Veterinary Practice Management Secrets

Publisher: HANLEY & BELFUS, INC.
Medical Publishers
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Philadelphia, PA 19107
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omissions that may be made. Neither the publisher nor the editor makes any
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fective use of the product described.
Library of Congress Cataloging-in-Publication Data
Veterinary practice management secrets / edited by Thomas E Catanzaro,

Philip Seibert, Ir
p. em. - (The Secrets Series®)
Includes bibliographical references and index.
ISBN 1-56053-400-1 (alk paper)
I. Veterinary medicine-Practice. I. Catanzaro. Thomas E. II. Seibert,
Philip, 1961- Ill. Series
SF756.4.V48 2000
636.089'068-dc21
00-023118
VETERINARY PRACTICE MANAGEMENT SECRETS ISBN 1-56053-400-1
© 2000 by Hanley & Belfus, Inc. All rights reserved. No part of this book may be
reproduced, reused, republished, or transmitted in any form, or stored in a
data base or retrieval system, without written permission of the publisher.
Last digit is the print number: 9 8 7 6 5 4 3 2

PREFACE
When asked by Hanley & Belfus, Inc. to write this Secrets text, we felt
very complimented; they have published more than 45 well-respected books
in The Secrets Series'". While Phil Seibert and I seldom fully agree on the
best answer to a specific issue or challenge, and in some cases disagree on
some of the alternatives in this text, we do concur that the diversity of this
profession requires the wide spectrum of ideas that we have compiled.
We need to thank the members of the American Animal Hospital
Association, the clients of Catanzaro & Associates, Inc., and the many prac-
tices sending inquiries into Veterinary Practice Consultants". Without these
2400-plus practices, including the over 300 practices we support every year,
the questions and answers would not have flowed.
The second group of folks we need to thank is our support team: Sylvia
Zamperin, our new Client Relations Director, who ensures that our clients
receive the most exacting of compassionate care; Courtney Edwards, our
Communications Director, who assembled and grammar-proofed these sub-
missions; Debbie Catanzaro, our Fiscal Director, who keeps our finances
straight; Michael Catanzaro, our Continuing Education and Public Relations
Director, who ensures that our multiple meetings and seminars stay coordi-
nated and on track; and certainly our team of consultant associates (see them
at our web site: www.v-p-c.com). who give us the freedom to share ideas
and perspectives with the veterinary profession. We also must thank Karyn
Gavzer, MBA, CVPM, a remarkable woman who we have known and ad-
mired for many years, for her contribution of 12 insightful marketing ques-
tions. Also, Judi Leake, DVM must be acknowledged for her continued
support and vast knowledge of ancillary services.
Finally, we must thank our families, who not only help us stay balanced
in life, but who endure many, many days and nights alone on the home front
while we travel the world to pursue our chosen endeavors!
Thomas E. Catanzaro, DVM, MHA, FACHE
Philip Seibert, Jr, CVT
vii
INTRODUCTION
As we were writing this practical reference, the American Veterinary

Medical Association (AVMA), American Animal Hospital Association
(AAHA), and American Association of Veterinary Medical Colleges
(AAVMC) contracted a study of our profession and published a 23-page
Executive Summary in JAVMA, Volume 215, No.2, July 15, 1999. It is en-
titled, "The Current and Future Market for Veterinarians and the Veterinary
Medical Services in the United States." The AVMA, AAHA, and AAVMC
"mega-study" identified strengths and weaknesses of the veterinary profes-
sion as we enter the new millennium. The Summary is basically a list of
problems: it provides no solutions. Hopefully, this text will stimulate veteri-
narians to seek new and innovative solutions to some old and stubborn
problems.
The first secret in this text is: Never blame! When someone blames, they
actually are abdicating accountability for resolution. It does not matter who
or what you blame, it is a "cheap out" that does not improve the environ-
ment. We thought that a discussion of the study's six critical issues would
make a wonderful introduction to this book, and illustrate the need for alter-
natives to cope with the dynamics of a changing environment. Since our
premise is that no single best answer exists, and that there always are alter-
natives, we use these issues as a starting point to set the tone.
I. VETERINARIANS' INCOME
"The income of individual veterinarians seriously lags

behind that of similar professions, and impacts the ability to
repay student loans, to attract the best and brightest to the
profession, and to invest in personal and professional growth.
Further, pricing of veterinary services may not be appropri-
ate relative to the real cost of the service and the value being
delivered. "
The study used terms like "similar professions" and "median income" to
help set a base for comparison. To enhance the data, we would like to in-
clude human healthcare compensations for 1998: general practice physicians
have an average income of $86,000; family practice specialists (boarded)
have an average income of $132,000. These numbers are compatible with
2 Introduction
veterinary practice owner and specialty incomes. It appears that the

$160,000 median physician salary used in the study comparisons included
the "high-risk" specialties and ignored the liability and overhead costs of the
human medical profession as compared to ours.
So, the good news is that the numbers are similar; therefore the real
questions are: "Is this good enough?" and "What can we do to improve the
numbers?" The role of the client-centered, patient-advocate provider is to
sell peace of mind. This means offering two "yes" alternatives to meet the
client's concern. It means bringing the pet back more often, not just raising
the fee schedule to reduce the client's discretionary income to shock levels.
This is called quality healthcare delivery and adds to the staff pride. Clients
perceive pride as quality, and they are willing to pay for it in return for peace
of mind.
We believe the answer to the first question is found in the belief of the
individual practitioner. The answer to the second question is found in this
book. (Especially see Chapters 6 and 7 for ideas on business expansion and
income.)
2. ECONOMIC IMPACT OF LARGE NUMBERS

OF WOMEN IN THE PROFESSION
"This study indicates that income of women veterinarians is

seriously below that of their male colleagues. There is addi-
tional evidence that women work fewer hours, are less likely
to be practice owners, and may price their services below that
of men. There is a concern that these factors may be reducing
the income levels ofall veterinarians. "
First, the sample appeared too small and not calibrated to the em-
ployment groups being compared. Most practices currently are owned by
men that graduated two or more decades ago. Their compensation comes
from clinical medicine, rental of building and land, and return on invest-
ment. Women are predominantly new entries into this profession and have
only one source of income-elinical compensation. A stronger case can
be made for income differences due to age differences rather than gender
differences.
Second, most individuals 30 or younger-men and women-want a
balanced life. New graduates are seeking outside-practice lifestyle develop-
ment and a reasonable work week, not the 60-80 hours that past genera-
tions endured.
Introduction 3
Third, hospital owners, not women associates, make price decisions. To

blame reduced fee schedules on the new graduate is just one example of the
old paradigms of the profession.
The real question may be: "What are we going to do with all these
young women who are entering this profession?" The most obvious reply is
to cherish their contributions and appreciate the compassionate care that they
bring with them. Additionally, everyone deserves a quality of life in this pro-
fession that is better than what has gone before.
The breakthrough question this book attempts to answer is: "How can
veterinary practices provide a good income and a reasonable work week?" In
a multi-doctor practice, the new graduate and the seasoned veterinarian-
men and women---can be "developed" into productivity-based veterinarians,
supporting a high-density schedule and delivering quality veterinary health-
care. At 20% of personal productivity, most doctors can easily earn more
than $50,000 a year on a 4-day work week and still get home for supper most
evenings. (See Chapters 2, 4, and 6 for ideas and possible solutions.)
3. GLOBAL DEMAND FOR ALL CATEGORIES

OF VETERINARY SERVICES
"While consumer (animal owner) spending on veterinary ser-

vices has been robust. there is substantial opportunity to fur-
ther increase demand. There also is evidence that there is a
potentially significant market for veterinarians and veterinary
services, particularly in nontraditional and nonprivate prac-
tice areas."
Millennium graduates have four to six job offers, and the AVMA Job
Bank shows six to eight jobs for every applicant. These two reality factors
were not included in any of the summarized research by this joint
Committee, but these numbers strongly suggest a growing demand for both
traditional and nontraditional veterinary services.
The study shows that client awareness and projected access should
exceed the demand. We can assist practices in their effort to increase return
rates. Higher return rates allow a practice to lower their fees, which in turn
allows the clients who consider their pets members of the family to access
more veterinary care within their available discretionary income levels. We
can increase access virtually anywhere, from mixed animal to companion
animal practices, if the cornerstone of the practice's healthcare delivery is
compassionate care that celebrates the human-animal bond. (See Chapters
1,5, and 7.)
4 Introduction
4. INEFFICIENCY OF THE DELIVERY SYSTEM
"The majority ofanimal care is still being delivered through a

highly fragmented and inefficient system. This includes issues
related to excess capacity, staff utilization, and use of capital
resources. "
The linear scheduling promoted in most veterinary teaching hospitals

(VTH) is appropriate for tertiary care facilities, but most general practices
are primary care facilities and should be using high-density scheduling. A
physician uses three to five consultation rooms and a larger nursing staff to
move and screen clients. A dentist uses six to nine chairs and a skilled dental
hygiene team to see 46-65 patients per day. These activities happen on time
(more or less) and without overwhelming their system. Similar opportunities
are available in veterinary practice.
Alternative veterinary healthcare delivery models exist, and have been
published. The VTH and the traditional associations have not promoted these
systems in their training, in their standards, or in their continuing education
seminars. This study may be the "call to action" for those systems anchored
in the past.
Another question to consider is: "How do we increase our effectiveness
in delivery?" The answer is a basic and simple tenet. We must learn to use
our nursing staff as well as the other healthcare professions have over the
decades. Moreover, physician extenders, nurse practitioners, and a host of
paraprofessional specialists, from anesthesiologists to physical therapists,
can be brought to the practice. Yet many veterinarians seem to think they are
the only ones in the practice with technical skills, so they must be the ones
who "do it all." Veterinary practices that employ client-centered and patient-
centered veterinary extenders as primary patient care providers and client
relations specialists are already producing double to triple that of doctor-
centered practices. (See Chapters 1,6, and 7.)
5. SUPPLY OF VETERINARIANS
"There is evidence that, in purely economic terms, there is an

excess of veterinarians, which is a cause ofdownward price
pressure and is projected to result in stagnant veterinary in-
comes over the next /0 years. More important, the character-
istics ofthe supply may not closely match the demand, and there
is evidence that modifications in the education of veterinarians
Introduction 5
will enable the profession to capitalize on emerging markets

and to create new services. "
"Downward price pressures" and "stagnant incomes" have little bearing

on new graduates, or on the great shortage of veterinarians in private prac-
tice. We can place new graduates at $50,000 or more annual salary due to
their demand. All we have to do is show practices how to use them for high-
density scheduling, and they easily pay for their W-2 compensation.
One southeastern veterinary school had only 14 of their June 1999 grad-
uates enter private companion animal practice; all others stayed in school,
entered special interest areas, specialities, or stayed in the community wait-
ing for their spouse to graduate.
The new graduate asks: "How can I prevent a stagnant income?"
Practitioners ask: "How can any rational body of supposedly 'knowledgeable
experts' say that there is an excess of veterinarians when there are so many
jobs still unfilled?" Most observers agree that there is a mal-distribution of
veterinarians, yet new graduates are so debt ridden that most will follow the
highest pay offer outside of their geographic preference.
The reciprocal question for practice owners is: "What can I afford to pay
an employed veterinarian?" The answer is, if a veterinary practice pays a
doctor 20% of his or her personal examination, consultation, inpatient, and
surgery production as compensation, in a practice with veterinary extenders,
the owner can have as many associates as desired and continue to grow the
practice's return on investment! Our job is to get the right doctor linked to
the right practice at the right time. This need will likely generate veterinary-
employee brokerages in the new millennium. (See Chapters 1,2,4, and 6.)
6. SKILLS, KNOWLEDGE, APTITUDE, AND ATTITUDE OF

VETERINARIANS AND VETERINARY STUDENTS
"While there is ample evidence that the scientific and clinical

skills ofthe profession remain very high. there is also evidence
that veterinarians lack some of the skills and aptitudes that
result in economic success. Additionally there is evidence that
veterinarians' selfperception of their abilities and their per-
ception of what they can contribute to society potentially limit
the profession and economic growth of the veterinary medical
profession. "
Most new graduates have never done a basic dental cleaning and polish-
ing, much less an extraction; have not treated a cat fight abscess; and, in
6 Introduction
many cases, have not developed basic population control surgery skills. Yet
the study states "clinical skills remain very high." As for "their perception of
what they can contribute to society," neither the survey data nor our experi-
ence in this profession shows a lack of social contribution by the practition-
ers in a community. To the contrary, most practices support church, Rotary,
civic organizations, and their community with time and money.
Here, the question is: "How do veterinarians get the business skills and
aptitude to make their business successful?" The answer is obvious, yet
seldom stated in this profession. Just buy them! Any practice owner can
"buy" a banker, a good corporate attorney, a savvy CPA for tax reporting,
and an ethical veterinary-specific consultant to form their business team.
What most practices have done is buy the cheapest support available, and
they have gotten what they paid for as well as a bucket of frustrations. If this
profession's advisors/associations continue to think that a veterinarian can
"do it all," then they do not understand the requirements of the business
place. Financial planners are essential for developing a protected retirement
fund-sorry, you cannot live off the practice sale anymore. Ethical consul-
tants-ones who do not advocate deep-discount competition programs, or
blindly push rapid fee increases, or take a portion of the growth as their com-
pensation-are extremely beneficial when looking for alternatives (See
Chapters 1-9.)
If the preceding text seems like a critically harsh evaluation of the

Executive Summary of "The Current and Future Market for Veterinarians
and the Veterinary Medical Services in the United States," it is only because
we are asking our readers to see a different world than one full of problems.
We want to provide alternatives for action, individually, by practice, and
through established veterinary medical associations.
• We see most veterinarians supporting Rotary, school athletics, church,
and other community functions. Veterinarians are some of the most ed-
ucated professionals in their community, and often are members of
various boards and committees.
• We see most veterinarians hindered by the traditional "chute mental-
ity" taught to them in school and their earlier practices. One cow
through a chute at a time means we schedule with one companion
animal column per veterinarian on the appointment log.
• This survey uses the Canadian R. K. House & Associates, Ltd. 1992
survey and the Anthrozoos journal (Catanzaro is one of the few hun-
dred subscribers to this Delta Society publication) for over 40% of
their Executive Summary references, yet Pfizer has done significant
practice and client research in the past few years (over 500 practices a
Introduction 7
year). If we look at the Pfizer study data, alternatives leap forward and
yell to be addressed, as they do in these chapters.
• We see some states severely restricting the role of the veterinary tech-
nician and nursing staff, while the human healthcare market embraces
the physician extender. Yet association and university VTH experts do
not address these fallacies and political misconceptions. Again, it is in-
dividual practitioners who must pick up the team approach and pursue
success!
• We see many underpaid practice staffs because "We have always done
it this way"; because "The national average says so"; or because "We
center on expense control rather than income production." The key here
is to accept the cost of a new staff replacement (> $23,000) and use
that money to keep highly qualified staff members in this profession.
• We have significantly increased practice net without reducing the staff
compensation. We have doubled practice incomes with high-density
scheduling and staff leveraging methods. And we have given practice
leaders more time with their families while increasing practice liquid-
ity. These facts appear to reflect a basic restructure/redesign concern
rather than a veterinary market concern.
We know that our profession often is fragmented-yet there are innova-
tors like the Buffalo veterinary practices who cooperate monthly and bring
outstanding continuing education to their community, or the Northwest
Veterinary Managers Association who selflessly share trend information at
their monthly meetings. We also know that most practices want to do better
and will respond to positive guidance, rather than a list of negative "The Sky
Is Falling" findings.
We hope this reference text provides the basis for many hours of prac-
tice discussion and debate, as well as new ideas and alternatives that previ-
ously seemed impossible. We have organized the most common practice
management and leadership issues into general categories, and then included
what we brain-stormed to be the most applicable alternatives for each. This
arrangement allows the reader to have choices for positive and progressive
action at his or her own level of commitment and capabilities. We wish for
the reader to see that the "one best solution" of the past is not the best solu-
tion for the future. Most of all, it is our hope that the readers of this Secrets
reference see the secrets of this profession as being founded in people, com-
munication, and change, and see themselves as change agents for improving
this profession we love and cherish.
I. STARTING YOUR PRACTICE
YOUR NEW CLINIC
1. Is there a simple business start-up checklist?

Starting a business is never simple, but the list below is meant to remind
you of the tasks you may have to perform. Not every practice will require
each step. For instance, you may decide not to register your trademark with
state or federal officials, or you may not have to publish a notice of intent to
do business. Since laws vary by state and community, especially for li-
censes and taxes, be sure to check with local authorities to determine if
there are any additional legal steps you need to take (most have small busi-
ness checklists).
• First, define what you will offer the community. This is called strategic
positioning.
• Determine who will buy services and how often. This is called setting
goals.
• Are you willing to do what it takes to operate during the hours the
community needs?
• Seek local advice from the Service Corps of Retired Executives or
Americans Communicating Electronically (contact the Small Business
Administration).
• Know what it will cost to produce, advertise, sell, and deliver your
services.
• Assemble copies of the laws with which you will have to comply.
• Define the line items so that you can make a profit on each.
• Know how long it will take to make a profit as a business.
• Write a business plan and a marketing plan.
• Choose a practice name (localities have a better draw than
surnames).
• Verify right to use the name.
• Reserve corporate name if you will be incorporating.
• Register or reserve state or federal trademark.
• Register copyrights.
• Check zoning laws.
• Choose locations for the practice.
• File partnership or corporate papers.
• Register practice name, and get a local business certificate.
• Get any required business licenses or permits.
9
10 Starting Your Practice
• Order any required notices (advertisements you have to place) of your

intent to do business in the community.
• Have business phone lines installed (incoming, credit card, fax, and
e-mail).
• Check into practice and personal insurance needs.
• Find out about health insurance for staff and yourself.
• Apply for sales tax number.
• Get tax information, such as recordkeeping requirements, information
on withholding taxes if you will have employees, information on
hiring independent contractors, facts about estimating taxes, and
forms of organization.
• Call U.S. Department of Labor to determine applicable labor laws.
• Apply for employee identification number.
• Find out about workers' compensation.
• Open business bank account(s)-negotiate for sweeps and credit card
rates.
• Have business cards and stationery printed.
• Purchase equipment and supplies.
• Order inventory, signage, and fixtures.
• Have practice literature prepared.
• Get adequate business insurance, liability insurance, and disability
insurance.
• Send out publicity releases.
• Place only the advertising that will benefit your practice immediately.
• Call everyone you know and let them know you are in practice.
• Brainstorm other needs with your banker, accountant, lawyer, and
consultant.
2. Where do I start?
The basis of any new endeavor is the basis of the business, and in veteri-
nary medicine, that means centering on healthcare programs. New gradu-
ates have a tertiary care focus (required to pass boards), but the average
practitioner has a client-centered focus. This focus in one of a patient advo-
cate offering wellness programs and, occasionally, addressing sickness
and/or injury. The "bread and butter" of most veterinary medical practices
lies in the programs offered.
Veterinary health care programs are centered on the core values of the
primary provider. In start-up practices, this is usually a "no-brainer" since
there is no other staff. As a practice grows, however, the need to quantify and
share the core values grows, but this communication seldom happens in an
overt, premeditated manner.
Starting Your Practice II
3. What should my basic core values be?

No one can give you this answer. It is totally personal. However, con-
sider the following examples:
• Over 30 years ago, Ray Kroc said you could train teenagers and, more
importantly, form a successful workforce with them. He started with four
core values, represented by Q- V-S-C: quality, value, service, and cleanli-
ness. The job descriptions had four parts: Q- V-S-C. The operating proce-
dures had four parts: Q- V-S-c. The merit pay increases came based on four
parts: Q-V-S-C. McDonald's restaurants around the world were built on
those simple value factors.
• In some progressive human healthcare facilities, "We CARE" represents
the core values for the staff and providers: We = the accountable people in the
delivery of quality healthcare and caring service; C =Client always comes first;
A =Action is expected from every staff member; R =Respect for each individ-
ual, our staff as well as our clients; and E =Excellence in everything we do.
• We have offered PRIDE as a starting point for team discussion in some
veterinary practices:
P = Patient first (patient advocacy is our professional covenant)
R = Respect always (respect, responsibility, recognition)
I = Innovation and ideas (continuous quality improvement)
D = Dedication (this profession is a calling, and clients demand it)
E = Excellence (it is a "go-no go" standard in healthcare; expecta-
tions must be exceeded at all times!)
4. Why are core values so important?

Core values provide the yardstick for assessing the mission focus on
every program a practice pursues. Mission focus is the application of core
values to the standards of excellence required in veterinary healthcare deliv-
ery. The following sample mission statement demonstrates how core values
augment a mission:
Provide quality healthcare delivery, while ensuring proper remu-
neration to the providers and facility, while establishing a commu-
nity market niche.
But mission statements do not make the programs work; people make
the programs work! People need security in what they pursue, and since core
values are inviolate, they provide the structure for tough program decisions.
5. What are the most profitable programs for my new practice?

In an equine practice, the most profitable programs are wellness programs.
In a production practice, profit lies in well animals. In a companion-animal
practice, the most profitable programs ensure healthy and happy animals in a
household environment. In boarding operations, such programs offer a
home-like environment to keep the stewards of the animals satisfied.
6. Aside from profit, what should programs provide?

The key programs must provide a feeling of "great, gee whiz, cool, and
groovy" to the veterinary healthcare practitioner, the client, and the staff.
The practitioner should feel accomplishment; the client should be satisfied
and have peace of mind; and the staff should be full of pride. This latter ben-
efit will be perceived as quality by clients, and clients pay happily for per-
ceived quality.
The idea is to encourage everyone to get excited, feel the passion, be
proud!
LOCATION-LOCATION-LOCATION
7. Describe some key location concerns.

Zoning, including environmental restrictions. The Design Start Kit
for Veterinary Hospitals, 3rd edition, by Catanzaro (available from AAHA)
has a good set of questions and personality profiles for self-assessment.
Curb cut locations. Can clients easily access the parking lot from the
street? Or is it too busy; there are no cross-overs; they can get in but not out?
These details vary with traffic count (highway traffic density).
Client location. Check where the clients are coming from, the locations
of single-unit living areas, and routes to the supermarket, drug store, child-
care center, and dry cleaners. A location that is demographically suited for
day care or a stand-alone drug store also is compatible with a veterinary
practice. A customer's choice of these facilities usually is based on home-to-
site access, not drive-by impulse as in fast food or gasoline purchases.
Signage. Your sign must be visible to the traffic, and must allow ad-
vanced awareness of your driveway. Community sign codes can confuse
this issue. Note that a time and temperature sign gets daily attention for
your facility.
8. What is a catchment area?

A catchment area is the geographic area from which 80% of your clients
will come. For a new practice in a metroplex area, it is the area circum-
scribed by the surrounding practices.
A new practice in an established area must virtually "steal" clients, since
everyone already has a practice they frequent. In a growing community, look
Starting Your Practice 13
for the new start of housing areas (in the U.S., where there are no restrain-
ing boundaries or geographic barriers, most communities grow to the North
and West).
9. What are FfE doctor computations?

The full time equivalent (FfE) doctor rating has become far more criti-
cal with the number of part-time veterinarians available for hire. The FfE
computation allows a practice 25 minutes away with four doctors and a sim-
ilar quality to be adjusted to one FfE impact on the potential catchment area
(0.25 draw x 4 FfE doctors = I PTE). This perspective allows the estab-
lished practice owner to see his or her practice as a demand for veterinary
services, rather than a demand for personal time.
10. List the features I should seek when selecting a new site.
• Traffic counts are misleading, since pet owners must return home to
get their pets. Look at demographics that are similar to stand-alone drug
stores and childcare centers, which have similar domicile-distance patron-
age patterns.
• In average communities, $50-60 million of community income per
FfE doctor impacting the catchment area.
• In average communities, 4000-5000 population per FfE doctor im-
pacting the catchment area.
• In average communities, 1500-2000 companion animals per FfE
doctor impacting the catchment area.
• No other practices within a 15-minute drive (this is just a wild dream
in most metroplex areas).
• A boundary on the catchment area that opens to a larger, diverse popu-
lation-without a blocking practice, geographic barriers, or psychological
barriers.
11. Is there a good "rule of thumb" to use for sizing up the potential of
a practice area?
There are many different ways to do this, but one quick and easy method
starts with deciding (1) how much money you want to make from your prac-
tice (see the size and impact figures in Question 10), and (2) how much you
have to invest in the start-up. Next, obtain a population count for the area
you intend to serve (usually available at the public library, city hall, a mar-
keting research firm, or a reputable veterinary consulting firm).
• Estimate the number of households (HH) by dividing the population
by two.
• Estimate the number of pet-owning HH by multiplying by 0.60.
• Estimate the total number of pets for these HH by multiplying by 1.5.

• Reduce the total number of pets you might expect to see by how many
pets you estimate are already being cared for by other veterinarians in the area.
• Multiply the remaining number of pets by 1.5 to 4.5 veterinary visits
per year (average number of times you expect to see client per year).
• Multiply this number by your average client transaction (ACT) to esti-
mate your annual gross income.
• Subtract your estimated expenses and taxes from this number.
• Does the remaining number match or exceed the amount you needed
to make? If not, are housing tracts going up that would increase the popula-
tion and pet ownership of the area? Or is there something that you could
change to increase revenue, like the amount of your ACT or the average
number of times you see each pet in your office?
Note that the Chamber of Commerce may be able to provide some of the
above data.
FINANCING YOUR DREAM
12. Where do I get the money to start my practice?

An investment by extended family, minor savings, or your own credit
cards usually can finance a store-front companion animal veterinary practice
« $20,000 for an economical start).
An ambulatory, equine, or house-call veterinarian may invest in a vehi-
cle and use a garage for inventory, until some savings can be amassed for a
facility. Vehicle purchase does not fall within traditional facility lending
ratios (home < 28% gross taxable income, and facility plus consumer debt <
36% gross taxable income).
All that is required is a leasehold allowance from the landlord, two con-
sultation rooms, and a reception and waiting area between the consultation
rooms and front door. Everything behind the consultation rooms can be fin-
ished later.
The initial procurement of drugs from a distributor usually can be put on
delayed payment with no interest, so don't use your credit card for the initial
inventory. You don't need the credit card interest building up!
13. What about money sources if I want to start with a free-standing

facility?
In parts of this country, banks will competitively bid for the right to loan
you money for a veterinary hospital. Lenders like the Money Store are actu-
ally soliciting veterinary borrowers, since veterinarians are such a good
credit risk.
14. Describe other concerns in starting a free-standing facility.

Land must be found that is at the right place at the right time for new
clients; you must be flexible. The land should be separately deeded and
owned from the practice because it is likely to become a long-standing
family asset, since most dirt never decreases in value.
The building will appear when you are willing to spend $150 per square
foot for construction costs and for at least 2500 square feet. This size means
having minimal runs in the kennel space, no boarding or grooming, and
probably only three consultation rooms.
Equipment can be added slowly. Radiography, ECG, ultrasound, and
other imaging services can be coordinated with a neighboring practice, as
can surgery suite time. These two areas of most hospitals have significant
"dark time."
15. Should I seek professional advice when financing my business?

Yes! Regardless of money source, always have your attorney and ac-
countant look at the contract for balloon payment options, prepayment
penalties, and the cost of loan interest and fees. It is amazing how many con-
tracts are never negotiated ... and yes, you even can negotiate with a bank.
LEASEHOLD VERSUS FREE-STANDING
16. Why are leaseholds usually store fronts?

The usual economical space available for a start-up veterinary practice
is 1400-2000 square feet in a shopping center (a leasehold)-all the new
veterinarian must do is build the interior to start his or her dream. Some have
been built for as little as $50 per square foot, but most are closer to $100 a
square foot due to plumbing and electrical requirements. Note that a land-
lord mayor may not give a leasehold allowance, but it is always a negotiable
item.
Some practitioners offer their practices for lease, but buying veterinari-
ans typically shy away from this option due to the low cost of a leasehold
site. Remember that by leasing a practice, you gain an immediate client base.
17. Why are free-standing facilities so sought after?

• A free-standing facility generally offers an equity position concurrent
with building a practice.
• No landlord (except yourself) means never having to say "may I?" and
allows a feeling of freedom, which is a reason many enter this profession.
• The external design of a free-standing facility (e.g., architecture, sig-
nage) can be structured to attract drive-by traffic.
• The zoning on a free-standing piece of property often allows special

use that is more compatible with veterinary facilities, whether it be overnight
animals or chemotherapy waste elimination.
• A free-standing facility allows landscaping to match the decor (this
may be good or bad, depending on your green thumb).
18. Is a store front or stand-alone best?

The store-front clinical facility is a more economical alternative for
start-ups, since there are no land or exterior structure purchases. Rent does
not build equity, but leasehold improvements allow extra tax deductions.
A stand-alone hospital is a greater debt expense, but also a potential
equity investment. It also provides a greater attraction to drive-by clients-
about a 15-20% increase in traffic for the first year.
A pet-center complex combines the attributes of a stand-alone facility
with the economies of scale of a store-front complex, but adds the challenge
of managing boarding, bathing, boutique, and grooming operations.
While human healthcare has evolved the neighborhood "doc in the box"
concept for ease of access, the density of veterinary practices does not afford
that convenient image. The decision to start or buy a store-front practice
must be based on the economy of the decision, not the image of the veteri-
nary practice.
BUDGETING
19. What use is a budget in a veterinary practice?

The new practice must submit to a budget to any lending institution to il-
lustrate a business awareness of income and expense. The traditional budget
prepared by accountants is expense-based and shows the historical spending
of the practice. The traditional accountant puts a disclaimer on the front of
each financial statement (third or fourth paragraph) that says, in effect, "Do
not trust anything we say; it is unsubstantiated." Since most practices get
their expenses under control within two to three business cycles, the continu-
ous reproduction of expense-based budgets becomes redundant and no
longer meaningful.
We recommend an aggressive, program-based budget, since programs
change on a regular basis. The relationship between income and expense by
line item must be appreciated to capture net income.
20. How can I use a program-based budget in practice?

