None of us want to spend money on equipment that will ultimately gather dust in a corner or be stuffed in a drawer. So, before we contact our favorite equipment rep, we would be well-served by first planning so that we are confident any new technology purchases meet the needs of our patients and our practices.

I have found that this can be achieved via these action steps:

INVENTORY EQUIPMENT

First, do an inventory of all the equipment and technology in your practice. Record what it is, how often it is used and when it was purchased. Additionally, don’t forget to include items such as computers, laptops, etc. (Those items need to be updated regularly too. The connected “high tech” isn’t good for much if the connected computer dies!)

Next, make a note of the current equipment you would like to upgrade or that is nearing end-of-life. To discern this: Ask your staff about the health of the equipment they use. For example, maybe the topography printer jams every time it is used. Perhaps they have to restart the autorefractor after every fifth patient.

Then, look at how the technology has improved since you purchased each type of equipment your practice uses. If you are still using the indirect ophthalmoscope you got in optometry school 30 years ago on every patient, you may love an upgrade. If you have a patient population who has mobility issues, you may want to consider a portable version of stand-based equipment, such as a hand-held slit lamp. (Note: Portable devices are frequently eligible for ADA tax credits, so consult your tax advisor.)

ASSESS FINANCES

Now, carefully look at your practice finances to get an idea of what you can afford to spend on equipment. Obviously, some equipment is revenue-generating, but I recommend you don’t count on this in your initial evaluation. If the equipment generates additional revenue and you can pay off the technology sooner than planned, that’s a bonus! If it happens that the equipment is not used as expected, or insurance reimbursement changes, you don’t want to be stuck in a situation where you can’t make payments. If you are looking at financing, talk to your banker and your accountant to get an idea on what amount you have to work with.

In general, spending money on equipment is a good decision ­— you are enhancing your practice, and your staff are excited about the new “toys.” Patients can sense that excitement. In my practice, most of my “extra” money, after making sure I have met my obligations and put some into savings, goes to equipment.

ALIGN WITH MISSION

Take time to look at your practice mission statement. (Note: If you don’t have one, work with your staff to write one!) This mission statement encapsulates your practice and what you stand for, so ensure that any purchases you plan to make are in line with that statement. For example, if your mission statement primarily involves providing vision therapy services to pediatric populations, computerized low vision devices may not be a good investment. My office’s tagline is “Small Town Values, World Class Care.” We obviously want our patients to know that they don’t have to travel to a big city to get high-quality care. This means that we need all our equipment to be current.

You also need to consider your practice’s reputation. Therefore, if your practice is known for always being on the cutting edge of technology, you need to make sure that you aren’t still using a Vis-à-vis marker and PD rule to measure progressive lenses.

In this evaluation, also consider not just where you are now, but where you would like to be. Is fitting specialty contact lenses a particular interest? If so, you may want to strongly consider anterior segment OCT.

PRIORITIZE THE LIST

Once you have a list of equipment that needs to be updated as well as new technology you would like to acquire, prioritize this list. As is the case with home maintenance, there will be big difference and small difference items.

Big difference items, small cost. If there are relatively small dollar items that will make a big difference to your staff (for example, replacing that finicky printer, mentioned as an example above), do that immediately. The reason: These items will have a big impact on the daily life of your staff, which will translate to a big impact on patient experience in your practice. Your staff will also appreciate that you listened to them and care about “the little things,” which can translate to staff loyalty and the desire to go above and beyond to help make the practice successful.

Computers. The next item on your list is likely computers. I recommend you plan to replace 20% of the desktop computers in your practice and 30% of the laptops in your practice each year. The reason: Doing so will ensure your desktops are no more than five years old and your laptops no more than three years old, ensuring they continue to function as desired and are compatible with diagnostic technology. Of course, computers can last longer, but this will give you peace of mind. If you have an IT professional, I suggest working with them on a plan for computer replacement. By planning to replace computers on a rolling basis, you won’t have to replace all of the office computers at once.

Diagnostic technology. Look at the inventory list that you gathered in step 1, the financial information gathered in step 2, and your practice alignment from step 3. You will likely find that your list has narrowed to a few key items. If your list is still overwhelming, I recommend prioritizing based on what you use (or expect to use) the most. You will get more “value” from a piece of equipment used on every patient than a piece of equipment that is only used on every 50th patient. (See “Nuts and Bolts of Acquiring Diagnostic Technology,” left.)

PREPARATION IS KEY

New technology is an exciting part of our practices. The key is preparation. Go into the process knowing what you have, what you have to spend, who you are and what you want. In keeping those criteria in mind, you’ll have a successful experience growing your practice with technology! OM

DR. DAVIS is owner of Madelia Optometric Inc., in Madelia, Minn. She was named the Minnesota Optometrist of the Year in 2021. She is a member of the Minnesota Optometric Association and a board member of the Optometric Historical Society. She is also an associate consultant for the Power Practice.