surgeon cannot be contingent on the requirement that the surgeon refer the patient back to the referring physician.
(Coding, p.57)

• EXPLAIN THE WHY

Once you’ve established a relationship with a surgeon, tell your patients to whom you are sending them — and why. Your “why” might include such factors as the complexity of the case, timing requirements by the patient and who you think will be a good doctor-match for your patient.
(Merchandising, p.60) OM