A program is a commitment to some aspect of income production, such as
equine dentistry, surgery, nutrition, holistic medicine, vaccinations, geriatrics,
puppy/kitten wellness protection, dental prophylactic procedures, pain man-

agement, pre-anesthetic laboratory screening, or radiology. A host of other
ideas are emerging in this profession. Annual budget planning involves serial
application of core values to veterinary healthcare programs to produce an
estimate of administration frequency. When coupled with realistic pricing,
the net per procedure can be estimated and entered into the practice's pro-
gram-based budget.
A program-based budget allows actual healthcare delivery to be com-
pared to the estimated levels of program commitment. Individual adjust-
ments can be made to improve the success rate of the program delivery.
The veterinary program-based budget is a form of written conscience for
planning self-assessment of new program delivery. (See Chapter 4 of Building
The Successful Veterinary Practice: Programs & Procedures [Volume 2] for
operator-level details on program-based budgeting. This book is listed here
in Appendix D.)
21. What should I look for in my accountant's reports?

Balance sheets are critical, as are income statements (profit and loss
[P&L] reports). A statement of cash position is important if the accountant is
providing an accrual report. Most accountants do not detail income centers
(they are not needed by the IRS), and the most current accounting services
convert the practice's cash basis accounting to accrual (another response to
the IRS, as promoted by the AVMA), so accountant reports are not easily
converted.
Many accountants alphabetize the expenses on the P&L, but cannot
spell "accounting" (since if they could, it would appear as the first line item).
They place accounting fees under "Legal," "Professional Fees," or other con-
fusing categories. As you build your fiscal reporting system, require the ac-
countant to use the categories as described by the practice (unless they are
paying you to use their chart of accounts).
22. Do you have any tips for working with an accountant?

Accountants know their clients read from top to bottom and put more
weight on the first things they read, so this tells savvy practitioners what to
require in their tasking letter to their accountant: follow the sequence of the
AAHA Chart of Accounts for the balance sheet and P&L expenses! An ex-
panded and improved AAHA Chart of Accounts version is published in the
appendices of Building The Successful Veterinary Practice: Programs &
Procedures (Volume 2).
Ideally, practices should be using software called QuickBooks by
Intuit (over 10 million users can't be wrong), or a similar "client-friendly"
check-writing system so they can produce their own monthly P&L and bal-
ance sheet-in real time, on a cash basis. Then the accountant need only take
the practice-developed monthly reports and generate a single quarterly
report, converting to accrual for estimating taxes.
23. Who should be on my business team?

The practice accountant should be a business tax accountant and
should stay aware of rulings affecting professional corporations (especially
veterinarians).
The practice bank should have assigned a personal business banker
who will discuss contingency lines of credit, equipment lines of credit, refi-
nancing options for expensive leases, money market sweep accounts for de-
posits, and economical credit card services.
There needs to be a skilled corporate attorney, one who understands
veterinary medical operations and legal considerations for professional
groups.
The use of a veterinary-exclusive, multi-consultant, diversified, ethical
consulting firm to coordinate the other professionals on the business team,
as well as advise on operational issues, program-based budgeting process,
and staff training programs, is highly recommended for most veterinary
practices.
At the web site www.v-p-c.com, there is a list of suggested parameters
for selecting a practice consultant, as well as criteria of ethical consulting.
These lists were developed a few years ago by the Veterinary Consultant
Network, a loose affiliation of over 45 nationally recognized veterinary-ex-
clusive consultants, as a service to the veterinary profession.
24. How do I keep telephone bills down?

Think about how your company telephones will be used. According to
the results of a study of messaging systems conducted by Gallup/Pitney
Bowes, a whopping 41 % of the average annual phone bill at Fortune 500
companies is attributable to fax calls.
• 60% of daily fax users are sending more faxes this year than last and
claim it is more reliable and generates faster response than e-mail,
voice mail, and overnight courier.
• Many companies are still using older, slower, stand-alone faxes; 60%
of telecommunications managers believe that faster fax machines
could substantially reduce their phone bills.
If you or your staff will use fax transmissions extensively, and if you
have an older fax, upgrading to a faster model could help you cut your phone
bill. If you plan on using a model with thermal paper and then photocopying
the faxes you receive to make more permanent copies, consider switching to
a plain paper fax-it could further reduce your costs.
For on-the-road long distance, take a pre-paid calling card along. It will
save you money over the high surcharges hotels add to phone calls dialed di-
rectly from your room, and usually is cheaper than a phone company calling
card, too.
COMPUTERIZATION
25. How can I pick the right computer system for my practice?
Most standard veterinary computer systems of the past two decades have
been electronic cash registers hooked to word processors with a mail-merge
feature. This is rapidly changing, and touch screens, the ability to add pic-
tures to medical records, and integrated appointment logs all are great and
available. The processors are getting faster, and laser and ink-jet printers
now replace dot-matrix printers in almost all applications because they are
quieter, faster, and cheaper.
During the initial system screening, count how many times the vendor
tells you something to the effect, "... you will only need to modify your
practice style a little..." While some practice documentation methods may
need to be modified, invite back only those who are willing to modify their
system rather than your practice philosophy.
The system must be selected on predetermined practice needs. The deci-
sion should depend on the staff's computer literacy, the vendor service sup-
port of the locality, and the philosophy of the practice-not the salesman's
opinion. Keep control of the selection process, and computerization will not
hurt . . . honest!
Tips For Selecting a Computer System
• The longer a computer product has been on the market, the greater the chance for
increased savings.
• Technological upgrades sometimes are missing from the older systems. Don't dis-
count vendors that you've never heard of in favor of a brand name. Remember
that even Intel, Microsoft, and America Online were "newbies" once!
• Arrange for a private demonstration. Let the vendor know that this will be the first
part of a two-step process-ifthey make the final cut, you will ask them back to
demonstrate their system again (indicates you're not going to be pressured into
signing a contract that day).
• Tell the vendor to show you how their system accomplishes tasks on your list;
don't accept a prepared "demo" outlining features.
Table continued on next page.
Tips For Selecting a Computer System (Continued)

• Have each person on your team rate (I-weak to 5-great) each system according to
ease of doing tasks and personal impression of output. Add up the numbers for
each system and compare.
• Eliminate any system that can't do a critical task.
26. How do I narrow the field to a single computer?

There are differences in the "feel" between programs, but not many in
the actual capabilities (e.g., they all do invoicing, reminders, and prescrip-
tion labels, but some require many screens to get it done, or cannot reverse
screens and require you to go through the whole process before correcting an
entry error).
After the initial selection of qualified applicants, re-evaluate the top
three contenders. You may be confused with the minute details after looking
at so many choices, and your criteria list may need to be rewritten before this
final selection phase.
There should be some onsite personnel training time included in each
purchase. Vendors typically offer some form of basic training system as part
of the total package, with the intent of selling you more, but the time onsite
(initial and followup) is the most negotiable aspect of the contract.
Some vendors offer offsite support at a supplemental fee to the mainte-
nance fee. Be sure to compute all the out-year costs, supplemental training
costs for new staff, and system upgrade costs when comparing systems.
27. Where should I buy the computer system hardware?

When speaking of Windows-based software and the actual computer,
make sure you understand the vendor's position on hardware. Some veteri-
nary computer software companies sell systems to a practice without supply-
ing the associated hardware components. Some won't supply the hardware
no matter how much you beg!
Advantage to having the software company supply the hardware: it's
easier to deal with the inevitable problems that arise because one company is
responsible for everything.
Disadvantages: possible higher-than-market prices for components,
and return of device for servicing. Note that you can require the software
vendor to supply a technical sheet showing all the hardware requirements, as
a basis for comparison of costs.
Obtaining the hardware from a local computer supplier typically is the
least expensive alternative, and having a person available for servicing is a
definite plus, but it has its downside as well. When something goes wrong,
it's often an exercise in frustration dealing with two technical support depart-
ments-the hardware people say it's a software problem, and the software
people say it's a hardware problem.
28. What training should I expect from the vendor?

If you or a staff member is computer-savvy, the Windows-based systems
may require minimal instruction from the vendor. You may be able to focus
on tailoring the system to be practice specific.
If you have absolutely no interest in becoming a "techno geek" yourself,
and you don't have one on staff, instruction on basic computer operation will
be necessary. Be sure to negotiate the best deal you can on the level of train-
ing you receive.
No matter what your skill level on the computer, when the vendor's
trainer is onsite, be sure to capture as much knowledge as possible. Don't
rely on any training schedule of theirs; have your list of tasks available (the
one you made during the evaluations), and make it the training agenda once
the system is up and running.
Expect a clear and refined user's manual-it may be on paper, in the
software, or on the Internet. Be sure the manual matches the system genera-
tion you are buying (some vendors are infamous for being behind in updat-
ing their software user's manual). If this valuable tool is missing, you will be
at the mercy of the vendor's technical representative on the other end of the
phone.
The absence of a good user's manual may indicate that the software is
still in "alpha" or "beta" testing. If you're comfortable with considering
yourself a test site, you should negotiate a greater reduction in price.
29. How is computer training of new employees handled?

Now is the time to consider future training needs. Unless you want to
pay the vendor for additional onsite training every time you hire a new staff
member, you'll have to do the subsequent training inhouse. Video training is
the most effective and easily replicated form of computer training available,
but few vendors have taken the time to make instructional videos for their
systems. You'll have to do this yourself:
• Don't worry about the technical quality of the video (e.g., lighting,
sound); focus on capturing the information that must be taught.
• Set up a video camera on a tripod near the computer so that it captures
the keyboard and screen. Now every word that is spoken and every key that
is touched is recorded for use later with new staff members.
• Make a copy of the tape and keep it in a safe place in case the original
is damaged or lost.
• Now you can train a new employee without huge time commitments
from the rest of the practice team!
30. What are critical hardware specifications for supporting veterinary

software?
Look at the central processing unit (CPU) speed and available random-
access memory (RAM): you cannot get enough of either, so upgrade and
expansion is critical. The "mother board" is likely to have a speed up-
grade in the near future, so know the upgrade costs of each element of your
hardware.
31. Do you have any tips for saving money?

There is strength in bargaining; list prices are a starting point. In 1992,
IBM, Apple, and others removed suggested resale value prices from their
products (deregulated). The hardware market is now consumer-driven, and
the technology changes so fast that "bigger and better" no longer creates
demand.
If your practice is bargaining for multiple printers or multiple terminals,
don't be afraid to argue for a lower price. There is a long tradition of hag-
gling in the computer business, so do not meekly accept the list price.
Conversely, if you are buying a single-user system, your bargaining strength
is greatly reduced.
Factor in all costs. Does the system come with onsite service? If so, at
what cost? Some mail-order vendors guarantee overnight replacement parts,
and some in-city sources have to send the hardware out of state for repairs;
the difference can be significant. How are problems diagnosed? Do you need
a dedicated modem or is it done over the phone? (You want to avoid 2 A.M.
emergency calls.) Who disassembles and assembles the system? Any main-
tenance agreement must address downtime as well as replacement costs;
assess the direct and indirect expense of both.
32. Is leasing a good idea?

Some companies suggest that a lease is the only way to procure
rapidly changing technology. From an objective, fiscal point of view, leas-
ing is a bum deal: the cost is greater than the purchase price, and the ser-
vice is about equal to outright ownership programs. Most leases are
36-month, expiring long before the computer system becomes obsolete.
The ability to upgrade varies with the lease, as do the maintenance re-
sponsibilities. With the ever-changing tax laws, tax advantages of pur-
chase versus lease can change often, so check with your accountant before
making this decision.
33. What should I know about negotiating the computer contract?

No sophisticated purchaser signs a standard computer contractual
agreement without modification.
-L. Sherwin, J.D. Memel
One of the first principles to accept is that the negotiation process itself
has value, as it exposes the vendor's willingness and capabilities to meet
your specific practice needs. During negotiation, problem solving occurs in a
noncrisis setting, and the practice-vendor relationship gains confidence and
security.
The second principle to accept: most vendor computer contracts are rel-
atively short, standard documents that fail to adequately cover the details of
the transaction. Presented details often are slanted toward the vendor and
offer very limited protection to the purchaser. These standard contracts of-
fered to veterinary medical practices seldom reiterate the claims made in the
promotional literature or by the vendor's representative.
Tips For Drawing Up the Contract
• Keep good notes, and read the whole contract. Amend it by adding the promotional
literature, vendor claims, and sales quotes as contractual guarantees (addendums).
• Contracts can be changed, despite the vendor's statements to the contrary. Equally
false is the notion that only minor changes can be inserted (ask your attorney).
Beware if the sales representative "promises" to cover for the "company's shortfall"
in the contract: If it isn't committed in writing and attached to the contract as an
official enclosure, it has no value!
• Most lawyers agree that the party who initially drafts the agreement has the
advantage. Consider having your attorney draft a completely new contract. He or
she can follow the vendor's format, and even incorporate some of the same
terminology. Starting fresh gives the purchase clarity; addenda, inserts, and added
clauses generally are too brief to allow a clear expression of the total intent of the
change. Let the vendor work from and make changes to your document.
• The party seeking to make changes in someone else's document always is at a
psychological disadvantage. Many traditional computer vendors are fond of
accusing veterinarians, "... those changes are nitpicky" or "... unreasonable."
Work toward receiving this compliment, because if they don't say it, you haven't
pushed them far enough!
34. What are some key computer contract issues?

Hold the vendor responsible for claims made. All of the promotional
literature and brochures that show specifications and benefits should be in-
corporated into the contract. Only then can you hold the vendor responsible
if the products do not perform.
Ensure performance. Use terms that define the product performance.

Speed, capacity, vendor's obligations, and updates to achieve performance
(modifications, enhancements, refinements, and improvements always should
be no cost provisions of purchase) should be provided on each element of the
system to ensure that there is a clear warranty and maintenance commitment
concurrent with the contract acceptance date (rather than the delivery date).
Put your purchase to work. Installation and training often are vague or
unspecified in vendor contracts. Clear responsibilities and timetables must
be set out. Pinpoint who will support your system, and maintain your right to
a replacement person if you are dissatisfied. You can impose penalties on the
vendor for failure of performance, so include a right of extrication. Regular
status review meetings are not unrealistic terms for purchase, nor are 90-day
and 6-month training refresher and update visitations.
Achieve satisfaction. An acceptance procedure should be part of the
contract. It should be your right to run acceptance tests on your premises;
define both the vendor's role and your role in the process; determine a
timetable; and specify what happens if the product fails to perform. Test cri-
teria can be incorporated into the agreement as an exhibit. The practice's
payment periods should never start until after these test phases are success-
fully completed.
Arrange a favorable payment schedule. Although the vendor wants
everything up front, seek to minimize any deposit and defer payment as long
as possible to ensure satisfaction with the vendor's performance. Payment
milestones, i.e., certain system events that will trigger a payment due date,
should be clearly stated in the agreement and tied to the vendor's perfor-
mance obligations.
Define warranty scope and duration. It is imperative that you clearly
define the warranty scope and duration for every element of the system.
Vendors often try to convince you that there is only a single "standard"
clause, but this is far from accurate! Some subcategories to negotiate:
a. Ensure compatibility with existing or currently purchased hardware
and software.
b. Specify speed for the tasks intended as performance specifications
for the various configurations discussed or claimed by the vendor, re-
gardless of whether initially purchased or installed.
c. Require service response provisions, including what hours the
vendor will be available and how fast they will respond, onsite vs. by
telephone, and when replacement systems will be required. Pro-
visions for escalating the problem up the vendor's executive ladder
should be in the agreement, as well as the qualifications of the ser-
vice personnel.
d. Allow for the customization of software after it has been used for a
period of time, to make it more adequately meet your practice needs.
These changes should not impact the warranty.
e. Release of source codes (programming details) is a must. This allows
protection of the purchaser in cases where the vendor decides to
cease support or update functions, for economic or other reasons.
Check the maintenance agreement. Again, never accept the standard
clause. Some vendors offer free maintenance for a period after the warranty
term, and it may be possible to negotiate a cap for annual maintenance fee
increases.
Check plans for manufacturer's updating of the software. This
needs to be done in a timely manner during the warranty. Maintenance peri-
ods must be specified to meet state and federal laws and regulations that
impact the software program. Obtain the counsel of a competent attorney to
better understand your rights.
35. How critical is the Windows operating platform?

The new diagnostic instruments as well as graphic systems are compati-
ble with the Windows and Apple platforms (although there are far fewer
Apple vendors in our profession, which should automatically tell you some-
thing). Thus, easy integration of multiple systems is possible. Changes in op-
erational systems (e.g., Unix, Zenix, Aix) generally are included in software
vendor upgrades.
Both the Windows and Apple platforms make Internet access far easier.
Any practice not on the Internet will be left behind!
36. List some critical points for concern regarding operation of veteri-
nary software.
• Count the times any vendor says, "You only have to change a little ..."
during the discussions, since this indicates the gap between what you want
and what they have to offer.
• Review the appointment log. See how easily the appointment times
can be changed, within a column as well as between columns. Determine
how a doctor can be scheduled into two rooms, out of sync, for high-density
scheduling.
• Review how easy it is to change the narratives on the reminder cards,
and how easily the merge is to change from postcards to letters to envelopes
to e-mail.
• Look at the inventory management module for ease of changing dis-
pensing fees, minimum charges, surcharges for controlled substances, sea-
sonal reorder points, and vendor history evaluations.
• Review how easy it is to go back and make a change on a previous

screen, and look at what the transaction count becomes when you store an in-
patient record and reopen it again later-is it double-counting these records?
• See if transactions and procedures track cleanly, even on bundled
items, so you can look at the dollars per procedure at a later time.
37. My veterinary software system does a great job at tracking my

income, but how do I keep better track of my expenses?
Any commercial bookkeeping system is acceptable if the bookkeeper is
properly trained on the program and he or she follows the guidelines for
income center posting. Otherwise, the best bookkeeping program to get is
the one that is easiest to learn and use.
38. What is the best accounting software?

QuickBooks is the most popular, but there are many others. The man-
agerial accounting is different from tax accounting (done by the CPA). You
need to do your own managerial accounting, as you write and categorize
checks, to be compatible with the AAHA Chart of Accounts (see Question
22) and to make informed economic decisions for your practice.
The ability to print a P&L statement and a balance sheet at the end of
each month (within 72 hours to compare with the veterinary software output
of income and procedures) allows you to do program-based budgeting.
The secret is in the people, not the software. Allocating costs to expense
centers that match the veterinary software income centers is simply good
business, but it's seldom done by veterinary practice software. This disci-
pline must be started early in the evolution of the practice.
39. If I use QuickBooks, can I fire my accountant?

No. They fulfill two different functions. Management bookkeeping is
simply the input of data in a specific way so as to produce information (re-
ports) that tell the leadership about performance of the key areas of the busi-
ness. Tax accounting is the application of available laws to exclude as much
income as possible from taxation.
The accountant is a vital part of the practice management team.
However, you can decrease the cost of the accountant by performing some or
all of the bookkeeping tasks in-house. That way you provide the accountant
with useable information, and he or she doesn't have to spend time organiz-
ing tons of raw data to do the job.
40. Does our practice really need to use the Internet?

Yes. The Internet is fast becoming the communication medium of the
age. The immediate availability of information anywhere in the world at any
time of day means that it is here to stay. Learn to use the resources of the
Internet so that you can:
• continue learning through online courses, interact with other profes-
sionals, and search for answers to challenges of the practice
• communicate with and educate clients or prospective clients (a prac-
tice-building tool)
41. How will the Internet benefit the practice?

Internet Features Beneficial to a Veterinary Practice
E-mail--eommunicate with colleagues, vendors, and staff members within a
practice (Intranet).
• Employee notices and reminders automated, customized, and trackable
• A permanent record of the staff member receiving it
Web page for education of clients-most significant business use of the Internet;
also allows delivery of a controlled image of the business
• Making appointments on-line still a way off for most practices.
• Give "phone shoppers" the web site address for more information.
• Within a defined community, having a web site is emerging as the differentia-
tion factor among practices!
Continuing education (CE)-best thing to come along for personal growth in
years! Taking medical and management CE courses right over the computer now
commonplace.
Veterinary Information Network (www.vin.com) and the Veterinary Support
Personnel Network (www.vspn.org)-premier spots for veterinary professionals to
learn and interact
Peer-to-peer message boards-one of fastest ways to get answers to difficult
cases, from specialists and general practitioners allover the world. Often, answers
available within hours. Try that with a referral!
Research-easy to stay abreast of current government requirements (used to
involve either advice of someone who was supposedly knowledgeable, or trial and
error)
• Almost all government agencies now publish their regulations on the Internet,
along with guides and resources to help in compliance.
• Major resource: availability of Material Safety Data Sheets online. Means dras-
tic reduction in phone calls and letters because you can print them in your
office.
Ordering supplies-fast becoming a way of life; major retail chains already use
web-based ordering for office and computer supplies.
• Most veterinary distributors have web sites available for product information
• Soon you'll be able to place an order, check on status, and review your
account.
42. What is the downside to Internet access?

Of course, with each new opportunity comes abuses. The same is true
for the Internet in many ways.
• The act of venturing out on the Internet or sharing e-mail with others
opens up the company computer system to potential problems.
• Viruses and "hacking" are concerning, but there are easy ways to pro-
tect the company.
• "Firewalls" and virus scan programs are effective tools; when used
properly they virtually eliminate risk.
• It's easy to spend hours online searching and exploring. That's a
personal choice on one's own time, but at work there are limits.
43. What are some guidelines for employee "surting"?

Every practice should have Internet access so that the entire staff can
learn, but a specific Internet use policy should be in effect. Access for
checking e-mail can be unlimited. However, you might prohibit search-
ing for, viewing, downloading, or printing pornography and hate-related
or otherwise objectionable material from the company's computers.
Daily time limits on the number of duty hours that anyone staff member
can access the Internet are a good idea. Note that some practices require
each staff member to monitor different professional bulletin boards for
interesting messages and provide brief reports at staff meetings.
44. Why is online continuing education beneficial?

Many practices offer a CE allowance to the staff, but sometimes it's
not enough to cover registration and expenses. Moreover, it's not always
convenient to be away for a week. Since most states now accept formal
online CE courses for credentialing credits, more and more staff mem-
bers are finding this an alternative to the traditional lecture.
In some ways, online CE is even better-the lessons are more inter-
active and, since they usually are spread out over weeks instead of hours,
the staff member actually learns more. In most classes, the student is re-
quired to prepare materials under the guidance of the instructor that ben-
efit the practice, and there are tests and quizzes to ensure that the student
is keeping up with the material. When was the last time you got that at a
formal meeting?!
45. Do I need a web site for my hospital?

Web sites can be a lot of fun, but they also are a lot of work. Unlike a
Yellow Pages ad, they need constant updating and maintenance because
Internet surfers have certain expectations for a web page.
Web pages should be visually engaging. In most cases they should

be linked with the community Chamber of Commerce web site, since
most newcomers check here for reputable businesses. Web pages must be
easy to navigate, so that the user can find what is wanted without wading
through everything else. The Internet is a highly visual medium: pictures
are essential! Make your practice's web page interactive, and change it
frequently so that there is always something new to see.
Veterinarians usually do not sell products or schedule appointments
through the Internet; thus, advertising in the Yellow Pages is a far better
investment for most hospitals (see Chapter 7). Times are changing fast,
and the Internet is something to consider now so that you will be in the
position to upgrade as it becomes a better business tool for general
practice.
46. When using Internet marketing, how do we show visitors the way
back to our site?
If you are doing a good job of marketing your web site-getting it
listed in search engines and linked to other sites, especially the commu-
nity's Chamber of Commerce-new visitors will find your web site
every day of the week. If you have good content, friendly pictures, and
information on your site, visitors may print it out for future reference.
But what happens when they pull that printout from their files a month or
two later? Will they remember your website address? Don't count on it.
Additionally, if they reached your site through a link from another web
site, there's a chance that the originating site will prevent your address
from being shown. Make sure visitors can find their way to you by in-
cluding your address in text at the bottom of every web page.
Marketing tip: always include information for new residents, such
as animal control numbers, community standards for rabies and leash
laws, and names of kennels where they can keep their animals while
moving in.
EQUIPMENT AND INVENTORY
47. Which equipment is critical for a new practice?

It depends on your business arrangement: purchase, lease, or coopera-
tion with established facilities. Diagnostic equipment for a "gate-keeper"
practice (one that refers most cases to specialists) is less than that for a full-
scope general practice in rural America. But even metroplex practices that
share capital equipment resources can tum a better net.
Much of the basic equipment is available, in used condition, from veteri-

nary schools. The question to consider is what is required versus what is nice
to have. If there is not a good local laboratory, then a dry chemistry machine
is needed. If you can find an inexpensive second-hand machine, it can be an
immediate help and can provide a trade-in value (we know of clients who
bought second hand for < $250 and obtained $5000 trade-in value).
Generally, the most costly single piece of essential diagnostic equipment
is a 300 rnA X-ray machine plus automatic processor (automatic processor
generally provides 35% more income than hand-tank developing practices).
Options are: community affiliation with established practices, lesser rnA ma-
chines, reconditioned second-hand machines, and human healthcare cast-
offs. Remember, few clients understand the difference between offsite and
onsite services, and they won't care unless you make an issue of the matter.
Many gate-keeper practices sell the advantage of limited services as a cost
savings for clients (outpatient companion animal facilities can generate
twice the net of a full-service veterinary facility).
SAFETY ALWAYS!
48. How do I keep up with aU of the OSHA requirements?

First, realize that the safety of your staff and clients is paramount. Then
establish the goal of a safe facility, inside and out, for clients, patients, and
staff. This is not a hassle; it is caring!
Second, use the Internet for the most current information, but ensure you
are dealing with veterinary-specific and knowledgeable people (e.g.,
Veterinary Information Network, Network of Animal Health [NOAH], and
other reputable groups).
Third, procure the basic OSHA self-assessment package, from sources
like AAHA or on the Internet at www.v-p-c.com for the veterinary-specific
packages.
49. Where can I get the key elements for a veterinary safety program?
The Right to Know Program, Chemical Hazard Communication
Program, and Radiation Safety Program all offer industry support, such as
vendor Material Safety Data Sheet booklets, state/province radiation inspec-
tion programs, and similar regulatory efforts. Zoonotic diseases, mechanical
injury, and women in the workplace often require veterinary-specific assis-
tance to tailor programs to the practice. Disability concerns, like pregnancy
or broken bones, require a physician's involvement so that employee limita-
tions can be conveyed to the employer (practice owner).
Every practice should obtain Veterinary Safety and Health Digest, which
provides basic, bimonthly updates (www.v-p-c.com/PhiVOSHAIlinks.htm).
This publication usually deals with just one or two topics per issue, so the
practice has ongoing reminders about safety upgrades.
EARLY STAFFING
50. Who are the first employees I should seek?

• A veterinarian who believes in quality healthcare and staff leadership,
and who has a strong, client-centered, patient-advocacy approach in every
consultation
• A client-centered veterinary technician (might even be called a "veteri-
nary nurse" if the doctor is really client-centered)
• A caring receptionist (maybe your favorite host or hostess from a local
restaurant). Fill this slot when you achieve your first $1000 day.
51. What is a fair way to establish compensation rates for staff?

Communities vary, but there are a few known starting points based on
the employment market. The equivalent method allows comparables that
are community specific. The "hiring wage" for untrained people should be
slightly above the fast-food worker wage, with a raise when they start work-
ing solo (about 30 days into training/orientation), and a second increase at
the end of the 90-day introductory period (based on competency, practice
contributions, and team fit). The goal at the first anniversary is for the wage
to be slightly above the assistant manager's wage at the local midscale de-
partment store.
The total W-2 compensation package (clinical wage for all doctors, ad-
ministrative wages, and staff wages) for a companion-animal practice should
not exceed 43% of gross any quarter. Specialty practices can increase that
percentage by up to 5% due to the higher net within the individual invoice.
Mixed-animal practices have such a variably low net on production animal
drugs, that a lower percentage of gross often is required.
The receptionist, nurse technician, and animal caretaker percentages
vary greatly by the practice philosophy and scope of services, but boarding
and grooming operations must be separated from the practice budget before
computing staff compensation targets.
Typically, the balance between the staff wage and the doctor's clinical
compensation starts staff light (-18-19% staff and -22-23% doctor). As the
staff accepts more client outreach accountability, the balance shifts to the staff
because they become veterinary extenders (-21-22% staff and -19-20%
doctor).
Note that pay periods should be twice a month to allow the best budget
comparisons.
52. What is an acceptable doctor's wage?

In a mature companion-animal practice, you can hire as many doctors as
the practice can hold if the W-2 compensation package is held to 20% and
the benefits are less than 4%. The remaining 76% will support the well-man-
aged practice overhead and leave an appropriate return on investment
(excess net) for the practice owner.
Starting doctor (new graduate) wages vary by area and are increasing
every year. About $40,000 (± 10%) the first year, during training and devel-
opment of wellness healthcare delivery skills (primary care), is not unrealis-
tic. Subsequent annual compensation may be 19-20% of the doctor's
personal production during the last 6 months of the first employment year,
times two-especially for a doctor who is training staff while delivering
quality healthcare.
(.19 x production @ 6 months) x 2 =salary
In ensuing years, doctors should receive 19-20% of their previous year's
personal production as base salary, with an increase of 0.5% each year they
exceed their previous year's production by 10% or when they accept a man-
agement function that takes them off-line from production.
Ambulatory veterinarians, without haul-in facility capability, can re-
ceive as high as 40% compensation if there is no benefit package. Specialty
practices can give associate board-certified specialists 30% (as low as 25%
for board-qualified but not certified, and as high as 35% for board-certified
specialists on the track to ownership).
53. How do I find good people to hire?

Hiring and firing are not secret management methods: retention and
training are what make a successful veterinary healthcare team! The job de-
scription(s) outlines the practice's commitment to train the candidate to the
appropriate skills and knowledge level during the 90-day orientation (and
probation) period.
A practice's hiring team should include a trainer from each zone of the
facility. The candidate has 90 days to demonstrate fit (harmony) and skills
(competencies). These two characteristics must be present in anyone admit-
ted to the practice's healthcare team.
Receptionists are responsible for client relations first and computer op-
erations second. Notice people in client-contact positions (e.g., food service,
department stores), and when someone impresses you, give them a business
card and say, "If you ever want to get out of the food service business, give
me a call. I can use someone with your attitude and people skills in our hos-
pital's client relations program."
If you have accepted this method-hiring for attitude; training to pro-
vide skills and knowledge; and "growing" your own staff-use the Internet
to help you out (e.g., online AVMA credentialed veterinary technician pro-
grams, AVMA study interactive staff development texts, AAHA training
videotapes, CD-ROM learning sessions, and a host of other resources).
54. What is the best way to attract good employees?

Start by creating a clear concept of the kind of practice culture you want.
What do you value: high quality medicine? workplace harmony? high prof-
itability? client goodwill? challenging medicine? the regard of your peers?
working the least amount of time possible? You can then hire prospective
employees that fit your culture, and they will know why they're there and
what they're supposed to do.
Additionally, here are some benefits that will help you make your prac-
tice attractive:
• Competitive pay (within community, not just within profession)
• Continuing education and/or degree completion (distance learning)
• Flexible scheduling
• Paid vacation time and sick leave (personal days)
• A 40lk or other investment retirement plan
• Health benefits
55. How do I know when to fire someone?

Terms of employment must be clear from the first day. They should be
developed around the core values of the practice so that everyone knows ex-
actly what is expected. During the first 90 days, the candidate must learn to
accept and embrace these core values, or they should be released from their
temporary employment status (at will) before they contaminate the team.
"De-hire" employees when they have lost team fit or personal compe-
tency, or when they are no longer willing to support the practice's healthcare
delivery programs. As a practice evolves to better meet the needs of the com-
munity, people who fight for the past (anti-change) are doomed to relive it,
so they should be released to seek their own horizons.
A practice must pursue continuous quality improvement to survive.
Each staff member must be willing to make changes in his or her own
sphere of influence to improve tomorrow, next week, and next month. Let
your people know that they should expect de-hiring if they fail to embrace
change.
56. Firing is difficult. Is there an easy way?

Firing is difficult because most doctors have clear-cut expectations
for job performance, but are still used to the school system for grading
performance: A = excellent, B = above average, C = average, D =below
average, F = unacceptable. This grading system allows many gray areas.
Compromising between these two ideals-the "black and white" method
and the "gray areas" method-is difficult. Most doctors question where
to draw the line, and this uncertainty causes unclear measurements of
performance. Without clear standards, the decision to "de-hire" is very
difficult.
First, ensure that the core values are clear to each and every person on
the team. Second, ensure each variant from the standard is addressed imme-
diately with training, counseling, and one-on-one statements of expected be-
havior in the future.
When new endeavors are initiated, evaluate training by observing indi-
viduals during practical application. Recognize success with public cele-
bration (counsel in private). When an employee diverts from the practice
direction or standards of excellence, de-hiring may be needed. Consider
that you simply are allowing the individual the opportunity to seek another
work environment that better suits his or her skills and attitude. The em-
ployee is not a bad person; he or she just did not grow with the practice's
direction.
57. We have been growing so fast that the staff is leaving due to the
pressures. How do we keep good people?
Fast growth is always stressful, so keep it light; make humor and laugh-
ter an integral part of the practice culture.
In a fast-paced practice, decisions often are stove-piped. Get everyone
involved in the client-centered service mission and thinking like patient ad-
vocates, and ask leading questions of the team before making a policy deci-
sion or change in the established processes.
When business is brisk, the clients' needs often become secondary to
healthcare delivery. These entities are codependent, so have the staff partici-
pate in some form of client survey and satisfaction inquiry, including making
remedial responses to the findings.
Increased demands can be dehumanizing. Patients become syndromes;
clients become numbers; and caring departs the practice's delivery process.
Change the environment by changing labels: receptionists to "client relations
specialists," technicians to "outpatient nurses," and animals to "patients in
need." Also, have the team address how to improve the situation, and em-
power them to react and respond.
THE FRONT DOOR MUST SWING
58. Clients come in different shapes and sizes •••what are they?
The A client visits the veterinarian multiple times a year and does what-
ever the doctor says is needed, when it is needed, with little thought about
cost.
The B client visits the veterinarian multiple times a year and eventually
does most of the things the doctor says are needed, with some concern about
costs when they exceed the family budget threshold (about $500 per episode
for 50% of pet owners).
The C client visits the veterinarian once a year, listens to what the
doctor says is needed, and eventually makes a decision about the needs (usu-
ally after 5 or more exposures). The C client has strong concerns about vet-
erinary costs as they relate to the family's discretionary income.
The D client visits the veterinarian irregularly, generally when health-
care or legal needs demand the action.
59. Can we attract new clients with coupons and free services?
Yes. However, a 20% discount requires a 500% increase in business in
most practices just to break even ... and this requires a great team to
achieve!
The better-paying clients (categories A and B) do not follow coupons
and free services unless a practice breaks a bond with them-we see this
with the large pet supply retailers who offer veterinary services. The C and D
clients follow the coupons and bargains, but they seldom visit their veteri-
narian 3 to 6 times a year like an A or B client.
Some metroplex families select two veterinary facilities-one quality
practice that they trust for medicine and surgery, and one economical, fast-in
and fast-out clinic for wellness services. A quality practice can offer both,
with some planning!
60. How many transactions should I be doing as a first-year practice?

As many as you can. In the first year you will not exceed your capacity,
only your sanity. The initial clients in a new practice include many animal
owners who are "bad credit" at other practices. Asking about a client's previ-
ous veterinarian is an ethical method of determining where you want to fit in
the professional community.
If you are following the fee schedules established by the pet health in-
surance industry, you should have $1000 day by the end of the first
month, and drive at least $150,000 in the first year of a companion animal
practice.
MARKETING OR CLIENT EDUCATION?
61. How do we get our first clients?

Most times your sign will be the first inducement for clients to enter
your facility. Keep it simple. Remember that they have less than 5 seconds to
read it as they drive by. The words Animal Hospital, Veterinary Clinic, or a
similar mixture should stand out, and maybe a phone number if you are not
in the yellow pages yet.
The Yellow Pages are important when clients are new to the area and
looking for a veterinarian close to their home. A Yellow Pages ad does very
little in an established community where word-of-mouth referral is the most
significant promotional tool.
While surveys show that 60% of all new clients select their veterinarian
based on location, many actually make the selection based on the recom-
mendations of others (including pet stores, humane societies, and other
animal adoption locations). Therefore, ensure that there is good will between
you and the community. Start word-of-mouth promotion by speaking on a
current hot topic at local homeowner groups, country clubs, civic organiza-
tions, schools, and similar high-profile organizations. You'll have the time to
do this because you won't have clients keeping you busy.
Ask the local newspaper to run an article on you and your practice as a
new business entering town. Have a "hook" that will excite them, either in
diagnostic services (e.g., computerized imaging, automated radiology, al-
lergy testing, surgical monitors) or in your facility design (e.g., cat condos,
kitty gazebo in waiting area, special runs).
62. How can we target one preferred segment of the pet-owning population?
About 60% of clients choose their veterinarian from the selection avail-
able within a 15-minute drive from their home. In rural communities, this
distance is extended and depends on the shopping habits of the community.
About the same number also ask a neighbor or pet store about the quality of
local veterinarians when making their choice. In mixed species practices,
word-of-mouth is more significant than location, especially in production
animal environments where pennies per hundred weight can make a profit
difference.
Practices that join the Chamber of Commerce and have a page on the
Chamber's website (or on other community-based websites) get some traffic
due to "first known name" recognition factors. A few clients are referred
from AAHA hospital to AAHA hospital. National awareness of the
American Animal Hospital Association certification process is still minimal
in most areas.
Note that a client who comes by word of mouth typically forgives a bad
first impression, whereas coupon and discount clients react negatively and
may start a word-of-mouth program giving you a bad reputation. A poor
community reputation can take as long as 10 years to reverse, so client bond-
ing is critical during the first visit.
63. What is the best method to increase our access to new clients?
Clients are community and practice specific, so there is no single best
method. Retention and nurturing of existing clients feeds the word-of-mouth
reputation, which is the strongest new-client program available.
Price-centered practices, like "shoot and scoot" vaccination clinics and
"pay and spay" programs, deal strictly in volume, so the widest exposure
possible is essential. Consider radio ads played during rush-hour traffic.
A recovered client program is a new twist, because it brings back the
clients who selected the practice, but then did not return. At just one recov-
ered client a day, 6 days a week, 50 weeks a year, with 1.5 pets per house-
hold and 4 visits per pet per year, annual net income can increase well over
$100,000 without changing anything else in the practice.
64. What are the minimum essential services to offer in a new practice?
There is no menu of services for new practices and mate practices (i.e.,
satellite second practice with same owner). If you are going to bond with
clients, start with a solid set of core values based on sound medical and sur-
gical beliefs. Offer the best veterinary care by clearly stating needs, then be
quiet until the client speaks. If you must speak after stating a need (yours or
an animal's), only ask, "Is this the level of care you want for Spike today?";
then fall silent again.
Minimum essential services should include many "two-yes" options,
such as: a titer screen and a vaccination, two-lead cardiac screen as well as a
full seven-lead method, two types of electronic monitoring in surgery, two
levels of preanesthetic screening, and/or two levels of pain management.
Clients who are given two-yes choices at a new practice select appropriate
care more than 75% of the time (in mature practices, this two-yes method
moves positive responses to more than 95% ofthe time). When given a yes-
no choice, 50% acceptance is a good rate.
Additionally, the minimum essential is a scope of services and prod-
ucts that is appropriate for you. An outpatient practice doesn't offer many
inpatient services, and a specialty practice doesn't offer outpatient well-
ness care if they want to keep referrals coming from other veterinarians.
Look in the mirror and determine what quality healthcare means to you,
clearly state that belief to your staff, and then tell everyone in the practice
how that belief is to be delivered to clients on the phone and in person.

Narratives (scripts) must be solid in concept and believed by the speaker to
sound authentic. Never let your phone or client narratives be just a set of
words!
65. How can we make reminder cards more effective?

First, quit sending the code letters that come preprogrammed by some
computer geek at the software company-what client really knows what
FVRCP means?
It takes five or more exposures to get a "yes" when a client knows they
need a service and over a dozen when they don't realize the importance. The
reminder card is a call to action following these and other awareness expo-
sures (e.g., newsletters, health alerts, consultation exposures).
A tag-line request added as a P.S. (postscript) will get as many responses
as the basic message, since most people read P.S. messages first. They can
double the potential response for a single mailing.
Reminders for dental services, geriatrics, exotics, internal parasite
screens, external parasite screens, behavior management, nutritional pro-
grams, and related wellness care most often arrive as a "bolt from the blue,"
without preceding awareness or personal followup. Poor results are the result
of single-shot reminder programs!
In today's market, an annual life-cycle consultation should replace the
annual vaccines if a practice wants their clients to get into the proper habit of
wellness visitation.
66. How do I build referrals to my general practice?

Find out where your new clients are coming from. If you are not collect-
ing and tracking this information monthly, start now.
Ask each new client why they chose your practice. Was it your sign?
Yellow Pages ad? Web site? Did another client refer them, and if so,
who?
To reinforce word-of-mouth referrals, make sure that you:
• Thank whomever referred the client to you (by letter, phone, or in
person the next time they come into the office).
• Track the number of referrals, and report it each month at your staff
meeting to reinforce the importance of referrals to your staff. Talk
about ways to increase the number of referrals.
• Display a tasteful sign in your reception area inviting clients to refer
their friends and neighbors.
• Spoil your current clients to keep them high on you. Make a fuss over
their pets and be pleasant and attentive to their needs.
67. List additional marketing ideas I can use to build my practice.

Participate in community pet-related causes, such as spay and neuter
programs, pet adoption days, and pet walks, to gain favorable exposure for
your practice. Make sure that the event planners publicize your participation
and that you promote the event in your office.
Teach your staff how to "sell" on the phone. For instance, do they
always invite the caller to come in, rather than just give out fee information
to price shoppers? Or do they tell a client to wait for the doctor to call them
back? Booking even two extra appointments a day easily adds over $2,500 a
month to your gross, while improving the pet care of your patients.
68. What do I do when the guy down the road starts to bad mouth our
work?
• Keep a civil tongue while taking defensive action. Speak no evil!
• Spread the word. Let all the staff and clients know up front that you
will never engage in this type of unprofessional reference. Bad-mouthing an-
other veterinarian or veterinary practice rarely pays. Know why your prac-
tice is special, and speak directly of the benefits of your practice and your
delivery system. Be proud of what you stand for in the community.
• Probe for more information. Assess what was said, why it was said,
and by whom. Was the source a client objection to something done in your
practice? Do you need to perform damage control, or is it totally unfounded
(remember, perceptions are real!).
• Inform your staff. Credible proof only cancels out erroneous infor-
mation if the staff knows the facts and can deliver the information with pride.
• Share the good news. Let your service speak for itself. Don't be afraid
to speak up and "correct the record," but do it based on your own honesty
and dedication to the animals of the community.
69. What do we put into the new patient's "goody bag"?

The new patient and new client need to become bonded to the practice,
but giving away "things" is not the most effective starting point. However,
the animal may need a nutritional adjustment, and if the food is explained
in terms of expected outcome, then a sample may be shared after the client
education.
If the community has an endemic flea, parasite, or heartworm problem,
the clients need to understand what that means, including the zoonotic impli-
cations. After they understand the issues, they can be given handouts so they
will have a ready reference at home.
If they plan to travel with their pet, and you have determined when, how,
and where, a protection plan can be developed and appropriate handouts of-
fered for their travel files. Include Lyme disease information for trips to the
Northeast, valley fever for the Southwest, salmon disease for the Northwest,
endemic parasites for the Southeast, etc. Maps are always helpful!
A magnet that shows animal control, poison control, and your veterinary
practice phone numbers is likely to be prominently displayed on the client's
refrigerator.
70. How does participation in civic activities affect my practice's profits?

Social contacts are so important that the American College of
Healthcare Executives requires community activity participation to keep a
diplomate status. They have found that a healthcare facility must have a grass
roots basis in their community to be effective in establishing a market niche
in the consumer's mind.
If you do not have many social contacts, join at least two local associa-
tions or organizations. They are a valuable venue to meet and network with
others who come into contact with your clients. Leverage your membership
by choosing activities that help you meet people easily, give you visibility,
and showcase your character and competence. Pour your energy into making
conversational connections, share your business card at every opportunity,
and offer your practice resources (e.g., speakers, tours) to others who have
an interest in what you do.
71. How do I get my new doctor (receptionist team) to sell our products?
In veterinary healthcare delivery, the only thing we "sell" is peace of
mind; all else the client is "allowed to buy."
Some see selling as a competitive situation; arm them with self-assur-
ance that your practice is special for the patients. Others are self-conscious
about the cost; focus them on the client's concern and the animal's welfare.
Still others are self-centered and do not believe in the product or service for
their own reasons; help them listen hard to the client's concern and respond
to the client's needs and requests before they add their own bias.
Concentrate on the accomplishments of the practice. Flaunt the
strengths of the individuals on your staff. Be proud of the equipment capa-
bilities in the hands of your practice's providers.
72. I think we are "breaking client bonds" too often; what can we do
better?
Broken promises come in many forms, from honoring the appointment
to calling a client at the time agreed upon. Broken promises are a foundation
for broken client bonds. There is a social contract that is embraced in all
healthcare delivery, and it starts with "Do no harm" and continues to "Do
what is needed." If the client perceives pain, or feels too much pressure to
buy something they did not ask for, the client bond is weakened.
Clients come to a practice stressed, and instead ofthe practice paying at-
tention to them, they are put into a "holding pattern." They feel ignored.
Slighting a stressed client is often cause for that person to try another veteri-
nary practice.
Be careful of telling a client that a computer will not allow it, that it is
against hospital policy, or other forms of arguments. While a client may not
always be right, they are seldom wrong! Do not blame a client; do not argue
with a client-just ask, "What can we do to make it right?"
The high-tech world has caused some practices to put an eletronic sort-
ing device between themselves and clients (those stressed people telephon-
ing your practice). Ensure a real person answers and listens before a client is
put into the electronic world of voice mail or electronic routing.
Client bonding is very similar to pricing; if the client believes he or she
received more value than what was spent, it was a bargain. If a client felt im-
portant to the practice and known by the practice team, then the value in-
creased in the client's mind, and the bond was enhanced.
2. HUMAN RESOURCES
RECRUITMENT OF THE RIGHT STAFF
1. Where do I find great staff members?

Great staff members are made, not found! Hire for attitude and train for
the needed skills. Hiring for attitude means the resume is a screening tool,
and the candidate needs an introductory period (60-90 days) to be trained to
85% competency for the job description duties.
Use a staff-based hiring team, consisting of a receptionist, nurse, care-
taker, and manager/associate doctor, to screen and select the candidate.
This is the same group that becomes the training team, which ensures that
they accept accountability for the hiring criteria after the introductory period:
job competency and team fit. Both must be present; if not, the person is re-
leased "at will."
The immediate need for people often causes the hire of a warm
body, but that will never build a quality team. After the introductory
period, continuous quality improvement requires continuous training,
both in-service and external continuing education. In technical posi-
tions, continued growth using the newly available "distance-learning"
programs should be a fringe benefit of employment. Training is neces-
sary, to keep up with the rapidly changing knowledge base in the veteri-
nary profession.
Great staff members are on great healthcare delivery teams, and great
teams require great leaders. No one ever "managed" a horse to water. (And if
you lead a horse to water, but it won't drink, as a veterinarian you can apply
a stomach tube and make it drink!)
2. Where do I find "great-attitude" people?

The astute human resource recruiter always is looking for the "next
person." For example, if the check-out person at the local grocery store (or a
restaurant worker) is personable, give him or her a card and say, "If you ever
want out of the retail clerks union (or food service business), we have a client
relations position that may be of interest. Give me a call."
In the search for potential technicians, who really are nurses, local nurse
aide vocational-tech programs can be offered at your hospital for in-service
experience. Some will stay. Nurses aides already are committed to emptying
bed pans, so veterinary hospitals are heaven by comparison!
43
44 Human Resources
Approved distance-learning programs are now available on the Internet

(certified veterinary technician programs). You can make them and the
"technician degree" available as a fringe benefit of employment.
3. What are the first steps when running a help-wanted ad?

Always start with a clearly worded job position description before
writing the ad. Most jobs are redesigned between incumbents, and posting
this description allows the adjustment to be accepted by the staff before the
candidate arrives.
The ad should clearly request the type of initial contact desired; phone,
fax, e-mail, or drop-off resume. Then the hiring team/manager follows up
with an interview by phone in 24 to 48 hours. Establish the questions for the
phone screening at the same time you place the ad. Often the name in the ad
is not a real name, but a "special name" to alert the person answering the
phone that an applicant is calling. You can hear them speak and respond to
questions before you decide whether you want to invite them in for an inter-
view. Consider letting your staff handle these screening calls for you. Let
them select candidates for interview.
Have the staff form a three-person hiring team (manager plus reception-
ist, nurse technician, and animal caretaker) to interview the initial applicants
(see Building the Successful Veterinary Practice: Innovation & Creativity
[Volume 3] for interview questions and hiring team methods).
4. What are the components of a good job description?

A good job description helps staff candidates understand why they are
there and what the practice expects from their on-the-job performance. It
should include the following elements:
• Always start the job description by stating clearly that the staff mem-
bers are there to serve clients and pets.
• Describe the responsibilities for the position in terms of "outcome ex-
pectations," rather than specific tasks.
• Some practices like to add "and other duties as needed and re-
quired" to the initial job description, but that phrase needs to be re-
placed by-
See the challenge, solve the problem.
See the need, make the change.
• Cite the standards of performance as "terms of employment," includ-
ing dress, punctuality, overtime, expectations of assistance to others,
and client confidentiality.
• Always have the benefits written as clearly as the job expectations, so
that the orientation approach is balanced.
Human Resources 45
A good job description embraces the core values of the practice and
shows the "training commitment" to a new candidate for the introductory
period. The time-line for the introductory period should be adjusted for indi-
vidual capabilities and learning rate, as determined by the practice training
team. Traditionally, the period is 30 to 90 days.
S. How can I be more competitive in attracting and keeping good

employees?
Don't forget that you have more than money to offer. Provide a profes-
sional environment and meaningful, satisfying work. The three Rs of staff
employment are respect, responsibility, recognition. Offer flexible sched-
uling, including job sharing rather than part-time positions; this may be more
important than money to many job candidates, and your practice is more
competitive with these options.
Offer unique "perks," such as allowing staff members to bring their pets
to work and veterinary pet insurance. Unlike the discounts of old, pet insur-
ance increases the business tax deduction while increasing the cash return.
6. What key actions can I take to make my practice more efficient and
improve productivity?
Four of the most overlooked areas are:
• Use technicians as "doctor extenders" so that you can see more pa-
tients in your practice.
• Improve your inventory management by improving the number of
turns. Try to turn your inventory 8-12 times per year to maximize prof-
itability.
• Match your practice hours to the hours in your community to make it
easier for pet owners to make and keep appointments.
• Try high-density scheduling to maximize the number of patients you
see each hour.
MOTIVATION VERSUS INCENTIVES
7. How do I best motivate the staff?

Motivation is not external; it comes from within. The traditional man-
ager causes fear in an employee, but a leader creates an environment in
which people can pursue their personal interests and desires in accordance
with the practice's core values.
The practice culture should nurture innovation and creativity and re-
quire people to accept accountability for improving whatever is in their
46 Human Resources
sphere of influence on a continuous basis. Continuous quality improvement

(CQI) is based on each individual looking for things to improve as part of
their daily environmental adjustment.
Many hospital surveys show that healthcare workers usually rank money
in the top six workplace benefits, but never in the top three. The top three
factors for improving the workplace environment generally are: respect, re-
sponsibility, and recognition.
8. How do I get them to buy into the practice programs?

Basic fact: behavior is a term of employment. Require behavior, not atti-
tude (you hire for attitude). Address the behavior expected, not the personal-
ity or past performance.
Carefully consider before expressing anger or taking sudden action.
Don't tell them what not to do. Clearly state what behavior and end goal is
expected, and commit the resources so they can get there.
When identifying a program, clearly explain the outcome and the "why"
of the patient advocacy or client-centered service. Use a brainstorming or
mind-mapping session to allow the team to adjust and "tweak" the structure
and specifics until the program becomes something special in their minds.
(Mind-mapping starts with one core concept and expands as you jot down as
many wild and crazy ideas as possible in the shortest amount of time.)
9. How do I sell a practice program?

Great programs are great sales promotions. In sales, endorsements are
important. Always have great success stories available. Also have compas-
sionate and caring stories of the consequences of not supporting the pro-
gram. A good example is the graphic description of the wasting-away and
pain that a cat endures during the terminal stages of FeLV. The mental pic-
ture must be so vivid that the cost and difficulties of the test and vaccination
are inconsequential in the minds of the staff and clients.
Require each member of the key staff to accept accountability for one
element of the program that they can accept and endorse. Give the "program
sell" your very best, in terms of quality healthcare and patient advocacy.
Employees seldom "buy in" when a program is presented only in economic
terms.
10. What will encourage the team to execute a new practice program?
First, it must be presented as something special. There is an art to pre-
sentation. In advertising, it's called "sell the sizzle," which comes from the
television ads that display sizzling bacon, implying the aroma and flavor, but
never addressing the cholesterol-laden fat of an animal that wallows in mud.
Human Resources 47
Start the program with excitement, and test it on the fly. Never try to
predict all the problems before starting-it will never get started. Instead
have a plan A and a plan B, and maybe even a C, D, and E, and expect the
program to be tweaked daily by the team.
Stay centered on the outcome, and avoid process dissection. Get a
"buzz" going on the team involvement and progress, not the speed bumps in
the road. Start to brag about people and their efforts, and celebrate the partic-
ipation (process) as well as the success (outcome).
11. How do I measure outcome success for staff executing a program?

Measures of success:
• being able to let go of leadership
• replication of effort at multiple levels of the practice
• "word-of-mouth" client-referrals
• the program becoming "mainstream" in the veterinary community
• the staff saying, "That's the way we do things around here!"
12. What can I do to change my boredom and/or fear offailure?

One of the authors (Catanzaro) has been doing volunteer leadership
training with Jack Metcalfe (Boy Scouts of America) in Belize for almost a
decade:
On the last trip, while Metcalfe was writing in his daily journal, he
looked over and said, "Do you know what we were doing this day 3
years ago?" He said that we had been almost in the same location,
encouraging Belize staffmembers to adopt what was to them a rev-
olutionary method. This made me realize that Jack's daily journal
was a quest ofmajor proportions.
This example captures the essence, the passion, the imperative of the
"program." Effort really matters, and everyone has a part.
Boredom simply is doing the same thing over and over until it requires
no thought, and then the mind goes elsewhere. That is mundane life, and in
more recent years has been labeled "bum out."
Fear of failure has been bred into most healthcare providers by licensure
laws, but the fact is that most of the exciting programs are not licensure
issues. They are mental: they start a fire in your belly and make others sit up
and take notice.
The common denominator is: pursue something that really matters to
you! Pursue it with drive, gumption, and imagination! Pursue something that
counts in your internal value system! Something that defines you or the
moment and is imbued with energy and a life of its own.
48 Human Resources
13. What type of incentives add to the CQI environment and staff
harmony?
"Open-book management" concepts are a good foundation, but must be
adjusted for a veterinary practice, Staff members know what is deposited
each day, but they don't know the expenses. Think about the following
"recognition" ideas (bonus and incentive are inappropriate terms for health-
care workers):
• Guarantee the staff salary as a percentage of gross (start with historical
levels), Extra monies left at the end of each quarter are divided between staff
members who have a full quarter of participation (40% of savings distributed
immediately, 30% held for holiday surprise, and the balance held for Uncle
Sam's tax requirements).
• Know the quarterly cost of drugs and medical supplies, but don't mix
in diagnostic supplies, nutritional products, or boutique items. Take drug and
medicine costs as a percentage of gross, and share 20% of the savings with
the inventory management team when they reduce inventory costs.
• The nutritional counselors, who manage the nutritional inventory, also
should track the net for their product lines. Quarterly they can be paid 20%
of the earnings over 30% net.
CREATIVITY AND INNOVATION
14. How do I jump-start my team's creativity engine?

Require staff members to bring one new idea to any group meeting as
their "admission ticket." The idea should focus on some aspect of their job
and how they can improve what they do. The other staff members must seek
the positive aspects of the idea before critiquing it.
Ask for two alternatives whenever confronted with a challenge (prob-
lem), and don't jump in with a solution. Don't allow staff to put their brains
in your in-box; instead of "it can't work" or "it can't be done," ask for ways
to make something else work to reach the desired outcome.
Expect staff to try to make one improvement in their work each day,
focusing on the areas within their control.
When hearing new ideas, change the mind-set of the group from "Yes,
but ..." to "Yes, and ... ." Work to continue where the last person left off.
Get total commitment and team "buy-in" by expanding ideas, not limiting
them.
Guarantee creativity by setting idea quotas: one minor evolutionary in-
vention for every 10 days of work, and one major revolutionary brainstorm
idea every quarter. Hold an idea lottery each month-each new idea gets a
coupon good for the monthly staff meeting drawing of a special prize!
Human Resources 49
Create a creativity corner, where people can go to think new and won-
drous things. Add an erasable white board for brainstorming, so that ideas
and mind maps can grow from a group effort. Add pictures, decorations, and
media resources that provide innovation fuel.
Make generating ideas fun and fearless. Stage a stupid idea week and
hold a contest. Encourage camaraderie and be aware that "stupid" ideas
often lead to great ideas. Post entries on the bulletin board and conduct an
awards ceremony each day at lunch, with daily winners being entered in the
drawing at the end of the week at a celebration luncheon.
Turn a staff hallway wall into a hall of fame. Exhibit photos and exam-
ples of specific staff members and their great idea(s).
15. How do I start the practice brainstorming?

It's a collective effort, so the innovation engine must be fueled before
you start. Rule one is: everyone must hear the caring intention in whatever is
said, so that people feel safe to share ideas. Divergent think is required; thus,
collective confidence is required. Rule two is: anyone can disagree, but
never make the other person wrong. Use the "Yes, and . . ." response instead
of the "Yes, but ..." or "No way ..." reply.
The actual process has five informal steps. It's a free-flowing process, so
don't get too structured.
Step I-Problem Statement/Orientation of the Topic. Use outcome
words, such as, "We are seeking new ways to ..." or "We are looking to
develop ...."
Step 2-ldea Generation. The best way to get a great idea is to work
from 100 alternatives and discard those not needed. Each session needs
both a facilitator and a recorder to keep the session freewheeling. A round-
robin, in which individuals add to the idea and expand the thought process,
often is improved by having everyone close their eyes so that they are less
inhibited.
Step 3-Discussion and Evaluation. The recorder posts the ideas and
then they are grouped, with pros and cons added, all without reference to
who contributed or why. Solutions often lie within the synthesis of ideas and
approaches.
Step 4--Decision and Implementation. The group picks the best alter-
native, and the details are written down for all to see. We recommend the
mind-mapping format for this, since it is far more flexible than the tradi-
tional outline format. Develop and record a Plan A and a Plan B; outcome
success measurements also are identified at this time. Establish a time line
for implementation, and identify accountable individuals to coordinate and
report on the process and outcomes.
50 Human Resources
Step S-Assessment and Evaluation. While working Plan A, speed

bumps likely will appear. Sometimes they are steep challenges-in fact, over
60% of the ideas in healthcare cannot be completed as initially designed.
The project/idea coordinator can pull alternatives from Plan B and boost the
process without any concern for checks and balances. There must be a 90-
day implementation latitude before veto or final evaluation by supervisors;
ideas must be given time to ripen on the vine. Trust the people you put in
charge of the change garden and allow them to cultivate the innovation and
creativity crop for the good of the practice.
16. I feel alone when making changes and decisions. How do I combat
that feeling?
Build a network among creative friends from your place of worship,
Rotary, and/or civic groups. This effort may be supplemented by hiring a
consulting firm, attending university courses, enrolling in Dale Carnegie or
Toastmasters, or even attending a short course on a topic of interest. Use all
the brains you can find, beg, or borrow.
17. What if I am "blocked" creatively?

Re-frame your perspective, which often means looking at something
upside down or inside out, or simply knocking down the roadblocks of bias
and experience. Creativity is a lifestyle, so start by driving to work a dif-
ferent way, and go home by a second route. Eat at a new restaurant; shop at
a new store; visit a new grocery and buy a food you have never eaten
before.
Look at the "people roadblocks" in your mind and find a new route.
Each person is an untapped resource: look at his or her strengths.
Consider each person, yourself included, as someone who has something
to share or has not been given the opportunity to try something new
lately.
Overcome fear of rejection/failure by accepting that others have no
power over your ideas. There is little risk sharing them; the worst someone
can do is not be interested. Consider every meeting as an encounter between
two comfort zones. If there is no click, it just means that the two comfort
zones are not ready to be compatible.
Idea barriers can be physical, mental, and logistical. Don't let some ob-
stacle stop you from exploring new horizons-just find a route around the
barrier. The Internet is a new way of brainstorming in safety, since you can
cruise the information highway and see other people's efforts without being
recognized. You may even enter into a "chat room" and explore new ideas
with total strangers ... some find this fun, and most find it encouraging.
Human Resources 51
DISCIPLINE MATTERS
18. What is the best method for modifying inappropriate behavior?

Before you discipline an employee, ask yourself:
• Was the appropriate training provided?
• Was the staff member allowed to try the project/procedure under the
supervision of a mentor and coached until comfortable with the
skill?
• Did "recycling" occur when a person stumbled in the process, and
were clear outcome expectations re-established?
• How was the recognition system used to show the right track?
Expectations should be clearly communicated. A veterinary team must
depend upon each other and know what is expected, for patient welfare and
client peace of mind. Everyone should understand that "letting down" an-
other staff member is inappropriate behavior.
Hire people for team fit and personal competencies (culture, skills, and
knowledge). Repeated failure in these areas is grounds for de-hiring!
19. How do I discipline a repeat offender?

"First" mistakes indicate that the employee is trying new things and
learning. People who make no mistakes usually are striving for mediocrity.
Encourage first mistakes!
If someone cannot learn, consider restructuring the job. A square peg
does not fit into a round hole, but fits the square hole very well. Not all
people can fill the shoes of the previous person, so plan to restructure
jobs on a recurring basis, so individuals can "shine" in their own areas of
expertise.
In a healthcare environment, if you cannot train a person to a level you
can trust, release the person from employment to find a job with a better fit.
Replace discipline efforts with an active search for someone who can do the
job right!
20. What is the best way to deter tardiness?

Tardiness is an occasional event of life. Repeated tardiness is a dis-
courtesy to other staff and cannot be tolerated. Describing tardiness as a
team discourtesy, and not a time-clock issue, increases staff support.
When someone arrives late, there are three general methods of address-
ing the issue (and it must be addressed immediately). The order here is
flexible:
• State the hospital policy and the behavior required. Establish an agree-
ment of consequence for repetition.
52 Human Resources
• Take the person aside and ask directly, "Why are you late?"
• Look at the person, lower your voice, and ask, "Is everything okay?"
POLICY MANUALS
21. Do I need a policy manual for my employees?

All business operations need an employee manual. A good employee
manual ensures that human resource management is equitable. Generic manu-
als are available from most computer software vendors, and veterinary-specific
ones are available from veterinary practice consultants (e.g., www.v-p-c.com)
and other veterinary organizations and associations.
When you initiate a quest for a personnel manual, consider the core
values of your practice and assess: vacation days, continuing education,
sick days, healthcare benefits for staff and for staff animals, disability in-
surance, holidays, administrative leave, personal days, personal protective
equipment/uniforms, duty hours, shift work, job sharing, and other routine
issues.
22. Got any tips for modifying an employee manual?

Here's an important tip: job descriptions are not final! Every job descrip-
tion is a commitment to training. It should list the minimum standards ex-
pected. Establish a training system to ensure that employee competencies are
reached within the first 90 days of employment. Once the training is "com-
pleted," the last element of the job description (usually "other duties as as-
signed") is changed to read: see the challenge, solve the problem; see the
need, make the change.
Standard operating procedures or protocols must start with a doctor's
consensus. Without clear protocols for services, the staff never become vet-
erinary extenders, which means their ability to produce net is greatly de-
creased. Kal Kan Foods, Inc. sold a great "starting point" manual for less
than $10 (over 200 pages) in the 1990s. You may have to look around for
copies, but they are well worth it. Break out the sections to the staff mem-
bers, small bites only, and have them rewrite the sample to meet what is hap-
pening in their world. Ideally, someone working from their rewrites can be
80% competent.
An operating manual is simply a starting point, since a veterinary prac-
tice is a series of problems waiting to be solved. Do not handcuff the staff in
pursuit of protocols. Remember the phrase added to the job description at
the end of the 90-day orientation training, and don't just talk the talk, but
walk the walk.
Human Resources 53
TRAINING ISSUES
23. Is 90-day orientation training really needed for experienced

people?
Yes. The orientation should allow the candidate to experience all ele-
ments of the practice during a nonproductive period (usually 2 weeks); then
shadow all employees already working in the area to which he or she is as-
signed (usually another 2 weeks); then start working with and shadowing
someone (usually 2-4 weeks). Finally, the new employee goes solo (until the
end of the orientation/probationary period).
Training starts as a directive process: "These are our standards." The
standards are based on core values and are inviolate: "Accept these standards
or leave now." After the directive stage of training for skills and knowledge,
the candidate must be "persuaded" that he or she is capable. After a first try
doing the task or procedure, "coach" the candidate so that proficiency and
confidence are gained. Delegation can occur only after this training triad: di-
rection-persuasion-coaching.
Once the candidate is selected to join the healthcare team, orientation
training is replaced by monthly in-service training, which is coordinated by
staff for staff. Training should address one major issue each month to ensure
that the entire staff-front, back, and inbetween-as well as doctors are on
the same wavelength.
24. What are good appraisal techniques for enhancing performance?

In school, appraisals are past-tense test scores, with a bell curve of per-
formance expectations. In healthcare, excellence is the standard, and grading
on a curve is contrary to quality healthcare delivery.
Appraisals are moment-by-moment learning experiences based on
quality and excellence in healthcare delivery. Performance planning (per-
sonal one-on-one commitments to change and to education in the upcoming
90 days) must become the method of choice for enhancing performance.
Performance planning concepts require that the measurement of success
be established between learner and mentor at the beginning of the 90
days. Advancement toward this goal is what you appraise at the end of the
90 days.
25. Is in-service training required in any state/province?

Only human healthcare has mandated in-service training. Veterinary
medicine typically has focused on healthcare delivery techniques, rather
than the staff development needed to get the outcome desired. If you
accept the current professional standard that veterinary medical knowledge
54 Human Resources
is doubling every 24 months, then in-service training is essential to prac-

tice growth.
Many distributors and vendors provide product training (and pizza) to
practices they support. The American Veterinary Medical Foundation
(AVMF) of the AVMA has established a new six-times-a-year video training
program for practice teams called ClientLink. The AVMA also has published
a series of client relations texts and handouts. AAHA has published a series
of multi-media tools for staff development, and many independent vendors
have developed and are offering training programs. Note that you must
review and integrate any outside program before it can be used effectively as
an in-service development tool.
26. How do we make the time for in-service training and other
meetings?
Time is never "made"; it is only scheduled and sequenced effectively.
Think of the logger who must produce at ever higher levels of produc-
tion, but never takes the time to sharpen his ax during the day. Production
drops over time. The logger who routinely undertakes brief sharpening ef-
forts maintains a sharper ax; cutting is easier, fatigue is less, and produc-
tion is improved. It is the same in every mind, in every practice: a few,
short (20-minute), individualized training efforts keep the skill level honed
and sharp!
Trainers can go to the individual and grab a few moments one-on-one as
the situation allows. If the trainers are rotated, a new staff member receives
the current level of knowledge across all aspects of the job position.
27. How should training be organized?

Each trainer should be developed with new ideas and skills (train the
trainer!), so that he or she can expand the knowledge base of the balance of
the team. The "mentor and movie" method can work well in a busy practice.
To use it, you'll need to obtain training tapes from Animal Care Training
(ACT) tel. 1-800-357-3812. AAHA or another source can help teach your
staff the general rules about OSHA and other safety issues, client care, pa-
tient care, and more.
Make up a list of all the things the new person has to learn. Divide the
list according to the different sections of the hospital. Designate a mentor
from each section to work with the new person and teach them the items on
the respective section of the checklist. This method divides the responsibility
for training more equally among staff members. It helps the new person get
to know the other team members and to understand how work flows through
the hospital.
Human Resources 55
SETTING UP THE SCHEDULE
28. How do I schedule people so that everyone is happy?

• Rule one: schedule the hospital, rooms, and tables-not people.
• Rule two: allow people to select shifts based on hospital needs, not in-
dividual needs.
• Rule three: people who do not want to work do not have to be employed.
• Rule four: equitable scheduling does not require everyone to be
"happy."
• Addendum: evening and weekend work may warrant a pay differ-
ential to recognize people who sacrifice personal desires for client
needs.
29. What does "schedule the hospital" really mean?

One doctor works two consultation rooms when on outpatient duty.
There is one nurse and one nurse assistant supporting the doctor, so that the
two rooms can be simultaneously operated, but not "out-of-sync." The first
10 minutes in one room overlaps with the last 10 minutes in the other con-
sultation room.
The inpatient nurse and inpatient doctor handle all emergencies, walk-
ins, and drop-offs, allowing the outpatient team to stay on schedule. The in-
patient doctor prioritizes the treatment room "white board" first thing every
morning so the inpatient staff knows what is needed and in what order. For
instance, grade I and grade 2 dentistries can be done while the inpatient
doctor is doing surgery; but grade 3 dentistries require x-rays and possible
extractions, so the doctor should not be scrubbed into surgery when those
procedures are being done.
After lunch, the morning inpatient doctor shifts to outpatient, and the
morning outpatient doctor shifts to inpatient to finish admitted cases. The
late doctor comes in at noon, does 3 hours of spay/neuter and other pre-
dictable time surgeries, then does 4:30 to close outpatient (still two rooms
per outpatient doctor).
30. How can I get control of my day at work?

The most important thing you can do is plan it realistically. For in-
stance, plan a time to take and make telephone calls, and plan for interrup-
tions. Schedule your appointments with free periods to allow you to catch
up on records and make up for extra time spent on a complicated case, un-
foreseen delays, emergencies, and interruptions. Plan time to get out for
lunch, take exercise breaks, meet with your staff, and do anything else that is
important to you.
56 Human Resources
MILLENNIUM MANAGEMENT
31. Veterinary practices are scrambling to find clients and keep net
income. What's happening, and what can we do?
The rules are changing, and the old methods don't work. Vaccination
and pet population income is waning, pet populations have stabilized, and
the number of store-front practices has increased in most metroplex commu-
nities. Practices must accept these changing environmental factors.
Be the first practice to use new healthcare delivery ideas, such as nurs-
ing appointments, high-density scheduling, more visits at lower average
client transaction rates, alternative medicine, VIP resort suites for pet guests,
and behavior management advisors.
Develop a strategic foresight. Make assumptions on the community's
future using the best information from the city planners, chamber of com-
merce, rotary contacts, church sources, and other merchants and civic leaders.
Look at a team redesign. Include new duty area accountabilities, target
outcomes, and client-centered services. Ask clients what is needed to make
them return more often with all of their family pets.
Feed the innovation engine residing in the minds of every staff
member, every client, and every community contact. Look at things upside
down and inside out to find the unusual approach to being unique in the
community.
32. How do we rise to the challenges of the new millennium?

• Reconnect to the values that motivate staff and doctors.
• Target retention and training of the best staff available; don't underpay!
• Start with a quality healthcare delivery perspective, then look at costs.
• In larger practices, focus on educating governance (i.e., Board of
Directors, etc.) to handle policy and precedent, while empowering providers
and staff to deliver operational excellence.
• Know what the community residents want. Ignore the "national aver-
ages," and set your own goals to improve convenience, increase client educa-
tion, and ensure continuous quality improvement against your own standards.
• Design the "delivery system of the future" by mixing styles of medi-
cine with retail that fits how people live. Help people understand that they
cannot have more benefits and choices without paying a higher price.
33. Is the new millennium really that unique?

In the past century, manufacturing of "things" made America special.
The third-world countries copied this trend, and reduced the impact of
American products on the world.
Human Resources 57
In the coming century, knowledge is all that America can really broker.
We have the educational and developmental edge to make a difference in the
world market of information sharing.
Client awareness is developed by environmental influences. The under-
current of veterinary practice in the past century was selling things. The dri-
ving force in the new millennium will be brokering knowledge.
34. The words we use set the tone of the practice. What are the new
words for the new millennium?
The words you use shouldn't be just buzz phrases ... you must walk the
walk!
New Words Old Words
A performance Ajob
Act of commitment Puttin' in the time
Memorable Close enough
Wow, gee whiz! Blah
Team members Employees
A signature piece It has always been this way
Epitome of character Faceless
Innovation and creativity Predictable and safe
Mastery of excellence Acceptable work
Exhausting effort Numbing existence
Talent rules Hierarchy habits
Adventuresome Risk-averse
Growth experience Another day
It matters! No big deal ...
35. What is the secret to success in the new millennium?

Steve Heller described the pioneer American designer, Paul Rand: "He
took every opportunity to redefine a project in brief so that the problem
could be solved according to his own vision." George Bernard Shaw said,
"The reasonable man adapts himself to the world; the unreasonable man per-
sists in trying to adapt the world to himself. Therefore all progress depends
on the unreasonable man."
The secret is an internal focus of excellence, doing the usual as if it
was unusual, or doing the unusual as if it was usual, if you want to be
remembered:
• Take the task at hand, any task, and turn it into something that
makes a difference in the minds of others; say it, shout it, live it!
• Reward those with an excellent failure.
• Starve those striving for mediocre successes.
58 Human Resources
36. What are the critical elements of the creativity process?

This question is the first step in killing creativity ... it cannot
become routine! Better question: What can I do to create the environ-
ment needed?
• Write the current project description in Jess than one page, fax or e-
mail it to three "free-thinking" people outside the practice, and ask them
to help you rethink the issues.
• Get three teammates together, today, for at least an hour offsite,
and brainstorm a new version of the project based on the desired out-
comes rather than the process or people.
• Talk to the strangest people you know, the youngest, the oldest, or
even the weirdest, and ask them to reinvent the issues and assumptions,
as well as the direction of the effort.
• Re-examine cultural assumptions, community pressures, and the
boss' preferences in terms of, "What will excite them?"
• Stay curious to the very end, then seek new perspectives as you get
comfortable. Don't get bored, and don't accept the mundane as routine.
37. What do creative thinkers have in common?

Thomas Edison, Ben Franklin, Leonardo da Vinci, Virginia Woolf,
Carl Jung, and even Charles Darwin kept daily journals. They under-
stood that new ideas often come from combining many disparate pieces
of information or concepts over an extended period of time.
The great business leaders, e.g., the CEOs of all Fortune 500 compa-
nies, have written goals. The simple act of writing a goal allows a com-
mitment to become a reality rather than a wish.
Work from the front of your journal to the back (a loose-leaf binder
is better); you do not need to be chronological. Have a list of "Awful
Stuff' in the back, and a list of "Gee Whiz-Cool Stuff' in the front. Build
a mind map for each new idea.
Start by visiting a mall today. Observe the stores, people, and mer-
chants; then add ten things to each list (Awful vs. Gee Whiz) and at least
one new mind-map idea. Apply at least four observations, good or bad, to
the project of the moment.
38. Can I use benchmarking in this new millennium quest for innovation?
"Benchmarking" is a 1990 corporate term for brain-picking. Brain-
picking is simply using all the brains you can beg, borrow, or steal. It in-
volves applying others' impressive ideas to your own projects.
Benchmarking has been used by some veterinarians and veterinary
managers as an excuse not to change, because they only look inside the
Human Resources 59
veterinary profession and do not see anything new or exciting. The idea
is to look outside a specific industry for new ideas that worked in other
industries or professions.
Life is brimming with new, stimulating experiences. It takes a little
nerve and a trust that your team will be able to "adjust on the fly" to
make the idea work better each day.
3. STAFF TRAINING AND ORIENTATION *
1. Why is staff training important?

The success of any progr~or promotion depends on the people who
are responsible for carrying out the details: they must be educated about
what they are expected to do. This is the core definition of training-educat-
ing the force about expectations.
Remember, training is an ongoing process; it'll never be completed or
over. Just like housekeeping or even medical record documentation, it'll
always require updating, refining, and implementation.
An abundance of evidence supports the belief that a well-trained work-
force is more productive, happier, and more stable (less turnover) than a
comparable group of people without clear directions or instructions. In that
sense, training is not a detraction from the work at hand, but a means of per-
forming the work better and more efficiently.
Practices that set aside time and resources for regular staff training not
only are more profitable, but are simply nicer places to work because the
staff is more focused.
Just as a practice must embrace new medical ideas and methods to stay
competitive, it also must find ways to keep the staff up-to-date on issues and
directives.
• The traditional workplace of "9-5 and closed for lunch" is no longer
the norm in the veterinary profession, so traditional training methods
like meetings and seminars are not the answer to every problem.
• Traditional methods still have a place in the training schedule, but
alternative methods must be employed if the business is to stay ahead
of the problems.
2. What is my role as leader in the training process?

Every training program is destined to succeed or doomed to fail accord-
ing to the emphasis it gets from the leadership. If the practice owners relay
and support the message that all training-medical, safety, and procedural-
is a mandatory component of employment, then the staff will take is seri-
ously. If the leadership doesn't show genuine support for training programs,
the staff will be unenthusiastic about anything that is perceived as "more
work" or that disrupts the normal day's events.
Leaders must also follow the rules that are in place for other workers.
* Also see Appendix C.
61
62 Staff Training and Orientation
• The staff will not abide by the safety rules if the veterinarian owner of
the practice believes in a "Do as I say, not as I do" philosophy.
• This goes for attendance at required training functions also!
• The presence and participation of the practice leaders sends the mes-
sage that the issue is important.
• Likewise, the leaders' absence sends the message that this stuff
isn't serious enough to get their attention, so it must not be very
important.
Perhaps the best way for the leadership to support a training program is
to make time in the schedule for it. Successful practices recognize that
staffing at a level barely adequate to cover the workload on an average day
leaves little room in the schedule for staff improvement. Staff meetings or
training sessions after working hours or during other nonbusiness periods
will be resented as intrusions into personal time. Additionally, the staff will
get the impression that the message (training) wasn't important enough to
take time away from the routine, so it's just another one of those boring, use-
less meetings. However, by conducting training on "company time," the
business is sending the message that the topic is relevant and important.
Finally, the leadership must create the expectation that all staff members
will participate and support the training. Associate veterinarians or senior
technical staff members cannot be allowed to disrupt the timing or flow of
the training. Routine treatments, telephone calls, and deadlines are impor-
tant, but so is training, and neither should overshadow the other. Only the
senior leadership of the hospital can make training as important as any other
part of the practice.
3. When is the best time to train staff members?

Just as there are various stages of medicine, the same is true for adult
learning: we are more likely to influence someone's decisions or habits early
in the process, rather than later. Once the "problem" has taken hold, it is far
harder to cure than it was to prevent in the first place. Exposing the staff to
training early makes them more likely to develop the habits outlined in the
training, and less likely to pick up "bad" habits from an existing staff
member.
• When a new person joins the team, he or she is in a learning phase and
not yet an indispensable employee.
• The longer the employment, the more responsibility is gained and, in
most cases, the less receptive an employee is to changing habits.
Another reason to get the training done early is practicality. The newly
hired staff member has the time to sit down and read detailed materials. Even
after just a month on the job, it's unlikely that a staff member can (will?) find
Staff Training and Orientation 63
the time to examine the materials he or she would have during the first few
days.
4. What is "remedial" training?

If the analogy of initial training is like general animal husbandry, then
remedial training has to be like treating a disease. If you notice a staff
member is not following the procedures, take immediate action before the
situation worsens. The staff member must be corrected and, if necessary, re-
trained on the correct procedures. Remedial training does not have to be as
extensive as the initial training and can focus entirely on the parts that the
staff member did not understand.
Although the goal of remedial training is to change undesirable habits, it
should not be viewed as disciplinary action. However, if a staff member con-
tinues to violate the hospital policies even when they understand the train-
ing, then separate disciplinary action is appropriate.
5. Describe ''in-service'' training.

Continuing with the medical analogies, perhaps the easiest way to prevent
problems is with regular vaccinations; that's exactly the same objective of
in-service training. In-service training strengthens existing good habits with
additional information or instructions, so that the staff member continually
improves. In-service training should be viewed as the regular, on-going
process of disseminating information within the hospital. It supplements exist-
ing knowledge or training for the existing staff member. In-service training can
be conducted in a meeting format, but it often is just as effective via nonpar-
ticipatory methods such as technical bulletins, memos, or written directives.
In most practices, several staff members are engaged in the various
training stages (early, remedial, in-service) at any given time-that's normal.
One of the many jobs of the veterinary practice leader is to coordinate the
various needs of each staff member with the needs of the practice. Only by
understanding the different stages of training and their uses and objectives
can you institute an effective training program in your practice.
6. What is the most effective method of training?

The one-on-one style of training is definitely the most effective when
structured properly. This style allows lots of individual attention and gives
the instructor immediate feedback on the student's progress.
• It must be structured. There must be a list of tasks to accomplish in a
logical order.
• The down side of this style of training is obvious: time. The instructor
must have the ability, inclination, and time to spend with the student.
• One-on-one is not the same as "Follow Jane around; she'll show you
what you need to know." That's not training at all-it's simply throw-
ing the person into the work and expecting eventual learning.
7. Describe some other training styles.

Veterinary practices use the on-the-job style of training most often be-
cause it is the best for making sure that the student learns the task a specific
way. It can be the most permanent form of training, since the student contin-
ually practices what has been learned. Contrary to popular belief, this style
often is the most difficult for a student. First, the student must be in the
"learning mode." Many staff members are too preoccupied with accomplish-
ing daily tasks or concerned about other problems to absorb the training.
Second, unless the student understands the background of the task and the
theories behind the steps, he or she will never really understand how to ac-
complish the goal. The steps are learned, but not the concepts, so when
something goes wrong, there is no knowledge base to solve the problem. In
such situations, the process stops, and the employee must obtain further in-
struction from the supervisor to continue.
Formal meetings are the method of choice for providing background or
foundation-type knowledge. They also are the most effective at direct dis-
semination of information to large groups, such as daily briefings and up-
dates on projects. Formal meetings usually are the best forum for in-service
training on procedural matters.
Note that most gatherings of people quickly tum into "gripe sessions" if
there is not an agenda and clearly stated purpose for the meeting. These ses-
sions are difficult to coordinate in busy practices if the goal is 100% staff
participation. You can record the meeting so that staff members who miss it
(e.g., answering phones, vacationing) can receive the information.
Video/computer-based training is fast becoming the most popular style
for the veterinary practice. The ability to stop the action and review the pro-
cedure as often as the student needs is a powerful benefit. Moreover, videos
can be viewed individually by many staff members -without a major time
investment by the supervisor or trainer. Note, however, that video and com-
puter-based training lacks one critical element of learning: a person to ask
questions of when something doesn't make sense. It is critical that any
video/computer instruction be followed immediately by one-on-one time
with a qualified instructor. Without this followup and interaction, the video
is just an exercise and not a training tool.
Correspondence training is the use of written materials to disseminate
information; it is helpful when issuing directives or making time-sensitive
announcements. The most common form of correspondence training is the
memorandum. Although this style of training lacks the personal interaction

necessary for learning complex tasks, it is useful because it can be given to
an unlimited number of students at the same time. Many practices use a
"Monday Morning Memo" to clarify special happenings in the coming week
and to keep a lid on the "rumor mill." Written training has one major draw-
back: the student must be motivated or forced to read it!
The biggest benefit of using outside courses to train staff members is
the ability to capitalize on the talents of outside experts. Courses can be vet-
erinary-specific (e.g., veterinary CE meetings) or can cover general business
knowledge. Here's a tip: require the staff member(s) that attends the session
to bring back the main ideas and present an in-service session to the rest of
the staff.
Perhaps the best reward of outside courses is that the staff member has
"ownership power" of the ideas and tasks. When people feel in control of
their jobs, they usually are more productive and happy! Drawbacks of out-
side courses include scheduling and coverage conflicts that arise when a staff
member is away from the practice.
8. What are the benefits of using a training schedule?

No matter what the task at hand, having an outline of the major mile-
stones of the project certainly makes completing it easier. The same is true
for continuing education and training. Practice leaders who take the time to
prepare a training schedule are significantly more likely to accomplish their
training goals than those who rely on their memory and the demands of the
everyday workload to determine the topics.
Begin by asking each staff member if training has been adequate. If the
answer is no, listen to any suggestions and respond accordingly. In this way,
you get valuable information, and they get the satisfaction of knowing that
they have been heard.
• Rank the topics by importance-the highest ranking topic will be
the first one delivered; the lowest ranking will be at the end of the
schedule.
• Assign just one or two topics to each training date, and post the sched-
ule for everyone to see.
• Keep the schedule current. When you have to make changes or adjust-
ments, indicate them on the written schedule so that everyone is up-to-
date.
Assign staff members to be instructors for each topic. Be sure to task all
staff members. The best way for someone to learn a topic is to teach it to
someone else! Let your instructors know the date of the session and how
long they should take to deliver the message. Give them resources on the
topic (or point them in the right direction), and make sure they understand
what the focus of the session should be.
Remember, planning is the key to success when it comes to training, and
the first step is creating a schedule so that everyone knows the plan.
9. How do I make training replicable?

Do any of the following scenarios sound familiar?
• It's impossible to get everyone together at the same time.
• While we have meetings, someone has to answer the phones and assist
clients at the reception area, or we have to close the hospital.
• As soon as we complete an extensive training or safety meeting, we
add another staff member to the team who needs the same training.
• The problem with our traditional training programs is that they are too
labor-intensive to deliver.
• Once the session is completed, the information is no longer available
for later use.
Traditionally, veterinary training has been conducted in a meeting envi-
ronment, with mixed results. The solution is to plan the training delivery
method as well as you prepare the materials. The best method of replicating
training is to videotape each session! Invest in a video camera with a stand,
or rent one for individual meetings.
10. How do I videotape meetings?

Set the camera up so that the action specific to the training is captured
on tape. If the training is for a specific procedure that requires a demonstra-
tion, then have someone "zoom in" on the technique when the time comes. If
the meeting is going to be more verbal than hands-on, then a wide shot of the
entire room is appropriate.
Check the sound levels and picture quality by taping a few minutes of
"test" talking from the center of the room during the setup. Using a small ex-
ternal microphone plugged into the recorder instead of the built-in micro-
phone greatly improves the sound quality. Be sure to label the tape with the
topic of the meeting and the date.
There is a side benefit to this process: attendance at meetings usually in-
creases because most people would rather attend the "real-time" sessions
than have to view a recorded one.
11. Not every piece of information warrants videotaping. What are

other methods of making training replicable?
Some information does not require formal training sessions or courses.
Issuing directives, reiterating procedures, or simply reminding staff members
of a message are all types of training that can be accomplished with memos,
notes, and signs. As a general rule, no more than two "directives" should
be circulating or posted at a time. Multiple memos are likely to confuse the
staff, and they may just ignore all of them. Likewise, remove old messages
from the bulletin board after all staff members have seen and initialed
them. This action reduces clutter and gives the impression that the message
is important.
Another method is the practice training manual. Get a three-ring
binder and label it appropriately. When you take down a notice or when a
memo has been initialed by everyone, put it in the binder along with all
handouts, quizzes, and written information from real-time meetings. This
way, there's always a record of what information was put out. Additionally,
new employees obtain an "institutional memory," without actually having
been present, by reviewing the training manual when they are first hired. The
manual also helps when you have one staff member who just doesn't get it.
He or she can review the handouts and session material without much addi-
tional time from the supervisor.
12. List some important training tips.

• Establish a form of feedback for every session, so that the leadership
can be assured that the message was received as it was intended.
• Direct the instructor to prepare a few short questions to administer as a
quiz after the session.
• The instructor can ask individuals to demonstrate a particular technique.
• Always have some method of ensuring that the participants understood
the training!
• Keep a written record of attendance for every training session
conducted.
13. What are some secrets for running successful meetings?

One of the most common complaints from staff members and supervi-
sors alike is the amount of time that is dedicated to "useless" meetings and
training. It seems the larger the organization grows, the more accurate that
complaint becomes. You can avoid this trap by following a few guidelines
for effective meetings and in-service sessions:
• Make sure the topic is relevant and timely. Use a recent situation or
medical case to help illustrate the point of the training.
• Make the information relevant by using actual examples whenever
possible.
• Avoid "old news" topics, unless there is a need for repetition or reme-
dial instruction.
• Use alternatives to meetings whenever applicable. When you simply

need to disseminate information, without evaluating opinion or performance,
consider posting a memo on the bulletin board or including it in each staff
member's pay envelope.
• Instead of the traditional "top down" training, some practices require
each staff member to submit a suggestion for improvement or a summation
of a journal CE article each month. This form of self-directed learning is
gaining great acceptance in the business world as a supplement to interactive
training topics. This method of instruction is individualized, and the entire
organization spends less time in boring meetings. Note, however, that not all
training topics are conducive to noninteractive methods.
• Dedicate enough time for the topic. Limit sessions to one or two
topics and avoid the tendency to "get it all over with at once." As a general
rule, shorter, more frequent sessions can be accommodated easier than
longer ones; most people can find 30 minutes a week for an in-service ses-
sion, but find it harder to "break away" for a full afternoon once a month.
• Retention of information and compliance with directives is greater
when the message is delivered in shorter, more frequent formats.
• Eliminate foreseeable interruptions. Patient treatments, client phone
calls, and special projects are important, but unless they are a true medical
emergency, they should not be allowed to interfere with a scheduled meeting
or training session.
• Let the senior staff members know that their full participation is ex-
pected, and they must schedule their day accordingly. Don't let one or two
"indispensable" staff members disrupt the session for everyone else.
• Leave a skeleton crew at the front desk to take phone calls and assist
clients. They can watch the videotape of the meeting later.
• Concentrate on the positives. Avoid the urge to use the training to
reprimand for past mistakes. Focus on the correct way to do things, and save
the reprimands for more appropriate times.
• Start and stop on time. Be conscious of everyone's schedule. Do not
wait for the chronic "stragglers." It's better to close the meeting on time-
even if all the information has not been discussed-than it is to extend the
meeting.
• Except in very rare situations, the material that is not discussed can be
disseminated by means of a handout or even a memo prepared after the
meeting.
By following these simple suggestions, you can hold more informative,
less disruptive meetings or training sessions. Remember that old adage: "The
team that trains together stays together!" And who wouldn't want more har-
mony and less turnover in their staff?
14. How can I address nonattendance problems?

Make sure that the audience has had plenty of notice. One of the fa-
vorite excuses for missing training or other important sessions is "Nobody
told me!" You can avoid this annoying excuse by planning the sessions well
in advance. Try including a reminder note in each staff member's pay enve-
lope (or attached to their new time cards) about a week preceding the event.
Also post notices of important meetings on the bulletin board or near the
time clock.
Make the training replicable by providing handouts and even videotap-
ing the session. Thus, staff members who miss the actual session can still
benefit.
Time the training to the work schedule. Establish a regular time and
place for training. By having the training "built into" the schedule, you have
a better chance of attendance, participation, and retention of the materials,
because the staff does not view the session as a disruption to the normal
work day. Ask the staff when it would be best for them. Strive for weekly or
at least monthly sessions that are held the same day of the week at the same
time of the day.
15. What is the best time for a meeting and/or training?

Retention of information and participation increases for meetings in the
morning. Thursday seems to be the best day of the week for in-service ses-
sions. Avoid Mondays, Fridays, lunch-time, late afternoon, and after-work
sessions, when enthusiasm is at the lowest.
Finish orientation training of new staff members before you become de-
pendent on their time. Large businesses have learned that if they schedule
the new staff member for orientation on the first 2 days of employment, it
will be accomplished, but if they wait until the staff member assumes duties,
the success rate goes down dramatically. Use a checklist to ensure that all of
the details are covered.
4. REGULATORY MATTERS
HEALTH AND SAFETY
1. How many employees must a business have before OSHA rules

apply?
OSHA's standards apply to every nongovernmental business when there
is at least one nonowner employee. OSHA standards do not apply to self-
employed persons without employees; however, if the business employs at
least one worker, then the standards apply to the entire business, including
the owner.
2. What is the chance of my practice getting inspected by OSHA?

Since most OSHA inspections of veterinary practices are the result of
complaints from employees or former employees, the risk is directly related
to the employer/employee relationship. Of course, no one can predict when a
complaint will be filed, but practices with leaders who take the staff's con-
cerns seriously generally have fewer regulatory complaints than those who
ignore the staff's concerns.
Note that the inspection is only part of the investigation; many investiga-
tions do not involve inspections.
3. Can OSHA inspect my practice at any time they choose?

Unless the OSHA inspector (Health & Safety Compliance Officers
[HSCO]) has reason to believe that an "imminent danger" situation exists,
the inspection must occur at a time and in such a manner so as to cause min-
imal disruption to the operation. Although not mandatory, the HSCO often
calls the owner of the business and arranges a meeting time for the inspec-
tion. If the HSCO arrives for an unannounced inspection, the owner can re-
quest that the inspection be rescheduled at a more convenient time. If the
owner uses this right as a delay tactic, the HSCO can obtain a court order al-
lowing immediate access.
4. Can OSHA inspect my practice while I'm not there?

Under the Occupational Safety & Health Act, business owners (employ-
ers) have the right to be present or designate a representative to act on their
behalf during any investigation or inspection. If the owner never leaves the
facility, then there's no problem, but that's not practical for most businesses,
71
72 Regulatory Matters
including veterinary hospitals. Unless some precautions have been taken in

advance, the owner may unintentionally waive that right in an inspection.
If an employee admits a HSCO to the facility for an inspection in the
owner's absence, it usually is assumed that the employee has the authority to
do so. Any evidence or statements obtained generally are used to determine
the existence of a violation and to set the proposed fine.
Every business should identify those individuals who are authorized to
act on behalf of the owner in his or her absence and provide specific guid-
ance on the parameters of that authority. For example, the associate veteri-
narian may have the authority to make customer satisfaction decisions in
addition to fulfilling the medical duties normally associated with that posi-
tion; however, the associate veterinarian may be required to contact the
owner prior to signing any binding agreement involving the practice. The
same philosophy is true for regulatory compliance matters-define the para-
meters of authority for all staff members and put it in writing!
A component of each practice's Hospital Safety Manual should be a
policy reflecting the owner's rights and the staff's authority during an in-
spection. This written statement is vital if the owner does not waive his or
her right to be present during an inspection. It normally is enough to effect
postponement of an inspection until the staff can contact the owner.
s. Do all OSHA investigations include an inspection?

No. Some investigations are handled via correspondence. OSHA sends a
notice to the business and asks for information relevant to the investigation.
If the business provides evidence that they are "doing things right," then
OSHA is likely to forgo the onsite inspection. If, on the other hand, the busi-
ness fails to respond or gives less than credible evidence, then an onsite in-
spection probably will occur.
6. What are the fines for violating OSHA standards?

OSHA publishes a set of "proposed" fines that almost always are fol-
lowed in the initial citation. These fines start at about $1,000 per infraction
for "less than serious" violations and significantly more for "serious" viola-
tions. There also are multiplication factors for special situations like repeat
or willful violations. For instance, a serious violation that also is a repeat vi-
olation and, in the HSCO's opinion, a willful violation on the part of the em-
ployer can be fined as much as $70,000.
7. How do I find out about what standards apply to my practice?

OSHA Standards are published in the Code of Federal Regulations
(CFR) in Chapter 29. You can obtain a copy of the CFR by (1) purchasing a
Regulatory Matters 73
printed copy from the U.S. Government Printing Office; (2) purchasing a
CD-ROM version from the U.S. Government Printing Office or from several
commercial vendors; (3) viewing, printing, or downloading copies from the
OSHA web site (www.osha.gov); (4) purchasing a veterinary-specific
OSHA compliance kit that "deciphers" the rules and. gives implementation
advice (check out the web site www.v-p-c.comlphil for examples).
8. How do I get my OSHA program started?

Decide if you want to do it yourself, or if you want to hire someone. Many
practice owners and administrators believe the best way to achieve compliance
with OSHA rules is to hire a professional to do it for them. Many consultants
specialize in this service, and it is by far the easiest way to go. Prices are about
$550-$1500, depending on the company and the breadth of the program.
Learn the requirements. Regardless of whether you want to implement
the plan yourself or hire someone to do it for you, you should have a work-
ing knowledge of the requirements. Copies of every OSHA standard, direc-
tive, or interpretation can be found on OSHA's web site at www.osha.gov.
The same material is available for purchase from the U.S. Government
Printing Office (202/512-1800) on CD-ROM and in printed form.
9. What tools can help me with OSHA compliance?

The best solution for most practices is to purchase a veterinary-specific
compliance kit or newsletter subscription. These tools will "decipher" the
regulations into terms and procedures you can understand and implement.
Subscriptions run about $30, and the compliance kits are approximately
$75-$350. Note that compliance kits are simply an interpretation of the rules
by the author. OSHA does not "approve" or "certify" any person or publica-
tion in this regard.
10. I've begun preparations. What is the next step?

Make an implementation plan-list changes required and procedures
that need attention. Concentrate on one subject at a time, and work your way
through the plan. It's okay to make adjustments and even rearrange the order
of events on the plan when the need arises. Even if you are not completely
finished with the implementation plan before you are inspected by OSHA,
having it often is a critical factor in OSHA's determination of whether you
show intent and progress toward compliance.
11. How can I organize my implementation plan?

Take it one step at a time. Start with the most hazardous jobs, and estab-
lish a procedure that must be followed when exposure to the hazard can
occur. The plan always should be in writing and reflect what is actually done.
The perfect plan is useless if nobody does it that way! Train the staff on the
expectations, and enforce the plan. You may get some grumbling from a few
staff members at first, but soon the new method becomes a habit.
Pay particular attention to the safety equipment required. Make sure that
your equipment is appropriate for protecting the user and fits properly. A
great example is the radiation protection gloves in most practices. Although
they may be appropriate for the radiation present, if the staff members can't
use them because they are too big, too small, or simply not flexible enough,
they are inadequate.
12. The implementation plan is underway. Now what?

Create a Hospital Safety Manual (HSM). The best way to organize a
hospital safety program is to put it all in one place. A one-resource compila-
tion of all of the safety-related information in the practice gives the impres-
sion of a comprehensive program instead of a "hit-or-miss" one. The HSM is
the primary means of communication on safety matters between the leader-
ship and the staff; therefore, only include information that directly instructs or
educates the employee. Instill the HSM as the official policy of the practice.
• Use a three-ring binder conspicuously labeled "Hospital Safety Manual."
• Use tabbed dividers to create sections, e.g., General Rules, Fire
Prevention and Response, Anesthesia, Radiation, Accident Prevention,
Infection Control, Chemicals, and Violence Prevention.
• Don't clutter the manual by including compliance instructions and
similar materials designed for the manager.
• Include extracts of journal articles and related educational materials to
further inform the staff on particular hazards and to reinforce the prac-
tice's safety policies.
13. Where should the Hospital Safety Manual be located?

Keep the HSM in a convenient location-usually in a "neutral" area like
the break room, treatment area, or lab. Avoid keeping it in the doctor's or
manager's office, because there may be some "situational intimidation" that
would prevent a new or concerned worker from reviewing it. Make sure
every staff member knows where the HSM is located and that they have a
right to review it whenever necessary.
14. What details should I consider when polishing the implementation

plan?
Train-train-train. Once you have researched the issue, evaluated
your procedures, and written a plan, the only step that's left is to train the
staff on the new or revised procedures. An effective training program doesn't

have to be complicated or expensive. Simply set aside some time on a regu-
lar basis for the staff to review information relevant to their jobs, and make
sure that safety measures are implemented.
Re-evaluate and adjust. Don't be afraid to make changes. Nothing ever
works out exactly as planned, and you must be flexible. Ask the staff for
input during the development phase; you may find that they have concerns
you never realized. As you implement the various components of the plan,
you'llieam easier and better ways to communicate your message. Don't be
afraid to try new ideas or methods: if they work, you're finished; if they
don't, then you've leamed what not to do next time!
15. What is an MSDS?

Material Safety Data Sheets (MSDS) are produced by the chemical
manufacturer to explain the specific properties of their product. The MSDS
differs from a package insert because of the intended audience: a package
insert is intended for the one-time or casual user of the product, whereas the
MSDS focuses on the person who is exposed to that product on a regular
basis. There is no mandated format or design that a manufacturer must
follow when producing an MSDS, so don't be confused by the variety you'll
receive. OSHA does mandate specific data or information to be present.
The most useful data on an MSDS for the veterinary worker are the
Health Hazard, Protective Equipment, and Spill Clean-up and Disposal sec-
tions; the remaining sections are of marginal value in everyday operations,
but are important in emergency situations or when investigating whether the
product is involved in a suspected illness outbreak.
16. Where do I obtain an MSDS?

First, call the distributor who supplied the product. If the distributor or
supplier can't get it for you in a reasonable time, contact the manufacturer.
Often the manufacturer provides a phone number directly on the product's
label.
Many manufacturers and distributors have put their MSDS on web sites.
Many MSDSs also are available on a special CD-ROM produced by North
American Compendiums, Inc. (tel. 800/350-0627).
17. What's the best way to file MSDS?

The MSDS should be filed in a systematic way. It is best to file them al-
phabetically by the product name, instead of by operational area or category.
Use a three-ring binder (or two) with tabbed alphabetical dividers. This
system presents less confusion to the staff member; e.g., is bleach filed under
disinfectants or under housekeeping supplies? If a product is known by sev-

eral names, you can place a piece of paper in the alphabetical file that directs
the reader to look under the specified name given by the manufacturer (e.g.,
Lasix7-see furosemide).
Be sure to cover the filing system and understanding of MSDS during
staff training sessions. The real test of the training's effectiveness is to ask
any staff member (try the newest one) to retrieve a specific MSDS
quickly.
18. Can I use a CD-ROM or the Internet for my MSDS library?

Yes. A CD-ROM with thousands of MSDS already formatted for easy
retrieval is available; however, in most situations, the applicable MSDS must
be printed on regular paper and filed.
At the present time, the best source of electronic veterinary-specific
MSDS is COMPAS Software, distributed by North American Com-
pendiums, Inc. (tel. 800/350-0627). This program has MSDS for most of the
veterinary-specific products available today, as well as some hard-to-find
ones for products that are no longer produced. Additionally, the hard copies
printed by the computer program are in some ways better than the originals
from the manufacturer. They typically print in fewer pages than the original,
because of the type style and layout, and-perhaps more importantly-they
are standardized! Vital information can be located quickly because it's in the
same place for every MSDS.
For examples of website MSDS, see Vedco (www.vedco.com) and W. A.
Butler (www.wabutler.com). as well as numerous generic sites that have
basic chemical information available (e.g., www.hazard.com).
19. Do we really need an eyewash unit in the practice?

Yes. An eyewash station should be near any area of the hospital
where corrosive chemicals are used. There is some flexibility in the rules,
but do not expect employees to go up or down stairs, through multiple
doors, or around an "obstacle course" of hazards to get to the device.
Remember, the person who needs an eyewash can't see, so it has to be easy
to find!
It is best to have an eyewash in every room where lab procedures are
performed (e.g., with reagents or formalin), where photo developing chemi-
cals are mixed or used, and where hazardous cleaning chemicals or insecti-
cides are used. Locate the eyewash in a place where contamination from the
chemicals in use is minimal. Be conscious of overhead cabinets or shelves
and adjacent obstructions; ensure that an injured person can get his or her
head and body into the correct position.
20. Is a hose or faucet acceptable as an eyewash?

No! The spray attachments for tubs and sinks also are inappropriate for
eye flushing, because the water pressure is unregulated, and the streams of
water from these devices usually are so fine that laceration of the cornea
could occur.
Eyewashes are designed for two primary dangers: foreign body irrita-
tions and chemicals. Foreign bodies usually affect one eye, and once the
object is removed, the flushing process can be discontinued. Chemicals usu-
ally affect both eyes simultaneously, and both must be thoroughly cleansed
for a long time to remove any residuals of the chemical. The hand-held bot-
tles of saline solution that sometimes are mounted in "stations" on the wall
are designed for foreign body irritations; they are not intended for chemicals.
They contain a limited amount of solution, and the worker can flush only
one eye at a time. An effective eyewash provides an uninterrupted flow of
water and flushes both eyes simultaneously.
21. What protective equipment must be worn by staff members when

bathing animals or applying insecticides?
Follow the label directions and MSDS precautions for all shampoos,
dips, and conditioners. These instructions specify exactly which articles of
protective equipment must be used. Some of the newer, more natural prod-
ucts may only require protective eye wear, but more hazardous chemicals
typically dictate the use of gloves, goggles, waterproof aprons, and even
respirators.
As an alternative to the traditional grooming aprons, which provide lim-
ited protection to the arms and legs, consider using a set of lightweight,
water-repellent coveralls. Several companies now sell disposable coveralls
for around $4-$7 each. Although these lightweight coveralls won't protect
someone from a thorough drenching, they do provide great splash protection
for the entire body (including the lower arms and legs) and are comfortable
enough to wear in the hot dryer area!
22. Can employees be disciplined for refusing to wear goggles and

aprons when using dips and shampoos?
Occasionally, one staff member just refuses to follow the rules. When
this happens, it undermines the effectiveness of the entire program. The hos-
pitalleadership must treat this situation like any other discipline problem.
Keep a written record of every action taken. The following steps may be
helpful:
• First, be sure the hospital's emphasis displays the proper perspective.
Here are some examples of the wrong perspective: "You really should wear
that stuff for your own good." "I'll get in trouble if OSHA comes in here and
sees you not wearing your goggles and apron." Here are some examples of
the correct perspective: "Janie, you have been trained in the safety principles
rules of this practice, and I expect you to follow them." "Joe, I must assume
that you still have questions about the safety rules of the practice since
you're still not wearing the required protective devices." In the first exam-
ples, the leadership tried to enforce a rule without accepting responsibility;
in the second examples, it is clear that employees are expected to follow the
rules.
• Second, check employee understanding of the requirement. Provide
additional training if necessary.
• Third, specify for the employee the parts of the program with which he
or she is noncompliant. Most consultants advocate a verbal approach at this
point, but be sure to keep a record of the conversation.
• Fourth, if the staff member continues to violate the safety rules, give
them a written letter of admonishment. Many hospital leaders avoid this
step because it takes time to do, but the use of a standard form or stock letter
can make it easier. As a general rule, after this step the majority of employ-
ees adjust their behavior and no further steps are necessary.
• Fifth, follow the disciplinary procedures outlined in the hospital
policy manual, but at this point many people advocate an administrative sus-
pension without pay. Simply send them home for the rest of the day (or even
2 days) without pay.
• Finally, in the extremely rare circumstance that the employee refuses
to follow the hospital rules, despite proper training and verbal or written rep-
rimands, begin proceedings for dismissal. Most human resource managers
and employment attorneys affirm that dismissal for failure to follow estab-
lished safety procedures is legal, and, in most cases, the employee is not eli-
gible for unemployment compensation. As always, this can vary by state or
locality; if you have questions, be sure to contact a counselor familiar with
your local situation.
23. Are there any safety restrictions on eating and drinking in the
practice?
Yes. The potential for illness from ingestion of pathogens or harmful
chemicals is present in most veterinary hospitals. Although some veterinari-
ans joke that immunity only comes from exposure, OSHA is serious about
rules against eating and drinking in hazardous areas. Several years ago, a
veterinarian was fined for allowing employees to eat lunch on the treatment
table. Although not specifically mentioned in OSHA standards, the treat-
ment table is a potential contamination source.
Consumption of food and beverages must be limited to areas free of

toxic and biologically harmful substances. This rule also applies to prepara-
tion of foods and beverages. Many hospitals have a staff coffee and utensil
area located in a lab storage area. Sometimes the cabinets above a coffee or
food area contain hazardous chemicals or supplies. Hospital refrigerators are
another area of concern: staff lunches, drinks, condiments, and snacks must
be stored in an area free from biological or chemical hazards. Vaccines,
drugs, and laboratory samples are potential contamination sources. It is ac-
ceptable to store patient food in a refrigerator with human food.
24. What is the ditTerence between exhaust and ventilation?

Ventilation generally refers to bringing outside air inside to replace foul
or contaminated air, but in some cases it means diluting high concentrations
of fumes or vapors by mixing them with large volumes of air. Both replace-
ment and dilution usually are accomplished by the building's heating, venti-
lation, and air conditioning (HVAC) system.
Exhaust generally refers to the removal of fumes or contaminated air at
a specific location. Removal usually occurs by means of a dedicated exhaust
fan before fumes accumulate to dangerous levels.
25. Is it important to record work-related accidents?

Yes. Every business should maintain a record of the details whenever an
employee is injured or becomes ill because of their job. This is usually done
by completing a Worker's Compensation Insurance Claim Form or similar
accident report. An accident report must be prepared even if the business
pays for the treatment and does not turn in the claim to the insurance com-
pany! It is permissible to use OSHA Form 101 as the accident report form,
but it is not necessary to maintain two forms for the same purpose.
26. What are the parameters of ''work-related'' activities?

Generally, OSHA considers the employee's presence on the property as
presumption of a work relationship even if they are not actively engaged in a
work-related activity. For instance, if an employee is injured in a breakroom
or restroom of the hospital, or slips and falls while picking up a paycheck but
is not actually on duty, the injury still is considered work-related. The parking
lot normally is not considered part of the workplace, unless the employee is in
the parking lot performing a specific duty related to his or her job (e.g., clean-
ing the area or assisting with an animal). Even when state liability laws find
the employer financially responsible, an accident that occurs during an em-
ployer-sponsored event, such as a picnic or outing, is not considered work-
related for record-keeping purposes if attendance at the outing is voluntary.
When employees must travel outside the workplace to perform com-

pany business, they are considered to be on the job while traveling to the
location, while performing off-site work, and while traveling back to the
business, except if they are engaged in personal activities. For instance,
if a receptionist making the bank deposit for the practice is involved in
an automobile accident on the way to or from the bank-even in her pri-
vately owned vehicle-then any injuries she receives in the accident are
considered work-related. Normally, commuting to or from work is not
considered part of the work relationship for record-keeping purposes.
However, if the employee runs errands for the business on the way to or
from work, he or she is "on the job" as soon as the activity begins and is
"off the job" when the activity ends and the normal route of travel is
resumed.
Any injury that occurs while employees are performing tasks "in the in-
terest of the company" should be recorded as occupationally related.
27. What is the OSHA Form 200?

OSHA mandates that each business with II or more employees (at
anytime during the year) must maintain OSHA Form 200-Log of
Occupational Injuries and Illnesses. If a business has more than one estab-
lishment, then a separate set of records must be maintained for each loca-
tion, even though all employees are counted together in calculating the "11
or more" rule. Although the log may be maintained at an alternate location,
an up-to-date copy (within 6 working days) must be present at the worksite
at all times.
Any business that is required to maintain OSHA Form 200 must post the
"Totals" section of the form on the employee bulletin board where notices
are customarily posted. The summary for the previous year must be posted
no later than February 1 of the current year and must remain posted until at
least March I. Do not post the entire form showing the names and job titles
of injured employees; copy or cut the form where indicated and post only the
totals section of the summary. Again-only the last page containing the
totals should be posted!
28. Are animal bites and scratches considered recordable workplace

accidents?
An occupational injury or illness is defined as any incident that occurs
while an employee is working and meets one or more of the following
conditions:
• the death of an employee
• diagnosis with an illness related to work activities
• an injury that results in loss of consciousness, medical treatment other

than first aid, loss or restriction of work or motion, or transfer to an-
other job.
Animal bites and scratches can quickly turn into problems that require
medical treatment, even if first aid was performed at the time of the injury.
For simplification, each practice should define exactly when an incident is
considered reportable by the staff member. The local county animal control
rules could be the guidelines. For example, all animal bites that break the
skin and scratches that draw blood should be reported.
29. If a staff member sticks himlherself with a needle, is that considered

a recordable accident?
Only if the needle has already been used on a patient, contains drugs or
contaminants, or is no longer considered sterile.
30. How and when are accidents reported to OSHA?

Veterinary practices are not required to report individual incidents to
OSHA or send accident reports or logs to OSHA unless the incident results
in the death of an employee (incidents involving violence are included) or in
the hospitalization of five or more employees from the same cause. The
report should be made via telephone to the nearest OSHA office.
Additionally, if the practice has received notice from OSHA that it has been
selected to participate in an annual statistical analysis of workplace injuries
or illnesses, then reporting guidelines will be provided with the notice.
31. What is the definition of a ''needlestick injury"?

A stick with a dirty, used, or contaminated needle is an accident. A stick
with a clean, sterile one usually is not considered an accident.
32. What should be done if someone does poke themselves with a

needle?
If it was a clean needle, it's not really a problem; just wash the area with
antiseptic.
If it contained a drug, read the precautions and information on the pack-
age insert and MSDS. Unless the drug is toxic or the person is allergic,
there's probably not much to worry about. Use an antiseptic wash. When in
doubt or if there is a chance the drug was injected (even a small amount),
contact a poison control center and ask for advice.
If the needle was used for blood collection on animals, determine the
likelihood of transmission of a zoonotic disease. If it is not probable, just an-
tiseptic washing is indicated.
Always ask whether the injured employee wants to go to the doctor for a
consultation and/or tetanus booster. If he or she wants to go, make the
arrangements. If they refuse, no big deal; just note it.
An accident report should be completed for all needle stick injuries
(except for sterile, unused needles), even if they seem minor at the time. Of
course, not every incident is turned into the insurance company, but you do
want to have a record of the situation if it turns into a problem later.
33. Must we have a separate x-ray monitoring badge for every staff
member, even if they don't take a lot of x-rays?
OSHA requires that each person who is occupationally exposed to ion-
izing radiation be supplied with a personal dosimetry device if they can re-
ceive 25% of the allowable dose in any calendar quarter. This generally
means that staff members must be provided with the badge and required to
wear it if they participate in taking more than one or two x-rays a month.
Staff members who do not participate in the exposure phase of the procedure
are not required to have or use monitoring devices.
34. How often should x-ray badges be exchanged?

Monitoring badges should be exchanged based on the exposure. A
monthly exchange is appropriate for practices that make many radiographs.
A quarterly schedule is more appropriate for practices that take few radi-
ographs or for those with consistently no record of exposure.
35. What protective equipment is required for the staff when taking
radiographs?
Minimum protective equipment includes full-hand gloves and an apron
that covers the torso with a rating of at least 0.5 mm of lead equivalency.
Hand shields that cover just the top of the hands do not meet OSHA require-
ments for protective equipment. Mitts with a slit in the palm can be used if
the animal's paw is pulled into the glove, but not if the staff member's hands
or fingers stick out of the glove.
Thyroid shields and radiopaque glasses are recommended during fluo-
roscopy procedures, but are not required by OSHA.
36. What are the shielding requirements for the walls in an x-ray room?
Normally, the room where the x-ray machine is located must be shielded
to prevent unintentional exposure to occupants of adjacent areas. In some
cases, exterior walls or those that border unoccupied spaces do not require
shielding because there is little chance of someone being on the other side of
the wall when an x-ray is taken. If shielding is required, it should be a con-
tinuous barrier of Vl6-inch lead (including doors) for fluoroscopic procedures

or radiation therapy. However, in most cases, practices using only diagnostic
x-ray machines can achieve adequate and effective shielding with two layers
of sheet rock on the wall.
When newly installing diagnostic machines, a competent physicist
should perform mathematical calculations of the proposed machine and
room to determine the type and size of shielding required. This evaluation is
very straightforward and reasonably priced. Check with the state health de-
partment or the radiology department of the local hospital to find a physicist
who will do this work.
Whenever possible, the person operating the machine should stand
behind a fixed or moveable shield. Newer shields are more affordable and
allow a broader view than older ones. There even are shields that move on
tracks on the ceiling so that no floor space is used! Contact your regular x-
ray supplier, or Nuclear Associates at (516) 741-6360, for more information
on shields.
37. Can the x-ray machine be located in the treatment area, or must it
be placed in a separate room?
Unless state rules prohibit it, radiographic machines can be installed in
the treatment room as long as the room is clear of people when radiographs
are taken.
38. Can staff members under age 18 be allowed to take x-rays?

OSHA regulations do not specifically prevent minors from taking part in
x-ray operations because there already is a federal law called the Fair Labor
Standards Act that prohibits minors from performing specific dangerous
tasks or activities. Exposure to occupational radiation is considered a dan-
gerous task and therefore is prohibited for minors in the workplace.
39. Can the used fixer and developer be discarded in the sewer?
Normally the quantity, strength, and nature of the developing solution is
of minimal concern for municipal waste treatment facilities, and it can be
discharged into the sewer directly. Practices with septic systems should not
dump this chemical into the drains because of possible damage to the mi-
crobe action that is the heart of the system.
The fixer, however, is another matter. Since fixer contains a heavy metal
(silver), it should never be discharged directly into any sewer or septic
system. Basically, there are two disposal methods available to the average
practice: filtration of the fixer solution prior to disposal into the sewer, or
total removal of the bulk chemical by a company in that business.
• Simple recovery units are available for automatic processors for less
than $50. Recovery systems for manual developing operations also are avail-
able, but are slightly more time-consuming than the average practice is will-
ing to endure. In any event, if this method is used, it is essential that the
directions for the device be followed exactly and that the device be checked
periodically and changed when necessary.
• Perhaps the best method for most practices is to contract with a li-
censed hazardous waste hauler to collect and properly dispose of the chemi-
cals. Many x-ray suppliers will perform this service for their customers.
There is usually a fee, but most practices feel it is worth the peace of mind.
40. Besides needles and sharps, what other items in a veterinary prac-
tice are considered hazardous medical waste?
• All waste from chemotherapy operations.
• Tissues from animals suspected to have a disease that can be transmit-
ted to humans.
• Culture (bacterial, fungal, or viral) media with growth.
• Medical devices (e.g., blood tubes, IV bags and lines, and catheters)
containing human pathogens or that have been used on an animal with a dis-
ease that can be transmitted to humans.
• Waste from animals infected with a disease contagious to humans
(which can be transmitted by means of the waste).
<In some states (e.g., Florida), all materials used on nonhuman primates
are considered hazardous medical waste.
41. Are pre-exposure rabies vaccinations required for staff members?

Although there is no direct requirement, OSHA's General Duty Clause
does require employers to provide a workplace free from unnecessary dan-
gers. In past situations involving other professions, when protection (such as
vaccinations for hepatitis B) was available and the risk was found to be
greater than in the average population (such as in human healthcare work-
ers), OSHA has required the employer to provide the protection at no charge
to the employee or to obtain the employee's written waiver of the vaccine.
In any case, it is necessary to inform the worker of the exact nature and
degree of risk, as well as the everyday safety methods to use.
42. What emergency notification posters are required by OSHA?

Emergency telephone numbers, including fire, police, ambulance (or
Emergency Medical Service), and emergency maintenance personnel should
be assembled and prominently displayed near each telephone. Don't assume
that everyone knows to dial 9-1-1 for an emergency. Since a few seconds
could make the difference in an emergency, write down clear instructions

and a "script" for the person to read.
43. Do I need an emergency plan?

OSHA's Employee Emergency Plans and Fire Prevention Plans
Standard (1910.38) requires businesses to address all potential emergencies.
The following are important components to consider when creating your
emergency plan:
• Emergency escape procedures, including a floor plan or diagram that
clearly shows the location of fire extinguishers, control valves, danger areas,
and escape routes.
• Procedures to be followed by workers who remain to perform (or shut
down) critical operations before they evacuate. This is usually not an issue in
most veterinary practices since there are no critical operations that must be
manned during an emergency.
• Procedures to account for all employees after emergency evacua-
tion. Designate a central meeting place for everyone to assemble. This will
make accounting for everyone fast and easy. Designate a person to take
charge of the scene until emergency personnel arrive.
• Rescue and medical duties for those workers who are to perform
them. This has limited application to the veterinary profession, unless the
hospital is physically remote and professional medical or rescue personnel
could be delayed in responding. In those cases, an adequate number of work-
ers on each shift should be trained in basic first-aid for humans (such train-
ing also will comply with the Bloodborne Pathogens Standard). Training and
certification are available through organizations like the American Red Cross
or the local fire department.
• The preferred means of reporting fires and other emergencies.
Appoint an individual to make the call. What happens if you must evacuate
the building before the call can be made? Designate an alternate site, like a
neighboring business or even a near-by phone booth. If you have a central
alarm system, make sure everyone knows how to manually activate it.
• The plan manager, who can be contacted for further information or
explanation of duties under the plan. Someone must be responsible for de-
veloping, updating, and explaining the details. Name this person in the plan.
Make sure to keep the plan current.
44. Should I assign specific staff members to evacuate animals in an

emergency?
There is considerable debate about the role of staff members in rescuing
animals from the hospital in the event of a fire or natural disaster. OSHA
does not require or prohibit staff members from participating in rescue

duties; however, one major factor must be addressed-training. Just making
evacuation part of an employee's job description is not enough. If staff
members are required, encouraged, or allowed to participate in the rescue or
organized evacuation of animals (or humans), then OSHA requires the busi-
ness to provide adequate training on how to do the job safely.
If employees are expected to render first aid to people, then the business
must comply with all the provisions of OSHA's Bloodborne Pathogens
Standard. All things considered, most practices should leave the rescue
duties to the professionals!
Note: when assigning duties for an emergency plan, make sure the staff
member understands the task and is competent to execute it.
45. Are we required to post a floor plan for evacuations?

Although OSHA standards do not specifically require the posting of any
evacuation diagrams, an evacuation diagram is a great start to your plan-
after all, a picture is worth a thousand words! Use different colored inks or
different symbols to mark the location of key components. For each fire
hazard identified (e.g., oxygen tanks and hazardous chemicals), attach a
simple control protocol for regular checks of the area and any special fire
protection or suppression methods necessary. Mark the locations of smoke
detectors and fire extinguishers. and indicate the last inspection date.
46. How many fire extinguishers are required for a veterinary hospital?
There must be enough fire extinguishers placed strategically throughout
the hospital so that one is always less than 75 feet from any point in the
building.
The rating and type of extinguisher depends on the function of the hos-
pital and the chemicals that may be present. In general, most veterinary hos-
pitals use dry chemical or carbon dioxide (C0 2)-type extinguishers, but
check with your local fire marshal to be sure. Dry chemical extinguishers are
known to be corrosive to electronic equipment, so ask the computer and lab-
oratory equipment supplier for their advice also!
47. How often should fire extinguishers be inspected?

OSHA requires a program to ensure that fire extinguishers are inspected
annually by a qualified technician. Most local fire departments perform this
service automatically, but it's still the employer's responsibility to ensure it
happens.
Maintain a record of the inspection. This can be done by placing a tag
directly on the extinguisher. or by maintaining a log. Designate someone to
visually check each extinguisher to ensure that it is still properly charged and
hasn't been removed or damaged. Do this on a monthly basis! This monthly
check should be annotated on the reverse side of the inspection tag. The date
and person's initials are sufficient.
48. How many emergency exits are required in a veterinary hospital?

That depends on the layout of the hospital. In general, each area or sec-
tion of the building (not necessarily each room) should have at least two
emergency exits. Many hospitals have work areas that are located in base-
ments or other isolated places. In those instances, ensure that the two means
of egress will not be blocked by a fire or other emergency.
49. Is a window in the basement good enough for an emergency exit?

If the window is easily accessible-meaning you don't have to climb
over furniture or materials to get to it. It must be no higher than 30 inches
from the floor and meet the minimum size requirements for an exit or exit
access (a corridor, hall, door, or other means that leads directly to an exit
door), which are 28 inches wide and and 6 feet 8 inches high.
50. How should emergency exits be identified?

Exit doors must be marked with a sign bearing the word "EXIT" in
plainly legible letters not less than 6 inches high and % inch wide. Where
the direction of travel to reach the nearest exit is not immediately apparent,
a sign reading "EXIT" with an arrow indicating the direction must be
posted.
Exits, signs, and egress routes must not be decorated or "hidden" so as
to detract from their visibility. If an exit is not clearly visible, the route to it
must be properly marked. Exit doors must not be locked or fastened in such
a way as to prevent free escape from the inside of the building. In no circum-
stances should a dead bolt or lock requiring a key to exit from the inside be
installed on an exit door!
51. I've heard that every door in the building must have a sign saying
either "EXIT" or "NOT AN EXIT." Is this correct?
No, it's a myth. OSHA's requirement (and what makes the most sense)
is to have the routes to exits, as well as the exits themselves, clearly marked.
For instance, if a staff member is standing in the treatment room and cannot
see a clearly marked exit, there should be signs over or on the doors leading
to the exits. Note, however, that if a door can be mistaken for an exit (for in-
stance an old exterior door that looks like a way out but is locked or
blocked), then it must be clearly marked "NOT AN EXIT."
52. Are automatic emergency lights required in a veterinary hospital?

Power outages are common in some areas and rare in others.
Nonetheless, they do happen. Veterinary hospitals must provide emergency
lighting for areas where someone would have a difficult time finding an exit
or may be involved in a hazardous situation when the power fails. Even for
areas with exterior windows, it's important to assess the emergency lighting
requirement; there isn't much light from a window when it's dark outside.
53. Are hand-held flashlights acceptable as emergency lights?

Not normally. Hand-held flashlights and ones that must be activated me-
chanically, however convenient, usually are not within reach during an unex-
pected power outage and are not appropriate emergency lights. Emergency
lights must come on automatically when the flow of power is interrupted. If
someone is involved in a procedure with an animal (e.g., bathing a dog,
venipuncture of a patient, or a surgical/anesthetic procedure) when the power
fails, only an automatic emergency lighting system allows them to safely
complete or terminate the procedure.
54. Must we provide a first aid kit for employee or client use?
OSHA requires that a first aid kit be available when the workplace is not
in "near proximity" to a hospital, infirmary, or clinic, or when normal
Emergency Medical Systems (EMS) services are not available. If your city
or county has an established EMS, then you should rely on their expertise in
an emergency. In reply to several inquiries, OSHA has defined "near prox-
imity" to mean "within 3-4 minutes of an accident involving suffocation,
severe bleeding, or other life-threatening injuries ... or within 15 minutes
where a life-threatening accident or illness is unlikely."
Obviously, any situation can quickly become life threatening, but the
key here is whether such a scenario is "reasonably expected." Access to
emergency treatment within 15 minutes is the standard for almost every vet-
erinary practice.
55. What if we don't have a hospital, physician, or EMS service in ''near

proximity"?
Then you must assemble a first aid kit. OSHA requires that a physician
identified by the business owner determine the contents of the kit to meet the
specific needs of that business.
Someone on each shift must be adequately trained to render the aid and
properly use the supplies on a human patient. This mandates extensive
training, usually through an agency like the Red Cross. Don't forget about
the requirements of OSHA's Bloodborne Pathogens Standard. These very
strict requirements do not normally apply to veterinary operations because

there is no significant danger from a worker coming in contact with human
blood or other potentially infectious materials from a human source.
However, if the practice requires a person to be trained and available to
render first aid to a human, then this person must be protected from the
transmission of diseases from other humans. If an exposure control plan is
required because of this standard, then compliance assistance from a safety
professional is warranted.
56. If we are in ''near proximity," does this mean I can't have a first aid
kit in the practice?
Not at all. Most practices have found a happy medium with "self-aid"
kits, in which common items like adhesive bandages and antiseptic ointment
are available. If the injured person is not capable of self-aid, then the acci-
dent is serious enough to warrant treatment by a physician.
Mobile practices should follow the same rules as for a fixed installation.
Have a self-aid kit available in each unit, but if the injury is more serious, use
the cellular phone or two-way radio to summon EMS assistance.
57. Should I institute a policy that prohibits employees from rendering

life-saving assistance to someone else in the event of an emergency?
These rules do not prevent a person from rendering assistance to anyone
in need; they merely let each person decide when and how to place them-
selves in that position. The business can support an employee's decision to
get additional training in human life-saving (such as Red Cross CPR
classes), but if you make it a requirement, then you must provide a protec-
tion plan.
CONTROLLED SUBSTANCES
58. Are there any simple checklists for staying in compliance with the
U.S. Drug Enforcement Agency (DEA)?
The many rules and regulationsfor DEA compliance can be overwhelming.
Checklist for Easing DEA Compliance
Registration
• Are all veterinarians who prescribe controlled substances. or cause them to be
dispensed or administered on the premises. registered with the DEA?
• If the veterinarians administer or dispense controlled substances at more than
one location (e.g .• satellites). are they registered to each location with the DEA?
Checklistfor Easing DEA Compliance (Continued)

Registration (cont.)
• Is the registration current for each veterinarian (must be renewed every
3 years)?
• Is the current registration certificate maintained on the premises and available
for inspection?
• Is the address on the registration current? (You must notify DEA of moves
prior to the effective date of the move.)
Identification
• Are all drugs on the premises, regardless of their age or stage of use, identified
as controlled substances?
• Are the most recent additions included, even if the package is not yet labeled?
Security
• Is there a substantially constructed, adequately secured container or safe
available?
• Are stock levels kept to the minimum necessary for operations?
• Is an alarm system present when excess quantities must be maintained?
• Is the alarm system evaluated regularly?
• Is access to the storage area restricted to the absolute minimum number of
employees?
• Are unopened bottles of any scheduled substance stored in the locked
container?
• If working bottles are used, is there only one opened bottle out at any given
time?
• Can you determine how many bottles, pills, etc. of each controlled substance
you should have on hand at any given time?
• Can you identify shortages in a timely manner (at least monthly)?
Ordering
• Is DEA Form 222 available and access restricted to authorized personnel?
• Is DEA Form 222 used consecutively?
• Is DEA Form 222 maintained separate from all other accounting, financial, or
hospital documents (e.g., its own folder)?
• Is the third copy of DEA Form 222 maintained on the premises for 2 years?
• Is the third copy of DEA Form 222 annotated when the drugs are received?
• Are telephone orders of schedule III, IV, or V drugs received and recorded by
someone other than the person who placed the order?
Accountability
• Are schedule II drugs accounted for separately from other schedules?
• Are all scheduled drugs recorded to the patient level (records, receipts, etc.)
when administered or dispensed?
• Are the logs orderly and readily retrievable for 2 years?
• If a computer program is used, has it been approved by the regional or state
DEA office? (Some regional offices will not accept computer-generated logs.)
Checklist/or Easing DEA Compliance (Continued)

Accountability (cont.)
• Can you identify by patient and client name all animals who have received
controlled substances from your hospital within the past 2 years?
Inventories
• Was the required initial inventory conducted and documented on the day you
first engaged in controlled substance activity?
• Has the required biennial inventory been conducted and documented?
• Was the biennial inventory conducted on the required date (the anniversary of
the initial inventory or May 1 of the odd years)?
• If the biennial inventory was not conducted on the prescribed date, has ad-
vanced written notification been made to the nearest DEA field office?
• Are periodic, unannounced spot-checks conducted to verify quantities
on-hand?
• Are records of inventories maintained separately or in such a form that they are
readily retrievable from other documents?
• Are records of inventories maintained for at least 2 years? (Some states, like
Texas, have extended this time requirement, so please check.)
Shortages
• If there is a theft of controlled substances, has the nearest DEA field office been
notified (DEA Form 106) in addition to the local police?
• If there is a significant unexplainable shortage, has the nearest DEA field office
been notified (DEA Form 106) in addition to the local police?
Disposal
• Are drugs checked frequently for expiration?
• When drugs are expired, are schedule II and significant amounts of schedule
III, IV, and V drugs sent to a "reverse distributor" for destruction?
• If local destruction is authorized (e.g., insignificant amounts of schedule III, IV,
or V), are there witnesses to the destruction?
• Are balance-on-hand amounts adjusted only after proper destruction has
occurred?
• Are records of destruction maintained for 2 years?
Prescription Writing
• Are prescription pads stored in a safe place to prevent misuse?
• Are DEA numbers not preprinted on the prescription pads, to reduce scams?
• Are all prescriptions for scheduled drugs noted in the patient's medical
record?
• Are prescriptions for controlled substances written for the minimum quantity of
the drug necessary?
• Are all telephone prescriptions (including refill authorizations) for schedule III,
IV, and V drugs annotated in the patient's medical record?
• Are written prescriptions signed in ink by the authorized prescriber?
• Are prescriptions for scheduled substances re-evaluated after the first refill or
every 6 months, whichever comes first?
LITIGATION CONCERNS
59. What is the possibility of being sued for malpractice?

The number of veterinary lawsuits increases each year, partially because
we live in a litigious society, and partially because of the high emotional
value of pets to their families.
60. How can I protect myself against lawsuits?

The best way is to improve communications.
• Actively listen when clients tell you their concerns about their pets.
• Recommend the best care for the pet. If the client chooses to do less,
be clear about the possible consequences of that decision. Note the client's
choice in the pet's file.
• Be clear, consistent, and courteous in all of your communications with
clients. Communications include facial expressions and body language.
• Keep good medical records. This is your best defense should you need
to go to court.
• Give estimates for all work, and have the client initial them.
• Keep clients up-to-date on changes in the estimate as the patient's care
dictates.
• Use consent forms or note on the patient record if the client refuses
pre-anesthesia lab work, diagnostic testing, or surgery.
• Always show compassion and care for the pet.
61. What is the best format for medical records?

Examine Section I of the AAHA Standards for Veterinary Hospitals.
Their format is the standard for the profession.
We prefer a letter-size manila folder, with terminal digit, alphabet-based
color coding (numbers require a cross-reference system that adds to the front desk
work). We also use self-adhesive, horizontal dividers, so that each "top prong"
holds only one animal. We like the "Welcome to Our Practice" form on the left
side as the manila folder is opened, with client correspondence filed under it
(this is the client information, with minimal patient description information).
On each self-adhesive prong on the right side, there is a pink (female) or
blue (male) patient data sheet, with a weUness checklist, a master problem
list, and a medication refill tracking system (sample forms are available in
Building The Successful Veterinary Practice: Programs & Procedures
[Volume 2J and in the Veterinary Practice Consultants Signature Series
Monographs at www.v-p-c.com). Note: The patient data sheet can be used to
screen household trends, which is particularly important when atypical mor-
bidity and mortality is suspected.
Progress notes are on lined paper under the patient data sheet, with
client and patient name at the bottom (prongs are at the top); for annotations,
use the problem-oriented medical record format. The Subjective-Objective-
Assessment Plan was made popular by the University of Illinois in the mid-
1970s and has not changed much since then.
• After the date is the "client concern"-in the client's words.
• The "subjective" is just the history, and the "objective" is the findings
of your own professional observations/exam.
• The "assessment" is what you tell the client you are treating the animal
for; it's sometimes a tentative diagnosis. (A differential diagnosis
seldom is used in real practice, since it is an academic pursuit and con-
fusing to the staff for sequential contact.)
• The "plan" includes diagnostics, medications, procedures, and the ex-
pectation for the next contact (three Rs-recall, recheck, and/or
remind).
62. Which are the best supplemental forms to add to a medical record?
Forms are not "added to a medical record." Forms are used to establish
quality healthcare delivery habits and are dynamic instruments based on the
healthcare required for the case.
The best supplemental forms are simply "break-and-stick" labels that
affix directly to the progress notes, so that the chronological care of each pa-
tient stays organized and systematized (a picture is worth a thousand words).
Pictures of dental arcades, eyes, body shape for dermatology, and even labo-
ratory or surgical procedures can make annotation of medical records faster
and easier.
The AVMA Directory has a simple hospitalization/authorization form
(circa 1982), and there are sample forms available in Building The
Successful Veterinary Practice: Programs & Procedures (Volume 2) and in
the Signature Series Monographs at www.v-p-c.com.
63. How long do I need to keep medical records after the pet is gone?
Medical records should be held 3-7 years from last contact with the pa-
tient or client. Ask the state or province veterinary medical association for
the specific ruling in your jurisdiction. When an animal dies or is euthanized,
the final entry of the master problem list should show the date and cause of
death. This is when the clock starts ticking.
Move the pink or blue patient data sheet with the master problem list to
underneath the client welcome form. Remove the balance of the records for
that animal from the active medical record file, and chronologically file them
in storage for the required time.
5. RIGHTS OF THE EMPLOYED
ASSOCIATES' EVALUATION OF JOBS
1. Can a veterinarian who is not the owner manage a veterinary

practice?
Absolutely! Today's veterinary practice is a totally different place for a
nonowner veterinarian. Associate veterinarians often do not have the desire
to be owners, but have the talent and desire to be the team leader. A
nonowner manager can be the senior doctor in an absentee-owner scenario
or the medical and administrative director for a corporate or cooperative
practice.
2. How can I, as a nonowner, select the best position for myself?

There are several basic factors to consider: Have you selected the type
of practice you want, including species, size, and specialties? Do you know
where you want to live, how many hours you are willing to work, and what
size community you want?
The attitude of the workplace is what makes survival possible; all
other skills can be learned. Are they willing to give you time to learn?
If you want to seek a busy companion-animal practice, there should
be over 400 transactions per doctor per month. A mixed-animal practice
may be busy at 250 transactions, depending on the size of the area being
covered.
Your key concern is personal preference. There are veterinary-spe-
cific employment brokerages (e.g., VetNetAmerica, VPC Brokerage) that
will do "match making" between practices and potential candidates, nego-
tiating salary, hours, and other expectations (the practice pays the finder's
fee).
3. How do I know ifl am being productive?

• Multiply an associate veterinarian's personal compensation by 5 to get
the expected personal gross revenues production.
• A companion animal practice needs to produce in excess of $250 per
square foot annually to be effectively utilizing the facility.
• A clinician with a balanced companion-animal schedule and case load
should have pharmacy sales approximately equal to the diagnostic sales for
the same period.
95
96 Rights of the Employed
• When using linear scheduling for a companion-animal practice, a

doctor can see about 20 patients a day; with high-density scheduling (two
consultation rooms and a nurse per doctor), a doctor can see the same
number of patients in a half day.
4. How can I evaluate the team around me?

In healthcare the best measurement is called continuous quality im-
provement. Each person is responsible for addressing his or her own sphere
of influence and making tomorrow better than today, next week better than
this week, next month better than this month.
Performance appraisals must be immediate and specific. This is not
school; thus, a "C" average means an employee is doing poorly. Performance
planning involves setting the learning goals for the next 90 days, including
clear measurements of success, and then striving for that goal.
A team has a leader, knows how to score, and gets recognition from the
coach when they do well. Does this happen when you are around? A team
should be accorded respect, assigned individual responsibilities, and receive
targeted and timely recognition (three Rs of staff development). Such a team
will unquestioningly follow their leader(s) into the jaws of adversity.
DOCTOR CONTRACTS
5. How do I put a price on my time?

Your time is valuable! Answer these questions to calculate the value of
your time:
I.What is your annual salary?
2.How many weeks a year do you work? (Don't include vacation weeks.)
3.How many hours a week do you work?
4.What is the annual cost of your fringe benefits (usually about one-
third of annual salary)?
5. What are the overhead costs necessary to maintain your office (e.g.,
rent, equipment, heat, lighting, telephone)?
6. What are your annual expenses for travel, conventions, etc.?
7. What is the annual cost of salary and fringe benefits for your staff?
8. What are the annual overhead costs to maintain your staff?
Add your answers to questions I and 4-8.
Divide by your answer to question 2. The result is the value of your time
per week.
Divide by your answer to question 3. The result is the value of your time
per hour.
Rights of the Employed 97
Divide by 60. This is the value of your time per minute. Multiply by 3 to
determine the value of a 3-minute phone call. Multiply by 5 to establish the
cost of a 5-minute interruption.
BENEFITS PACKAGES
6. Should part-time employees receive the same benefits as full-time

employees?
With today's low unemployment, job sharing is far more advantageous
than hiring staff part-time. If you hire them part-time the manager is ac-
countable for their actions, but in a job-sharing situation the staff is account-
able to each other for the outcomes! Your system should recognize the
multiple-person equivalent with respective prorated benefits. Consider this:
for every 20 hours of scheduled work, the employee accumulates 1 hour of
paid absence time. This time can be taken in a minimum of 4-hour blocks
with at least a 3-week notice to management.
In some medical plans, a part-time person is not eligible for health bene-
fits. Consider giving a pet health insurance policy to each staff member as a
holiday bonus. The practice can charge full rates, bill the insurance com-
pany, and receive an amount higher than the premium cost in return.
Everyone wins!
7. Elaborate on the benefits of job sharing.

In some practices, each team has a number of job-share staff members,
so that the group always is able to assign tasks, organize, and effectively
cover the practice during open hours. These are the businesses that expect
the staff to self-schedule and meet previously established goals.
8. What is a fair compensation for my staff?

Fair is in the eye of the beholder; equitable is a comparison between
people and time. A fair and equitable compensation budget for a companion-
animal practice is less than 43% of the gross income for doctor clinical
salaries and staff salaries (W-2) combined. When there is no facility over-
head, as with house-call or production ambulatory practices, the compensa-
tion budget can be increased since the overhead expenses are reduced.
Unskilled new-hire candidates should be started at about 50¢ more
than a fast-food restaurant's hiring wage, given a raise of 50¢ at about 30
days of orientation when they are doing solo work, and then given another
raise at 90 days post-hire when team fit, competencies, and personal
strengths have been clearly identified.
98 Rights of the Employed
Young associates should be started at about 19-20% of their projected

annual revenues.
In a mature practice with over $1.5 million income a year, a hospital
administrator (MBA or MHA level) deserves $50,000, and a Certified
Veterinary Practice Manager (CVPM from the Veterinary Hospital
Management Association) deserves $40,000, both with a productivity pay
linked to production of excess net.
The benefits package is additional to the above percentages and com-
pensation plan, and can be 3-4% of gross.
9. What is a good benefit package for a mature companion-animal

practice?
The benefit package is not part of the W-2 taxable wage (compensation
plan) and can be an additional 3 to 4% of gross. In the majority of veterinary
practices, vacationlholiday pay, sick pay, workers' compensation insurance,
medical insurance, and continuing education monies are a minimum em-
ployment benefit.
We are seeing vacationlholiday pay and sick pay rolled together into a
personal-days account (e.g., employee accumulates 1 hour of personal time
for every 20 hours scheduled work, time is taken in 4-hour blocks, and 75%
must be used within the year it is earned). This benefit is for all employees,
even the traditional part-timer, since more part-time jobs are being config-
ured into job-share equivalents.
Association dues are a common benefit for practices that believe in sup-
porting organized veterinary medicine. The payment of disability insurance
for primary providers and "first death" partner insurance are two
common benefits among veterinarians. Pet health/medical insurance (the
nondiscount type) has become an interesting benefit for companion-animal
practices, since the coverage actually produces net income for the practice.
Some practices like to pay for professional and DEA licensure to ensure
that the coverage stays current at all times.
A retirement plan is important for tenured staff. Young workers often
do not realize the earning potential of early investment monies. It often is es-
sential to bring a third party (financial planner) into the practice to explain
this benefit.
6. ANCILLARY SERVICES
BOARDING
1. Is boarding a profitable expansion consideration?

Boarding has many competitors in the marketplace, but that doesn't
mean it isn't profitable. If you look at the staff support requirement, one
animal caretaker can handle about 33 animals per day. During nonholi-
day seasons, most boarding facilities drop to about 40% full, so 90 to
100 animal units appear to be the cost-effective point for a full-time
kennel master. With a proper in-processing system, the boarding ser-
vices should refer about 23% of their guests to the hospital for some
from of healthcare.
A hospital costs about $140 per square foot to construct, and a board-
ing facility is about half of that if it is a stand-alone structure. If you
expand your hospital at $140 a square foot, boarding will take far longer to
recoup the expense of the expansion.
Bathing can be a very profitable side-light of the boarding operation, if
you charge for a cleansing bath at every discharge. We call it a "cleansing
bath" so the comb-out can be minimal.
2. What are the boarding space requirements?

Runs are preferred for dogs, and vertical condos are preferred for
cats. A run is 3 feet x 5 feet minimum, 4 feet x 6 feet preferred; sizes
are well described in the American Boarding Kennel Association
(ABKA) publications; AAHA Design Starter Kit for veterinary hospi-
tals; or Subchapter A, Title 9, Code of Federal Regulations. A cat-only
facility can be easier, quieter, and more economical to fit into the prac-
tice space.
Ninety to 100 animal units are needed, so that the species mix will
cause a variance in the space requirements. A play area may take up more
space, but it is an attractive selling point, especially if behind a clean glass
wall instead of bars or chain link.
3. What are alternatives to traditional boarding services?

Alternatives include:
• Pet resort with a resort manager and guest services, featuring
people time in addition to automatically scheduled play time, often in the
99
100 Ancillary Services
"exploration zone" (playground for animals) rather than the yard or the
back field.
• Bed and breakfast for cats and dogs, with historical tours or
named suites. In some cases, VIP suites are indicated (8 feet x 6 feet or 8
feet x 8 feet), accessed by a 48-inch half door instead of bars, with beds,
a towel bar with monogrammed towels, television, and windows to the
outside.
• Pet hotel, hotel manager, spa services, and similar anthropomorphic
terms, often associated with a boutique.
• A "camp" for field trial dog areas, including retrieving exercises,
swimming sessions (stock tank), and socialization time.
GROOMING
4. Is grooming a profitable expansion consideration?

Grooming has many competitors in the marketplace, but unlike board-
ing, it is seldom a profitable pursuit in itself. Like boarding, with a proper
wellness screening system, the grooming services should refer about 23% of
their cases to the hospital for some form of healthcare.
A grooming operation should have 20-amp drying cages, usually
stacked, as well as cage dryers, which can be an added expense. Many
groomers want the practice to supply everything, and still they want 60% of
their income, which causes most practices to lose money on grooming.
As mentioned in Question I, bathing can be very profitable: if offered
with boarding and ONLY summer cuts along with the cleansing bath at
every discharge, the pieces meld together.
S. What are appropriate groomer compensation packages?

If the groomer is on practice salary, they can be converted to 40% com-
mission, and the practice will fare okay. This applies only if the accountable
grooming team is cutting eight or more animals per day. Most groomers who
supply all their own supplies and equipment can be offered up to 50% of
their fees, if they are cutting eight or more animals a day.
A groomer who only rents space must return to the practice at least what
those same square feet would produce as a boarding facility for cats (cats are
lower maintenance than dogs).
Caution: regardless of the groomer's status, the community will assume
there is a practice linkage if they are in your facility. A failure to perform,
substandard work, or sporadic hours become a reputation drain on the prac-
tice entity.
Ancillary Services 101
PET BOUTIQUES AND PHOTOGRAPHY
6. How does a boutique differ from a regular practice resale area?

A "regular resale area" in a veterinary practice is not really a resale
area. It is a place where food and shampoo is stored in the public view so
the staff does not have to "go in back and get it" when a client requests it.
Seldom can a practice offer the product quantity and prices needed to
become competitive in the community, especially in communities with
large-format retailers or expanded feed stores. The word "boutique" infers
that the resale area carries a special, exclusive line of merchandise. A bou-
tique typically offers something the others do not, whether it be behavior
management devices, animal picture key chains and jewelry, special
species-specific stationery and scarves, or even a parasite prevention and
control center. It adds a bit of unique flavor and "image" to traditional
shelves and stacks.
A tenured staff member can be granted or sold a percentage of the bou-
tique in most States and Provinces without concern for the practice act (this
is a form of golden handcuffs for key staff). He or she gets a return on in-
vestment based on net income.
7. What makes a boutique successful?

The key to success varies by community. The boutique should carry
something not readily available in the community, and at an appropriate
price. The boutique must offer the unusual as if it were usual, or the usual as
if it were special and unusual. Selection of logo and imprinted merchan-
dise with the many breeds and species represented in the practice patient
mix are essential if you do not want to alienate any single segment of the
practice. The products must be of adequate quality and reasonable price that
return trade is produced. A boutique will not survive on single-impulse-buy
patrons.
8. What are special boutique services or products that have been suc-
cessful elsewhere?
• A drawing for a free photographic portrait each month for patrons of
the boutique. Pet photographers often provide free sittings because they
know that if the photos are good, people will buy additional ones.
• Seasonal promotions linked with the practice promotions, including
a drawing for a free pet health insurance policy for patrons of the previous
30 days during National Pet Month.
• A nutritional center, with signed veterinarian endorsement (posted
sign) of the recommended diets for each stage of life.
102 Ancillary Services
• A behavior management center, with head collars, Kong toys, scat

mats, and related behavior-modification aids.
• A parasite prevention and control center, with a built-in museum
featuring a pre-positioned magnifying glass to see the vectors.
• Linkage with the Humane Society, so that the practice acts as an
agent/outlet in adopting healthy puppies and kittens.
EXPANDED PATIENT SERVICES
9. List some examples of expanded patient services.

• Grading of patient teeth (per the four pictures on CET brochures) by
nurses as a courtesy service during January and February.
• Explaining to owners of large-breed dogs the difference between early
PEN-HIP and later OFA certification.
• Assisting clients in understanding the benefits of the wellness program
on pet health insurance (over $200 of reimbursable care for less than $100 of
premiums).
• Respite care (a hospice term) for seniors and other high-maintenance
medical cases; larger "bedroom" units for animals that need medical care,
while their owners take a break (vacation) from the care requirements.
• Fat farm (weight management) programs for chubby pets; inpatient
program during the winter months, including a refeeding program (new diet
habits), with lab numbers mailed or delivered to the family biweekly during
the inpatient stay. Terminology is directly from human weight loss cam-
paigns, so clients automatically understand the benefits.
• Economical and recurring behavior management appointments with
the nursing staff, and telephone referral to behavior specialists as needed.
• Senior pet classes for the owners of animals entering their golden years
(to teach about monitoring special needs at home).
10. What are other ancillary services that can be offered?

• Nurse home visits (protocols, procedures, and Pet Partner Program
certification can be obtained from the Delta Society (1-800-869-6898).
• Day care for pets (day boarding).
• Support your local schools with Pets by Prescription, a pet library ser-
vice, or classroom visitations; program details and outlines are available
from the Delta Society (1-800-869-6898).
• Puppy classes, socialization and kindergarten, new-owner orientation,
and similar introductory systems to teach the new owner or family about pet
care. Affiliate with a dog trainer and/or sponsor space for the training classes.)
Ancillary Services 103
• Kitten carrier classes (the name is used to tell clients how a cat should
be transported at all times), to orient clients about the most current care of
cats.
• A practice lending library for animal books and videos, web site, and
other client-education enhancements.
• Operation Pet 1.0., with digital camera photos, name tags, microchips,
tattoos, and "puppy passports" as anniversary gifts to clients, instead of re-
minders.
7. GROWING BEYOND ONE DOCTOR
FINDING AN ASSOCIATE
1. How do I find the best doctor for my practice staff?

Stay active in continuing education activities offered by your local
association so that you know who is working in the area. Use the veteri-
nary distributors that visit your practice as part of your search team.
This is the most effective outreach program, since they know your prac-
tice and they also know who is looking. They can be very helpful in build-
ing contacts.
University internship and externship programs are a great source of
doctors if you are willing to pay for them to be in your practice. The third-
year extern ship program allows a budding clinician to "test your practice"
while you get to see how they fit into your team.
The American Veterinary Medical Association Job Bank always has
more jobs than doctors available, so you need to do more than just adver-
tise a position to get appropriate applicants for your professional team.
Advertising on the Internet, such as on the Veterinary Information
Network, preselects for people who are computer literate-a strength in
the new millennium.
When you start your search: look early, look regionally, and use
every avenue available to get the word out on the benefits of joining your
team.
2. What do I otTera new graduate?

First, this is a new generation of graduates: they want a personal life.
This desire is not wrong. The days of the 60- to 80-hour practice week for
doctors are over!
Second, benefit packages are important. Health insurance, continu-
ing education, pre-tax support of dues, licensure, and related professional
fees are minimum elements. Vacation, personal days, and flexible sched-
ules, including recurring and scheduled 3-day weekends, are important
benefits.
Third, the compensation should be productivity-based (since there are
only so many doctor dollars in the.budget), but many new doctors want a
guaranteed base. This means that flexible budgeting and payroll programs
are needed.
105
106 Growing Beyond One Doctor
WORK AND PLAY WELL WITH OTHERS
3. How do I integrate others into the healthcare delivery team?

It is critical that you release control of a function only after you have
trained someone to do the job and you can trust him or her to do it. Training
should start as a directive process. and outcome expectations must be clear
and consistent. Note that the practice's core values do not change from posi-
tion to position; they are inviolate for everyone. even doctors. After the di-
rective instruction, good leaders "persuade" the developing staff member(s)
to try new procedures and demonstrate that they can be trusted. As the mem-
bers try to apply the skills and knowledge to the new procedures, great lead-
ers coach without blame, mentor without appraisal, and use recognition
as the yardstick of developmental responsibility.
After directive training. persuasion. and coaching are completed. then
and only then can delegation occur. Outcomes are delegated, not processes.
Performance measures of success, established before the job is delegated,
should include time lines. The delegation concept differs from single-doctor
practice building because the process is released to the team member. who
then has been delegated accountability of performance. After any delegation.
the leader becomes the consultant to the staff member, but never takes the
job back.
4. What are the key points to focus on initially when expanding the
practice team?
Note that you must build the right model before you expand it.
• Build a management team that understands how to use a program-
based budget (see Appendix B).
• Refocus attention from process to outcome excellence. Each manage-
ment team member must understand "why" as well as "what," and the leader
must develop the team's belief in the vision of the practice.
• Challenge the management team to become a leadership team by de-
veloping the practice vision in other staff members. Thus, the core values
change from mere words to the working philosophy of the practice.
• Develop others on the practice staff to bond with clients, be patient ad-
vocates, and promote practice operational harmony.
EXPANDING THE TEAM
S. When do I expand my doctor staff?

Before you hire another veterinarian. expand your use of the paraprofes-
sional staff; we call them veterinary extenders. Start scheduling rooms and
Growing Beyond One Doctor 107
tables, not doctors. Increase the use of outpatient nurses; implement high-
density scheduling; and ensure that continuity of care issues are recorded in
the medical records.
Not all practice owners can expand, due to demographics, the inabil-
ity to release control (basic trust of others), or facility size. If anyone of
these three areas indicates poor potential, then focus on expanding your
volume. Single-doctor practices start to reach peak performance at about
450 transactions per month. Most veterinary practices need to change
from the doctor-centered habits that built the practice to team-centered
programs that grow the practice (this usually requires about $500,000
gross income).
We suggest a staff ratio of four paraprofessionals to one doctor. In a
single-doctor practice that leverages the staff and increases the staff-client
contacts, the staff number can be double this traditional level and still have
great performance.
6. I want to expand-when do I make that decision?

The reason for your decision to expand should be client-centered, not
self-centered. Client demand must increase to make another doctor neces-
sary for better client access. Conversely, client access should increase
when a new doctor is added to the team. More surgery time, more appoint-
ments during surgery time, evening hours, greater weekend accessibility,
and/or a wider scope of services will help justify hiring another doctor.
Never hire a doctor to give yourself more time off and expect to grow net
income.
At 450 transactions, the single-doctor approach with linear scheduling
must change to prepare for another doctor. By using outpatient and inpatient
nurses, nutritional counselors, dental hygiene specialists, parasite prevention
and control assistants, and client relations specialists, the transaction rate can
grow by 50% in a single-doctor practice (to 675 transactions).
At 600 transactions, one doctor with a good support team can still have a
life. When the case load is 650 or higher, most practices will require another
doctor.
7. How can I afford to expand the practice team?

A team should be worth every penny they cost and more. For the cost of
a few dollars per hour, hundreds of dollars an hour can be generated-if you
have trained to a level of trust.
The recovered patient program and recovered client program can pro-
duce an additional $150,000 per year with little change in overhead.
Implementation involves recovering one lost client or patient every day, by
using the three Rs: recall, recheck, remind. Look to improving efficiencies
before expanding staff.
A nutritional counselor can effect 30 to 60 additional clinic visits a
month. Your practice must have the discipline to share the rewards with the
outpatient staff that will be needed to keep this wellness outreach program
operational in the client's mind.
A dental hygiene specialist can effect 20 to 30 dentistries a month, es-
pecially in grades one and two dental hygiene levels. These are easier den-
tals, usually not requiring doctor involvement for extraction. Your practice
must provide the training and share the rewards with the nursing staff to
build a dental program.
Nursing telephone outreach can greatly increase client return rate.
Under-staffing, compounded with low wages, often makes this task a last
priority instead of a primary responsibility of a caring veterinary healthcare
team. Give the staff adequate time to perform this critical bonding function.
8. How do I build from within?

There must be a progression of development and responsibility within
any healthcare team, and veterinary medicine is no different. People need to
know how they can advance. In some positions, like animal caretaker, the
title and money may grow with the individual's tenure, but the core job does
not greatly change. Additional duties can be added to allow greater practice
worth, but caretakers primarily feed, scoop poop, and bathe animals.
Continuing education can develop skills and knowledge to allows
other team members to develop to a higher level of performance. The
Internet distance learning programs for veterinary technicians, local courses
in client relations (e.g., banks, hospitals) and the Certified Veterinary
Hospital Manager program offered by the Veterinary Hospital Managers
Association (YHMA) are but a few investments a practice can make to de-
velop its staff from within.
A skilled practice consulting team can assist in developing accountabil-
ity and can provide the training to make the transition possible. See the
Veterinary Consultant Network survey data from 45 national consultants for
guidance on selecting a consultant (www.v-p-c.com),
9. How do I start the process of moving my practice to the "next

level"?
When you walk through the front door of your practice, what is the at-
mosphere that you have created? Is there an open friendliness, or is there a
fear of failure that prevents change? Continuous quality improvement
must be a practice expectation.
Growing Beyond One Doctor 109
Establish quarterly instead of annual performance planning. Quarterly

appraisals allow you to fix problems while they are small and keep every-
one focused on their goals.
The quarterly performance plan is a joint effort. Planning does not stop
until the measure of outcome(s) and operational limits are established be-
tween the mentor and the staff member. The plan should include a time line
and milestones for checkpoints and progress recognition. Your doctors' fear
of lack of control is just as detrimental as the fear of failure. It derails the
delegation process and delays the development of the healthcare delivery
team. Always be honest with yourself about this!
10. Should we incorporate our practice/business?

One of the reasons often cited for incorporating a practice is the liability
shield afforded a company's owners. Legally, a corporation is considered a
"person" with its own identity, separate from the "identity" of the individual
owners of the corporation. Theoretically that means that should the company
be sued and lose, only the corporation-not the individuals who own the cor-
poration-would be responsible for paying court-ordered damages.
Life being what it is, however, theory and practice often are two differ-
ent animals. Such is the case with corporations and very small businesses.
The reason: if you incorporate as a one-person operation and later do some-
thing that exposes you to legal liability, both the negligent person (e.g., you)
and the corporation are liable. You cannot excuse your own misconduct
merely by incorporating.
Similarly, incorporating a one-person or very small practice seldom pro-
tects the owner(s) from liability should the corporation default on a loan or
lease. Banks, landlords, and others often require personal guarantees on
loans and leases. If you make such a guarantee, then the corporate form of
business will have no effect on your personal liability.
The situation is different, however, if you have staff members. If an em-
ployee is making a delivery for you and injures someone in a car accident, he
could be held personally liable to the victim, as could the corporation
through a legal doctrine called vicarious liability. However, because the
corporation is a separate entity from the shareholders (owners), their per-
sonal assets would be protected.
Even if you have employees, you could inadvertently leave yourself
liable for damages through something known as the alter ego doctrine,
which is part of a legal remedy known as "piercing the corporate veil." If
your corporation is a general corporation rather than a close corporation, you
must treat that corporation as a separate entity in all of its formal and legal
respects. If you don't, both you and the corporation could be successfully
sued by an injured party on the grounds that the corporation is no more than
the "alter ego" of the owner. The Limited Liability Corporation (LLC) or
Limited Liability Partnership (LLP) usually has greater taxation issues than
a Sub-S, and a C Corp usually has a better structure for retirement invest-
ments. Local legal advice and estate planning information will be needed to
research the various tax consequences and succession planning issues.
11. What other issues besides liability should be considered before de-
ciding to incorporate?
The corporate structure may require you to observe certain legal for-
malities regarding the way you run your business, and may expose you to
taxes or annual fees that do not have to be paid if the business is a sole pro-
prietorship or partnership. It usually is smart to "exteriorize" the building
and land into a family estate with multiple owners, so they are not part of the
estate upon an untimely demise.
Some small practices do benefit from incorporating. For example, the
business' image may be enhanced. Depending on circumstances, incorpora-
tion may have tax benefits as well. The bottom line: consult with both your
attorney and your accountant, and get all the facts you need to make the right
decision for your business.
FEES AND VALUING HEALTHCARE
12. How do I set reasonable fees?

The traditional method is to attend a local Veterinary Medical
Association meeting and swap tall stories with other practitioners. This has
nothing to do with profit or practice, it is just what we do!
Know where your costs lie. A mature companion-animal practice
should have a P & L monthly overhead less than 50% (without rent, doctor
monies, or return on investment). If overhead is on target, prices are reason-
able. A mixed practice's fees can be plus or minus 15% of the companion-
animal practice's, depending on client and patient mix. As long as the net is
better this year than last year, the practice is evolving in the right direction.
Know what each procedure costs you, including all overhead factors.
You can then determine the net you want to receive on that procedure, and
adjust your prices accordingly.
13. How do I know when my prices are exceeding the community com-
fort zone?
In most cases, as a result of negative customer feedback, the doctor will
curtail fees before the whole community is aware. As long as your practice is
Growing Beyond One Doctor III
within 10% of the top of the marketplace, quality and value can make the
practice a bargain.
Value comes with client education; in the absence of knowledge, clients
make decisions based on price. The nursing staff can educate, but the pride
shown by the staff when presenting the invoice or healthcare plan costs will
be perceived as quality. In healthcare, high pride = high quality; indiffer-
ence = mediocrity.
8. CLIENT/CUSTOMER SERVICES
(SMART MARKETING)
CLIENT VERSUS CUSTOMER
1. What is the difference between a client and a customer?

Customers = buyer beware! Clients have a social contract with a health-
care provider. The relationship between a veterinary healthcare provider
and the pet owner is one in which the provider will speak for the animal's
best interests. The client then has the right to accept or waive the animal's
rights to that level of care.
Clients often come to a veterinary practice with apprehension and fear.
They do not know what is needed or how much it will cost. Customers go
shopping with a song in their hearts and the knowledge that they can walk
away if the "deal" is not the best for them.
Customers expect to be pampered and served by the establishment,
while clients often are given tasks and directions by a healthcare
provider.
Clients expect quality care for their animals at an equitable price.
This social contract is inviolate, and if the provider violates the contract,
trust is lost and the bond is broken. In shopping, clients accept the
responsibility for finding the best quality bargain at the cost they want to
pay.
LONGER HOURS OR BETTER SCHEDULING
2. When should I consider expanded hours?

The hours your practice is open should depend on your client commu-
nity and the client demand-not your preference to sleep in or go home
early. Drop-off privileges for established clients may preclude the need to
expand hours. This option requires a well-trained nursing staff for admis-
sion screening.
A "bedroom community" in a metroplex may not need morning or
midday appointment hours at all. Accommodating these clients may mean
accepting animals the night before during the standard outpatient hours
(e.g., 4 PM to 9 PM). A rural community may not need expanded hours since
most families have flexible farm or ranch schedules.
[13
114 Client/Customer Services
3. I am currently doing ''9 to 5" veterinary hours, and the late-in-the-

day appointments are tilling 2 weeks in advance. Do I need to expand
hours?
Whenever your clients can't get an appointment the same week, your
client access is too limited. Clients want to see you within 24 hours of their
call, so make it happen! Saturday crowds and late-in-the-day appointments
are indicators of two-income families: they are the real reason to have
evening hours. As these clients are seen, they can be given the value-added
pitch-"You are now qualified for the preferred client drop-off privileges."
If you are telling clients they cannot come in this week, for any reason,
you are negatively affecting your word-of-mouth referrals. This will reduce
your new clients and limit the practice's growth.
Hire a doctor who "hates mornings" and expect him or her to only work
noon to 9 PM. Such a schedule often is a benefit to everyone concerned. This
doctor comes to work ready to do 3 hours of spay and neuters or other inpa-
tient/call-back work, then outpatient appointments from 4 PM to close. He or
she is fresh and highly productive at a time when others' energy is flagging,
so everyone wins!
PRICE SHOPPERS
4. How do I best serve the price shopper?

"Shoot and scoot" vaccination clinics and "pay and spay" population
control clinics will always be out there; let them have these price shoppers!
Price is relative. If the client's expectations are exceeded, then the cost
of the service was reasonable. If the expectations are not met or exceeded,
the client will perceive that too much was paid.
Around 30% of a companion-animal practice's clients provide approxi-
mately 80% of the annual income. If you are looking to serve a client group,
profile the top 30% of clients (regular customers, those who pay on time,
etc.) in your practice, and make them your concern!
5. Does persistence sell in healthcare delivery?

Yes! When a phone shopper contacts your practice, send product litera-
ture and/or a practice brochure within a day or two. If a week or more goes
by without a visit or call from the prospect, take action! Doing nothing is a
big mistake.
Potential clients who request literature or information often have a gen-
uine interest in finding a quality healthcare practice, but they may not need
your services immediately. Thus, they look over what you send, but put it
Client/Customer Services 115
aside for possible followup in the future. Months later, their priorities shift.
Suddenly, the service or product they were thinking about purchasing
"sometime" becomes what they need now. However, that first piece of litera-
ture you sent may be filed, misfiled, buried at the bottom of a stack of things
to do, or even tossed out during a kitchen table cleanup campaign.
Position your practice to win those delayed sales by following up regu-
larly for at least 6 months with newsletters or reminders. Make your initial
followups once every month for 6 months if the prospect seemed genuinely
interested. After that, followup with your quarterly newsletter. Newsletters
or health alerts don't have to be elaborate or costly; even a postcard with a
reminder to check your web site for new information is beneficial. Notices
of special programs are good ways to keep in touch and keep your name and
practice scope fresh in potential clients' minds.
6. What is the most effective coupon/discount technique?

In most practices, there is less than 20% true net in any average client
transaction, so why give away any of this money? The best way to take ad-
vantage of coupons is to offer a special promotion. Look at expanding client
and patient access, for example by offering "two-fur-one" (misspelling in-
tentional) fecals for multi-pet households. This way, stools from two animals
will be brought into the practice, often revealing other pets that require ser-
vices or are unknown.
Seniors tend to expect discounts. As more of the American citizenry
moves into the senior demographic, you will have more clients expecting
discounts. Some practices add extra time to the standard appointment during
midday and offer this as a "discount period." Midday typically is slow, and
retired persons prefer to drive between rush-hour crunch times, so both prac-
tice and client can win!
MAKING THE FRONT DOOR SWING
7. What causes a reduced client flow?

Usually, something happened to adversely affect the client's image of
the practice, e.g., major fee increases, poor client relations by doctor or front
staff, or over-booking and turning away clients. This changed image is very
difficult to correct, since word-of-mouth is working against you.
In some cases, a new "volume practice" has opened its doors and cre-
ated a media blitz about economical vaccinations. Your practice still bun-
dles quotables with a consultation and appears out-of-line with the
competition.
If your practice has an 80% or better appointment log fill rate, the good
news is that you are busy. The bad news is that you are limiting client access,
and some are going elsewhere.
In some communities, the phrase "Appointment Required" litters the
yellow pages and phone greetings. The message "Walk-ins Welcome," which
conveys accessibility and convenience, causes a 25% increase in new client
access.
8. When we drastically increased our prices last year, we celebrated

the immediate increase in income. Now we see the ill effect in return
trade-a 30% drop in repeat visits. What can we do?
First, quit kicking yourself-it does no good.
Second, commit to a media blitz that highlights "new access" services
to established clients: day drop-off, economical vaccination visits, preferred
client programs, "two-fur-one" programs, walk-ins welcome, etc. You must
precede the media blitz and new client information/education programs
with staff refocus and promotion education.
Third, make a total commitment to the new changes. It takes 7 to 10
years to reverse a bad community reputation in healthcare delivery.
9. We would like to do walk-ins, but they disrupt our scheduling.

What can we do?
Often said in jest but founded in truth: "The day would have been great
except for those clients." This attitude will kill a practice. The client is why
we are in this business of veterinary healthcare delivery!
If high-density scheduling is embraced (two rooms to one doctor, sched-
uled out-of-sync [last 10 minutes and first 10 minutes overlap in the two
rooms]), then one room is scheduled in the traditional manner, and the second
room can be used for walk-ins, filling the seam positions. In a multi-doctor
practice, the inpatient doctor team takes all walk-ins via an empty room (one
reason why hospitals are designed with an odd number of consultation rooms).
If a walk-in consultation room is not available, always offer two "yes" options:
admit for daycare and waive the day inpatient fee (you would not have gotten
it on outpatient), or tell the client when a time is available later in the day.
Never allow a walk-in client to hear or feel that they were a "work-in"
client. Such communication of aggravation and/or disdain violates the social
contract of healthcare delivery.
10. What is this "new social contract" of healthcare delivery?

It's not new; it goes back to the original covenant to Noah: "Tend to the
animals of this land, keep them healthy, and allow them to populate the
lands." The contract has four parts, starting with the traditional Greek med-
ical premise, "First, do no harm!" The other parts are: do only what is
needed; restore well ness in the patient; and assign fair and appropriate
remuneration.
The social contract is an unspoken commitment made by opening the
doors of a hospital. It is not optional; it is a common expectation-of the
client, the staff, the local regulatory agencies, and responsible doctors.
11. How can we expand clinic hours without killing ourselves?

In one-doctor practices, you cannot do this easily. It requires additional
nursing staff used as veterinary extenders, strategically planned appoint-
ments, scheduling the consultation rooms rather than the doctor, increasing
drop-offs, and, possibly, sharing client support with other practices (called a
"rotary" in Europe).
In multi-doctor practices, consider 2-week schedules instead of the
traditional one. Again, schedule the rooms, not the doctors. Plan a doctor's
schedule with two days on, one off, three days on, one off, four days on, then
three days off. Start the second doctor on the same schedule, but one week
out-of-sync. Consider Tuesday and Thursday evening hours, with a delayed
late-morning arrival for the evening doctor.
When hiring a single (no significant other) doctor, a one-week schedule
is possible if he or she hates mornings. Schedule work I 1 AM to 8 PM on
Tuesdays and Thursdays, 8 AM to 7 PM on Fridays, and 8 AM to 3 PM on
Saturdays. This arrangement allows Saturday afternoon to Tuesday late
morning off, as well as all day Wednesday and Thursday morning. The best
part of this schedule is that you will have Friday, Saturday, and Sunday off
every week ... smile when you think about this!
12. Any other tips on scheduling?

When the doctor schedules are developed 6 weeks in advance, the staff
has the opportunity to plan their respective schedules to match, giving them-
selves extended days off on a recurring basis. Note that it is not unusual to
give an incentive pay differential of 75¢ per hour to staff working after 6 PM
or on weekends.
WELLNESS PROCEDURES
13. Should my practice be selling dog food?

First, in quality veterinary healthcare we do not sell pet food; we sell
peace of mind.
Second, there is no animal alive that can survive without some form
of nutritional intake. The veterinary practice can balance life needs with
nutritional intake parameters and extend the lives-as well as the quality
of life-of their patients. You're selling the benefits of nutrition rather
than the food per se, and offering clients something they can do for the
members of their family with fur, fins, or feathers. The most rewarding
aspect for clients is watching their pets thrive on a premium, balanced
diet.
Nutritional counseling is the purview of the nursing staff. They are the
nutritional advisors and can share the value of quality food. They can make
25-40% net, which is valuable to the practice. The key issue is benefits:
cat food offers better-smelling litter boxes; dog food offers smaller, firmer
stools; balanced, quality diets offer longer lives, better hair coats, and
higher digestibility (fewer internal complications).
14. How do I sell more fecal tests to my clients?

First, in quality veterinary healthcare we do not sell fecal tests; we sell
peace of mind.
Second, the Centers for Disease Control in Atlanta has stated that
strategic deworming is essential in controlling larval migrans, a condition
affecting over 15 million Americans in 1999. Your clients deserve to know
about these threats to their family.
Third, many internal parasites (e.g., Giardia) are not prevented with the
current combined heartworm medications, and must be screened for using
special procedures (e.g., zinc sulfate float, direct smears).
Note that the staff should conduct parasite prevention and control coun-
seling after the doctor's consultation and prioritization of healthcare, not
before. The client's presenting concern must be addressed first; only then
will he or she listen to your supplemental wellness healthcare messages.
15. How do I sell pain management?

First, in quality veterinary healthcare we do not sell pain management ...
(Can you finish the sentence? See Questions 13 and 14.)
Clients expect pain medication. If they ever had a potentially painful
hospital procedure, pain management was prescribed and administered-it
was not an option.
Initiate a pain scoring system within the practice team so that any
trained nurse can track pain levels in patients. Pain scoring programs are
available from the Veterinary Compendium, Veterinary Emergency and
Critical Care Society (VECCS), and Signature Series Monographs (at web
site www.v-p-c.com).
Consider including the pain injection in the bundle for every surgery,
just as anesthesia is included, and then offer an upgrade to a patch. Here is a
possible narrative:
"Pain control is essential with this procedure, so we have included
a 12- to 24-hour pain control injection in the procedure price. But
for only an additional $22.50. we can use a patch which extends the
pain management for 3 to 5 days. Which do you prefer today?"
16. How do I sell preanesthetic blood screening?

What do we sell in quality veterinary healthcare? (See Questions 13
and 14.)
Answer the following question truthfully: "For which animal, which
species, which sex, what age, which breed is it always safe to do general
anesthesia without blood screening?" Accept the current standard that the
minimum preanesthetic blood screening includes packed cell volume (PVC),
total protein (TP), and blood urea nitrogen (BUN) and include it in the
bundle price as you do anesthesia for surgery. More tests may be necessary
in older or distressed animals.
Consider using this narrative:
"We need to assess what is happening inside the body before anes-
thesia, so we have included the minimum level of tests in the proce-
dure price (less than $10). However. we would prefer to do afull
blood panel today. With a full panel screening the basic 12 (14)
blood chemistries, if anything goes wrong in the next year, we will
have the annual baseline to compare to and can act quicker. Which
would you prefer today?"
17. How do I sell intravenous fluids with surgery?

By now, you know the first part of the answer to this question.
As for the second part, clients expect fluids during surgery. If they ever
had surgery, it was not an option. The State of Nevada Veterinary Board
posed this question to VECCS, and they jointly determined that 80% of all
surgeries require fluids during the procedure. A state board policy to this
effect has been published.
We promote IV TKO (to keep open) slow drip with surgeries, so that an
open IV is ready for rapid treatment should anesthetic misadventures occur.
If this is done with an isotonic solution and single IV set, then connected to
the catheter with an extension tube in case of blood back-flow, one bag of
fluids can be used for 5 to 8 surgeries, and you can keep the IV TKO price to
less than $10.
Consider this narrative:

"We need to assess what is happening inside the body before anes-
thesia, so we have included PCV, to tell us if there are enough red
blood cells to carry oxygen and nutrients; TP, to tell us about the
dehydration level and how much fluid therapy is needed during the
procedure; and BUN, to tell us what the kidney can detoxify from
chemicals in the body, in the procedure price. This is the minimum
level of tests and costs less than $10, but we would prefer to do a
full blood panel today. With a full panel, screening the basic 12 (14)
blood chemistries, if anything goes wrong in the next year, we will
have the annual baseline to compare to and can act quicker. Which
would you prefer today?"
18. How do I pay for a new piece of diagnostic equipment?

The piece of equipment must earn its way, which means it must be used
on a recurring basis. In today's competitive delivery market, it is smarter to
do more procedures at lower prices than fewer at higher prices.
If you are looking at one of the new thoracic wall cardiac monitors (e.g.,
Biolog, Heska, PAM), then you must start doing more cardiac evaluations. If
a cardiac evaluation is added to every Annual Lifecycle Consultation at less
than $5, the monitor will pay for itself within 6 months and become a net-net
benefit to the practice and patient.
If you are looking at a CO 2 laser surgery unit, accept the fact that de-
clawing is a commodity item and cannot be priced as laser surgery.
Reposition your practice to do laser surgery declaws on cats so that clients
know the benefits in terms they understand, such as: (I) it allows a faster and
easier anesthesia time, (2) pain always is less, and, most importantly (3) their
kitty can go home the same day!
19. What makes a healthcare program appealing?

• Doing the unusual as if it were the usual, or the usual as if it were un-
usual. Thumbing the practice's nose at traditional paradigms and biases.
• Confronting and redefining an emerging community issue in such a
way that colleagues and competitors alike remember it years later.
• Moving at record speeds and strategically responding to an emerging
need, internal or external.
• Building dynamic and stimulating bonds with clients and staff.
• Measuring success in terms of caring, compassion, "gee whiz" com-
ments, and revolutionary impact.
It starts with you! It is cemented by you! And most importantly, it em-
braces your core values and practice image!
MARKETING PERSPECTIVES
20. In a mature practice, what should my new-client rate be?

New clients should comprise 10% of all transactions each month. When
numbers get down to 5%, the practice is dying in most communities. When
they exceed 15%, the team generally is not bringing the clients/patients
back often enough. Once clients are cycling (after 12 to 24 months), about
30 new clients a month are expected per FfE doctor in mature communities
and 40 per FfE doctor in an expanding community (see Chapter 1 for FfE
discussion).
It is not enough to have an attractive building, good equipment, and
medical expertise. You have to figure out how to sell what you've got if
you're going to succeed in practice. The following 10 questions and answers
will help you think through what you're doing, avoid common mistakes, and
make better marketing choices for growing your practice.
21. What's the single most important decision I can make for my
practice?
Location, location, location. A well-located practice has a hard time fail-
ing. A good location means:
• The sign and building are visible to passing traffic.
• The building is attractive and inviting.
• It's easy to get to from the road.
• There's sufficient parking.
• The space is affordable.
In the case of specialty referral practices, all of the above are null and void.
All clients come by way of maps provided by the practice's real clients-the
practices that refer to the specialty practice.
22. How much money should I be spending on YeUow Pages advertising?

After location, a Yellow Pages listing(s) is your next most important
marketing decision. Carefully select the book(s) you'll be in to target the
clients you want. Keep expenses under control by choice of ad size and
colors. Your phone listing should be visually attractive and stand out from
the others, which does not necessarily mean it should be larger. Rather, dif-
ferentiate yourself by highlighting your location (possibly include a map) to
help convenience-oriented pet owners select your practice, and by advertis-
ing any special services you provide, such as handling of exotics, alternative
medicine, boarding, grooming, and prescription food. These techniques will
build traffic for your hospital.
23. Are "on-hold" phone messages a good idea?

Yes! The worst thing you can do is have nothing playing when people
are on hold. Silence while holding makes the wait seem longer, and callers
may think they've been disconnected. Short, informational, on-hold mes-
sages make sense. You can remind pet owners of things they should be doing
for their pets, like heartworm checks, dental cleanings, and special diets. Tell
clients about new products and services your practice provides.
Do not use on-hold time for sales messages. The client may think he or
she has been placed into phone limbo just to hear the advertisements. Rather,
think of the short phone messages as an audio newsletter for your practice.
24. What's an easy, effective marketing activity for my practice?

Use office displays that tie in with seasonal issues. For instance, when the
weather starts to get colder, list the signs of arthritis in pets to help pet owners
recognize symptoms. Tell pet owners what to look for, and let them know
that you can help their pet-this is always a good idea! The more pet owners
know, the more they'll do for their pets. Amplify the impact of your office's
display by mailing information about new arthritis treatments to clients.
Always educate your staff about the promotions first, and ask for their
help. Since they have the first contact with the client, they need to be knowl-
edgeable-and they usually have great ideas.
25. What do I say when the local Little League, High School Yearbook
Committee, or other group comes knocking on my door for donations?
Always ask yourself, "Does this make sense for my practice?" This
question doesn't mean you should not support your community. These ad-
vertisement donations are just that: community charity.
Ask yourself what is most important to you. If you think it would be
smarter to limit your donations to pet-related causes, then do just that. For
instance, you and your staff could organize a dog wash and donate the pro-
ceeds to the local animal shelter. This would bring people to your hospital,
earn goodwill, and help pets. It's the kind of donation that does you good
while doing good.
If you believe in the youth of your community and want to help them,
then the decision is not a management concern: the donation is a community
service and a personal commitment. If it feels good, and you like the feeling
of helping the group, then just do it!
26. Do I have to be open 24 hours to be competitive?

No. But you do have to be open at smart hours. Ask yourself, "What
are the busiest days of the week at my hospital?" "What are the busiest
times each day?" "What appointment hours do clients ask for that we don't
provide?"
You may find that you can work fewer hours if you match the hours you
are open to those that are best for your clients. For instance, you may be able
to close Fridays at noon if you'll work until 3 PM on Saturdays. You may be
able to close all day on Wednesdays if you provide early drop-offs and late
pick-ups on the other days of the week.
27. Do I need a lot of staff to provide good client services?

No. You need a few well-trained, competent, outgoing people to make a
good impression. Quality wins over quantity every time. When a practice is
understaffed or there is a "disposable staff' attitude, the lack of quantity
often hurts quality. Smart scheduling and training can make your practice
run smoothly with fewer people, especially if they're the right people.
Note that when a doctor is doing nursing work (e.g., IV systems, anes-
thesia induction, x-ray position, laboratory procedures, nail trims), you have
an understaffed hospital or too many doctors.
28. How can we use coupons to improve our marketing?

Coupons do not produce net. Most mature veterinary practices, after de-
duction of rent, ROI, and adequate clinical salary, have a less than 15% net
income. Therefore, by simple math, using a 10% discount coupon requires
three times the business just to break even. At 20%, like some of the "big-
promise couponers" are offering, the practice will never make money on the
coupon trade.
Coupons are a form of name recognition, and, if used strategically, they
can help build an awareness of a new practice during the first 18 to 24
months of operation. However, to go beyond awareness you must have a staff
trained to bring in repeat visits after the first coupon use. Some practices
have successfully used a "come get to know us" coupon system to make the
front door swing, but the staff was well trained in establishing the expecta-
tion for the next visit and getting the client to come back.
People who "follow the coupon" are not bonded to their veterinary prac-
tice and, in most cases, will not bond to a new practice. Bonded clients visit
their preferred veterinarian 3 to 6 times a year (as established by the prac-
tice's expectations), while coupon clients most often "go with the flow."
29. How can we use the "Welcome Wagon" most effectively?

The use of a Welcome Wagon or other new-resident visitation agency is
seldom a client-producing event, unless the visitation agent is a bonded client
of your practice. Most communities now have multiple veterinary practices,
and 60% of new residents look first at the location. The second thing they do
is ask a neighbor for a recommendation (in good practices, 60% of new
clients come from word of mouth). Thus, a visitation agent who makes a per-
sonal recommendation, rather than just leaving "paper," makes a difference.
Some Welcome Wagon programs require that a premium or discount be
offered. After deduction of rent, ROI, and adequate clinical salary, most
practices have less than 15% net income. Therefore, any "free" premium
offer or discount coupon requires many more times the business than can be
generated by the visitation program.
Welcome Wagon and other visitation programs can provide name
recognition. If used strategically, with a staff trained to affect repeat visits
after the first coupon use, they can help build an awareness of a new practice
during the first 18 to 24 months of operation.
30. Is a newsletter a good idea for my practice?

In general, yes. Since it takes at least five exposures to get a client "yes"
when they know their pet needs a procedure or service, and over a dozen
when they don't know of the need, a newsletter can provide some of these
exposures.
Newsletters are not "calls to action," and if they are expected to create
business by themselves, they usually are ineffective. If the newsletter is at-
tractive, inviting, interesting, and fun to read, it can be an excellent medium
to stay in touch with your clients. Quarterly newsletters usually work best.
They allow you to address seasonal issues, and they are less work and more
cost-effective than monthly newsletters. Newsletters also are a good vehicle
to promote staff members-include their pictures, pets, and community ac-
tivities to help bond staff and clients to the practice.
Equine practices use a "winterize your horse" newsletter in the fall to re-
inforce the need for worming or teeth floating-two procedures most horse
owners know and understand. Companion-animal practices use a newsletter
to share the knowledge about spread of heartworms, giardia, or "traveling
with your pet" concerns (over 50% of dog owners took their pet on vacation
with them in 1999).
Make sure you have extra copies printed to use as handouts when you
give talks. Give copies to new clients and others who come into your practice.
31. Do I need a logo?

A logo is a good idea. It's a symbol that announces: "This is us!" Make
it simple so that it is easily recognizable by clients. The logo should be an
expression of your practice's personality, and it should help you to stand out
from the pack. Use it on everything: your sign, Yellow Pages ad, business
cards, brochures, client handouts, invoices, prescription labels, name tags,

and more. This is how you achieve full value from your logo.
32. Do I need a practice brochure?

Traditional practice brochures came into vogue in the 1980s. At that
time they were little more than brag sheets and had a mixed reception. In the
1990s, we finally started to understand that the brochure is not a client rule
book. Rather, it's a marketing tool for encouraging potential clients to come
to the practice. Therefore, yes, you probably should have a practice brochure.
Develop it from a client's perspective. Many use a folder with looseleaf
sheets rather than a brochure, so they can customize it and easily update in-
serts. The cover should show your hospital's name, logo, address, phone
number, and emergency number. If you have a mission statement, the inside
cover or first pocket is a good place to display it. Fill folders with informa-
tion that pertains only to that owner and the pet(s) that was discussed in the
consultation room. This makes each client feel special and increases the
chances for a return visit.
You'll also have general pieces that talk about your veterinarians and
staff, but even these should be inserts so that they can be easily changed and
updated. Add a digitized photo of the pet to the insert pages to delight clients
and increase personalization.
33. How can I make my reminder cards more effective?

The number one way to improve reminder cards is to send them on a
regular basis. Make sure you are sending them for everything. For instance,
do you send reminders for dental appointments and lab test appointments to
monitor chronic diseases?
The more personalized the card, the better: "It's time for Bear's vaccina-
tions," should become, "It's time for Bear's annual Life Cycle Consultation
so that we can discuss his wellness needs for the coming year."
Always remember the five-exposure rule. When clients know they need
to do it, it takes five exposures to get a "yes," so always give clients another
chance. If you don't hear from them in 2 weeks, send a second reminder
card. If you don't hear from the client after two mailings, call to find out if
there is a problem. Do not ask why they did not come in. Rather, inquire in
general terms, such as, "The doctor and I missed you and Bear this week. Is
everything okay at your house?"
34. Is there really a senior's market?

It's no secret to marketers that active seniors are a lucrative market for
many products and services. They have a fixed income, but their discretionary
spending generally is far more flexible than that of a growing family with
child demands.
There are more women (137.2 million) of all ages in the U.S. population
than men (131.6 million), and the ratio of women to men increases dramati-
cally with age. At ages 65 and over, there are 20.1 million women and 14.1
million men. At ages 85 and over, there are 2.8 million women vs. 1.1 mil-
lion men. Among these women who are 65 and older, in 1997 almost half
were widows and about 7 in lO of these women lived alone.
The local senior citizen newspaper often is their primary communica-
tion means, except for those communities with a senior's center. Volunteer to
write a regular pet care column or offer to come and speak to their monthly
meeting. The bond will grow!
9. SUCCESSION PLANNING
SEPARATION OF ASSETS AND RESOURCES
1. What is succession planning?

In 1997, one of the authors (Catanzaro) started talking about "succes-
sion planning" in lieu of "buy-sell" requirements. Many have copied him in
short order. The term succession planning describes the evolution of prac-
tice ownership, rather than just the transfer of funds and operational ac-
countability. Succession planning is a process of social, legal, verbal, and
inferred agreements that is required to develop expectations as well as keep
promises with everyone involved with a business entity. In our case, a busi-
ness entity is the entire veterinary practice, which includes staff, doctors,
clients, bankers, families and friends.
Succession planning requires the nurturing and development of a prac-
tice team, so that continued employment is possible for everyone involved in
the practice operations.
2. When do I start succession planning?

• When you have decided that your practice is mature, and you want to
share the operational accountability with someone else.
• When you have exceeded the local lending limit and know that you
will need to carry "paper" to sell the practice.
• When getting up and going to the practice does not make you feel spe-
cial, professional, and wonderful.
• When you have reached 50 years of age and realize you have forgotten
family, friends, and hobbies. The self-talk panic says, "There must be more
to life than this!"
3. What is the actual succession planning process?

First, it may be a "buy-sell" thought. Then it becomes a transition of op-
erational leadership, with shares of the practice being exchanged for ac-
countability. The impetus for succession planning is a desire to step back
from the daily grind and ensure that someone else is there to keep the prac-
tice moving forward.
Planning involves identifying a "partner" for the practice in the broadest
terms. In today's market, the building and land are segregated into separate
legal entities so that the new practice leader does not have to buy the dirt and
building until after equity has been built.
127
128 Succession Planning
4. What does "separation of assets and resources" mean?

Step one: Take the building and land out of the practice and establish a
family LLCILLP.You also may wish to establish an equipment trust, to allow
payment of full-market-value lease cost to the entity (LLCILLP) without a
taxation concern for the practice.
Step two: Establish the legal entity for the practice, one that provides a
liability shelter as well as a shareholder method that allows stair-step buy-in
potential for future buyers.
Step three: Account for the feelings of the staff. Do not ask the staff to
choose between the new and old. The practice transition must be smooth.
SLOWING DOWN YOUR LIFE-NOT YOUR PRACTICE
s. How do I slow down my life without damaging the practice?

• Know why you are "slowing down" your life. In recent years, many
practices have been built on a balanced lifestyle desire.
• What will you do with the time if you have it? Is there something as
important as the practice beckoning to you?
• Clients must be bonded to the practice-not a specific doctor-for a
smooth transition when expanding or starting a succession plan. Therefore,
increase the use of outpatient and inpatient nurses for client education and
followup.
• When adding a doctor, always increase client access. Additional access
may be outpatient hours during lunch, longer hours after supper, extended
Saturday hours, or even more surgery, drop-off, or inpatient care time.
PASSING ON THE HEALTHCARE TEAM LEADERSHIP
6. How do I pass on the healthcare team leadership?

The best place to start is to share your leadership immediately.
Quarterly, program-based budget reviews should involve all doctors and
managers. Include a lead receptionist, coordinating receptionist, kennel
master, lead outpatient nurse, and the inpatient nurse coordinator (i.e., those
whom you trust on the staff).
Discussion of programs and procedures and evaluation of expected
versus actual-not dollars-should be the "meat and potatoes" of the meet-
ing. Commitment to programs is reflected in procedure counts and ratios
(e.g., outpatient to dental, surgery and dental to anesthesia rates). Never
assign blame; instead, make commitments to improve the future.
Succession Planning 129
Many people have the titles but not the responsibility or authority to
commit resources to achieve the end result. If you want to share leadership,
clearly assign outcome expectations, discuss limitations and milestones, re-
lease the control of resources to the program manager, and stand back.
Become a mentor, and do not try to control the process. Let the people try
their way as long as it is within the original parameters and limitations. Be
waiting at each milestone to ask, "Are we helping you enough to reach your
objective? and "Can we provide additional assistance to help you achieve
our goals in this race?"
RETIREMENT CONCERNS
7. What is the best way to address retirement concerns?

Start retirement planning the very first day you open the practice. Put
10% away every day, every week, and every month for retirement.
Compounded money is very beneficial for retirement accounts.
Start diversification early. Separate the practice from the building and
land by establishing two separate legal entities. Deal with each entity as a
separate business. Expand real estate holdings concurrently with expanding
the practice. Invest in real estate, mutual funds, and community bonds.
Never plan to sell the practice for retirement money. The sale of the
practice should be your "mad money" at retirement. A good financial plan-
ner can assist your investment planning, just as a good practice consultant
can assist your business growth.
10. AND THEN THERE IS
TOMORROW ...
FAMILIES AND FRIENDS ARE FOREVER
1. What is "balance" for a veterinary practice member?

Balance is developing a mix of the following elements, so that each day
a smile greets you in the mirror, there is a spring in your step, and you are
excited about participating in the world. If this energy has been lost, revisit
these elements and regain those things that make life worth living for you.
An owner gets monetary pay from his or her practice in four areas:
(1) clinical salary, (2) management fees, (3) return on investment, and (4)
a share of excess net (money earned beyond the program-based budget
forecast). An associate (and many owners) gets "paid" from (l) personal
production, (2) pride in performance, (3) client gratitude, and (4) puppy
breath.
The "inner self' grows by giving to others, whether it be rotary clubs,
scouting, church, or other civic organizations. Developing relationships with
a significant other and friends and/or pursuing family harmony expands the
inner self even further.
The mind and body are recharged by sports, hobbies, theater, movies,
reading, and related "unwind" activities.
2. Why families and friends? Why tomorrow?

Secret number 1: Unfortunately, tomorrow never comes, it just be-
comes today. Often tomorrow is too late, or at least that has been the case for
the majority of veterinarians over the years. About half the marriages end in
divorce, so strive to make yours the exception. Also spend time cultivating
friendships.
Secret number 2: There must be something beyond veterinary practice,
yet we see ketamine hydrochloride overdoses and substance abuse increas-
ing, even at the student level. The perspective is out of focus for these
people, and that is a sad story. Keep a clear idea of why you got into this pro-
fession in the first place-for the animals.
Secret number 3: "Get a life" means just that. Find a hobby, commu-
nity service, family outing, personal activity, or something else that ex-
cites you as much as veterinary medicine. Always keep it in your weekly
schedule!
131
132 And Then There Is Tomorrow ...
IT'S ALL IN THE BALANCE
3. What offsets the lower wages in this field of medicine?

Staff and doctors alike believe veterinary medicine is their personal
calling, which is why everyone works for such low wages. Technicians have
a high drop-out rate, and new graduates are dropping out faster than the old
curmudgeons because they want a balanced life, too. Raising a salary 50¢
per hour is about $1000 dollars a year; any practice can afford that. Start of-
fering a livable wage!
4. How can I help practice members lead balanced lives?

A personal calling is noteworthy and significant for the individual who
has found it, but not necessarily for those who support the individual. This is
the balance-caring for others-that is needed. Never ask a parent to
choose between family and veterinary medicine; you will immediately lose
the loyalty of that person and may even drive him or her away.
The new generation of veterinary staff, doctors and paraprofessionals
alike, consider their family and outside activity time as sacred elements of
their lifestyle. Do not fight this; nurture it!
5. How can I determine if my life is balanced?

Of the people you sustain personal relationships with:
• Count those who will not talk veterinary medicine when you go out to
dinner together (yes, you should be dining out weekly, looking for new client
relations staff for your fast-growing practice).
• Count those with whom you have started to network for community
improvements not related to animals.
• Count those who share your avocation, hobby, sport interest, and with
whom you meet at least monthly to pursue those nonvocational interests.
• Count your staff members, including part-time. One face equals one
count. If this count exceeds the above three, you need to get a grip on your
lifestyle and balance your life immediately!
• Count the number of outings, dinners, etc. that you've scheduled
during your personal time, and ask yourself, does this number allow balance
in my life?
EFFICACY, EFFICIENCY, AND EFFECTIVENESS
6. What are the components of a better tomorrow?

I. An increase in clients; if 10% of total transactions are new clients,
then the companion-animal practice is healthy.
And Then There Is Tomorrow ... 133
2. Scheduling of two consultation rooms per doctor, with an outpatient

nurse team, rather than scheduling of doctors in one column.
3. An appropriate fee schedule and client-access rate that allows about
43% of the gross to provide a good wage (W-2) to the staff and doctors.
4. Adequate facility space to hold and monitor animals so that the out-
patient access and inpatient services are not reduced or limited due to con-
gestion, smell, or other crowing factors.
5. A known set of inviolate core values that fits the practice team and
the community. These have caused the succession plan to be accepted by
those arriving as well as those phasing down, and have created team pride on
a daily basis.
6. A balanced life, so that there is something "out there" besides veteri-
nary medicine and the practice.
7. What are good efficiency measures for practice operations?

In healthcare, we strive for efficacy, not efficiency. Clients do not want
an efficiency that makes them feel like a number, with no importance. The
practice is effective if:
• clients have peace of mind while you are pursuing your diagnostics or
treatment.
• the veterinary healthcare is the right care for the right reason at the
right price. The price is a factor of client education and staff pride. The
client must perceive that more was gained than just what was paid for during
the process.
• the client returns to the practice at the desired time. It doesn't really
matter if you cured the patient (efficiently or not) if the client never returns
because a trust was violated.
Efficacy in life means achieving balance and knowing that when the time
comes to write something on your tombstone, it will be a hard choice among
the many contributions you have made to family, friends, and community.
APPENDIX A:
VETERINARY MANAGEMENT SOUND BITES
FOR SUCCESS
All men are not created equal ... over half are women!
No client is worse than no client.
Doctors deal in needs, not recommendations and soft hints.
When in doubt, the front door must swing!
While doctors produce gross, the staff earns the practice its net.
The only way to control chaos is to create it!
The secret is in the questions, not in the answers.
There are always more alternatives.
How you treat your staff is how your staff will treat your clients.
Give people more than they expect, and do it cheerfully.
Too many people overvalue what they are not and undervalue what they are.
When you say, "I'm sorry,"look the person in the eye.
Directive training starts the delegation process; then persuasion and coach-
ing are required to build the confidence needed to accept delegation.
Hire for attitude; train for skills and knowledge.
The greatest mistake is to imagine that we never will err.
Never laugh at anyone's dreams.
In disagreements, fight fairly. No name calling. Disagree, but do not make the
other person wrong!
Don't judge people by their relatives.
Talk slowly, but think quickly.
When someone asks you a question you don't want to answer, smile and ask,
"Why do you want to know?"
The art of using moderate abilities to advantage often brings greater results
than actual brilliance.
Call you mother just to say "Hi, I love you."
When you lose, don't lose the lesson.
135
136 Appendix A
Remember the three Rs of staff development: respect for self and others; re-
sponsibility for all your actions; and recognition of the effort of others.
Don't let a little dispute injure a great friendship.
When you realize you've made a mistake, take immediate steps to correct it,
and ask, "What can we do better next time?"
Smile when picking up the phone. The caller will hear it in your voice.
Spend some time alone.
Open your arms to change, but don't let go of your values.
Remember that silence is sometimes the best answer.
A smart veterinary business person is one who makes a mistake, learns from
it, and never makes it again. A wise veterinary business person is one
who finds a smart veterinary business person and learns from him or her
how to avoid the mistakes.
Live a good, honorable life. Then when you get older and think back, you'll
get to enjoy it a second time.
A caring atmosphere in your practice is so important. Do all you can to
create a nurturing, harmonious practice environment.
In disagreements with others, deal with the current situation; don't bring up
the past. Look to future behavior changes for all parties.
He who bravely dares must sometimes risk a fall.
Share your knowledge. It's a way to achieve immortality.
Nothing draws a crowd like a crowd.
Be careful of black-tongued dogs.
Time and money are interchangeable. You can always save one by spending
more of the other.
Mind your own business.
Once a year, go someplace you've never been before.
Put 10% of every earned dollar immediately into investments. If you make a
lot of money, put it to use helping others while you are living; that is
wealth's greatest satisfaction.
Remember that not getting what you want is sometimes a stroke of luck.
Learn the rules, then break some. Call it a test!
Appendix A 137
The client is an asset to protect.

Judge your success by what you had to give up to get it.
Continuous quality improvement is a habit that causes everyone to con-
tribute to the practice success.
Approach love and cooking with reckless abandon.
Send someone to continuing education and require that one great idea gets
unilaterally implemented by them for every day away from the practice.
Believe in others at first sight, share the practice core values, and nurture
their efforts.
Remember that your character is your destiny.
Look with new eyes, and the ordinary and familiar become fresh.
Always examine the opposite point of view, even if you don't have opposi-
tion. You'll make better decisions.
Words are powerful. Call a problem an opportunity and you'll treat it like
one.
Find five things to be grateful for everyday, and you life will get better.
Pet a puppy or kitten today. It's one of the perks of the job.
Don't sweat the small stuff ... and it's all small stuff!
Read between the lines.
Health is more than just the absence of disease; it's a happy, vibrant life,
doing the most with what you have, with delight.
Imagination is more important than knowledge.
Feel gratitude for living and show it through your actions. Help others who
suffer.
Use it or lose it! Do not accumulate old equipment for your legacy museum;
donate it and take the tax write-off.
Only a life lived for others is worthwhile.
Experience is not what happens to you, but what you do with what happens
to you. If wisdom is a diamond, experience is a diamond mine.
Hope is a thing with feathers that perches in the soul.
There is a fine line between bravery and stupidity. If you get away with it,
you are brave. If you don't, you are stupid.
138 Appendix A
The most fatal illusion is the settled point of view. Life is growth and motion.
A veterinarian's purpose is to give the client peace of mind while the disease
takes its course in the patient.
Everyone has creative potential; the unique expression of yourself is the be-
ginning.
Be part of the healing team; be positive about opportunities and challenges.
"What if I spent money on training an employee, and then they leave?" What
if you don't, and they stay?
The person who says it cannot be done should not interrupt the person
doing it.
There's never time to do it right, but there's always time to do it over.
Read more books, and watch less TV.
You're more likely to receive forgiveness than permission.
Try a thing you haven't done three times: once, to get over the fear of doing
it; twice, to learn how to do it; and a third time to figure out whether you
like it or not.
Profit is not a four-letter word.
Success =attitude + training + vision + procedure
A failure to plan is a plan to fail.
Plan your work. Work your plan.
None of us is as important as all of us.
You can't manage what you don't measure.
You can't expect what you don't inspect.
Management by intimidation brings compliance, but it does not bring
commitment.
Don't believe all you hear, spend all you have, or sleep all you want.
Remember that great love and great achievements involve great risk.
Be gentle with the earth.
Have a life outside practice. Love deeply and passionately. You might get
hurt, but it's the only way to live life completely.
You can teach someone to talk nice, but you can't teach someone to be nice!
Appendix A 139
Never interrupt when you are being flattered.

The only real mistake you can make is not to learn from your mistakes.
To the world you might be one person, but to one person you might be the
world.
Real friends are those who, when you feel you've made a fool of yourself,
don't think you've done a permanent job.
Sometimes the majority only means that all the fools are on the same side.
I don't have to attend every argument I'm invited to.
Lead your life so you won't be ashamed to sell the family parrot to the town
gossip.
People gather bundles of sticks to build bridges they never cross.
Life is 10% of what happens to you, and 90% of how you respond to it.
Life is like an onion; you peel off one layer at a time, and sometimes you
weep.
Learn from the mistakes of others. You can't live long enough to make them
all yourself.
Following the path of least resistance is what makes rivers and men crooked.
When it comes time to die ... make sure all you have left to do is die.
APPENDIX B:
GLOSSARY OF TERMS
(or "A Rose By Any Other Name ... Is Confusing!")

A
AAHA: American Animal Hospital Association
AAVMC: American Association of Veterinary Medical Colleges
absolute rigid flexibility: a mindset that allows changes and fine tuning
during implementation to make a plan work better
accountability: an organizational obligation held by a team member, gener-
ally with a clearly defined outcome.
ACHE: American College of Healthcare Executives
ACT: average client transaction
active listening: the conscious effort to secure information of all kinds; in-
volves giving the speaker full attention, listening intently and being alert
to any clues of spoken or unspoken meaning or resistance, and actively
seeking to keep the conversation open and satisfying to the speaker
adminis-trivia: catch-phrase for administrative trivia
appraisal interview: a meeting held between a supervisor and an employee
to review the performance rating and, using that evaluation as a basis, to
discuss the overall quality of the employee's work and methods for im-
proving it, if necessary; should be replaced by performance planning
once CQI is understood
authority: the legitimate power to direct people to work for the good of the
practice; can make resources available so that employees can achieve
desired outcomes
A VMA: American Veterinary Medical Association
B
behavior: the actions people take, or the things they say, while coping with
other people, problems, opportunities, and situations
benchmarking: otherwise known as brain-picking; using all the brains you
can beg, borrow, or steal
body language: nonverbal body movements, facial expressions, or gestures
that may project and reveal underlying attitudes and sentiments; may
convey a message similar to, or different from, the words used
141
142 Appendix B
brainstorming: a group approach to idea generation that encourages free as-

sociation of ideas among participants, forbids negative judgments, and
creates a maximum number of ideas in a short period of time
budget: a planning and reporting system that incorporates many standards
for operating programs and results, as well as for costs and expenses,
into a single dynamic document
c
catchment area: primary geographical areas served by an institution; demo-
graphic area from which clients come
commitment: the individual team member's belief and investment in the
practice's core values, his or her job role, and the feedback process
communication method: the form or technique by which information is com-
municated; includes attitude, performance, appearance, speech, demon-
stration, and deed
communication process: the verbal and nonverbal giving and receiving of in-
formation and understanding as a result of thinking, doing, observing,
talking, listening, writing, and reading; exchange between two or more
people, leading to a desired action or attitude
core values: personal standards of excellence and philosophy of operations
that underlie all decisions; inviolate beliefs of a leader on which others
also can depend
CQ/: continuous quality improvement; embraces change in a never-ending
quest for improved healthcare delivery
D
decision making: evaluating alternative solutions and making a choice
among them; part of the problem-solving process
delegation: the assignment to others of organizational responsibilities or
obligations along with appropriate practice authority, power, and rights
division of work: the principle that performance is more efficient when a
large job is broken down into smaller, specialized jobs
E
employee-centered supervision: management emphasis on a genuine con-
cern and respect for staff members as human beings and on maintaining
effective relationships within a work group
Appendix B 143
employee counseling: a task-oriented, problem-solving technique that fea-

tures an empathic, interactive discussion; emphasizes listening and is
aimed at helping a team member cope with some specific aspect of his
or her practice life
employee turnover: a measure of how many people come to work for an or-
ganization and do not remain employed by that organization, for what-
ever reason
F
facilitating: assisting and guiding others in their efforts to perform their jobs,
rather than emphasizing orders and instructions
feedback: some return of the output of a mechanism, process, or system, as
input; informative reaction or response
free association of ideas: the ability of the mind to unconsciously visualize
relationships between seemingly different objects and ideas ("brain
storming")
G
grapevine: informal network that staff members use to convey informa-
tion of interest to them; fast, but lacks a high degree of accuracy and
reliability
group dynamics: the interaction among members of a work group and
concurrent changes in their attitudes, behavior, and relationships;
similarly, the interaction between a work group and others outside the
group
H
halo effect: a generalization whereby one aspect of performance, or a single
quality of an individual's nature, is allowed to overshadow everything
else about that person
healthcare: the medical, dental, or veterinary delivery of services, products,
and empathy
HEAP: history, evaluation, assessment, plan; one way to organize medical
records
human-relations management: an approach that seeks to stimulate coopera-
tion via understanding of, and genuine concern for, staff members as in-
dividuals and as critical elements of a work group
144 Appendix B
I
infinity model: a leadership and management single-flow diagram; a process,
not a program; starts as a total commitment by the leaders, and grows
toward endless possibilities
inner strength: internal values and beliefs a person possesses that allow con-
fidence and determination in outward activities
J
jargon: the technical terminology or characteristic idiom of a special activity
or group; used within a practice team, but seldom appropriate for use
with clients or outside the practice
job aids: materials on or near the work area to help employees remember
key points (what to do and how to do it) and perform effectively
job role: the team member's part in the practice's operational environment
L
leader: someone who gives credit and takes blame; gets things done through
other people
litigious: inclined toward involvement in lawsuits
M
management development: a systematic program to improve the knowledge,
attitudes, and skills of supervisors and managers
manager: an individual who plans, organizes, directs, and controls the work
of others in an organization
mentor: a knowledgeable, often influential, individual who takes an interest
in, and advises, another person to assist in making them successful
mind mapping: obtaining as many "wild and crazy" ideas as possible in a
short period of time
modeling: the process in which a skilled coworker or supervisor demon-
strates the performance of a key job skill and simultaneously explains
the steps involved and the reasons for doing them; in management, also
a graphic representation of a system
motivation: highly individual needs for survival, security, companionship,
respect, achievement, power, growth, and personal worth that impel a
person to behave in a certain manner
Appendix B 145
o
objectives: also referred to as goals and standards; the short-term and long-
term targets toward which an organization strives
ogre: the doctor after a 22-hour shift
outer strength: elements of management and personality that are displayed
to others in the practice's operational environment
p
participation: the technique by which team members share work-related in-

formation, responsibilities, and/or decisions; may be used to determine
the way a job should be performed, how a group should divide up the
work, and what work goals should be
patient advocate: one who speaks for the animal's needs, rather than uses
fear tactics to push a "sale"
performance appraisal: a formal and outdated evaluation system to grade
how well a person is performing and measure his or her work to a static
standard; in healthcare, replaced by CQI and performance planning
performance planning: a dynamic process in which 90-day goals and the
measure(s) of success are jointly agreed upon by an individual and his
or her mentor, then implemented; includes evaluation of efforts both
during and after the 9O-day training period.
personality: an individual's unique way of behaving and interpreting the ac-
tions of other people and events; shaped by heredity, parents' beliefs,
upbringing, work experiences, and many other factors
policies: broad guidelines, philosophy, or principles established by a prac-
tice to support its organizational goals
practice owner: in charge of and responsible for the performance of the
team; establishes broad plans, objectives, and general policies
proactive: using previous learning, recall, and tenacity to prevent or resolve
a challenge before others can become reactionary
problem solving: when expectations don't match actual conditions or results,
the process whereby the situation is analyzed systematically to find and
remedy its causes
procedures: minimum standards prescribed by management for proper and
consistent sequences and channels of work flow
146 Appendix B
productivity: the measure of effectiveness that compares the value of outputs

from an operation with the cost of the resources used
program-based budget: expense compared with income for same line items,
or specific program income compared with outpatient visits, or any
other number of dynamic ratios. This varies from practice to practice.
purpose: most often defined in terms of values, mission, and/or philosophy
within the practice; the hub around which all else evolves to make the
team effective and focused
Q
quality assurance: establishing milestones and outcome accountabilities for
a plan and spot-checking measurements of success toward the end
result(s)
quality control: an aggregate of activities designed to ensure that a process is
followed with a high degree of consistency
quality of work life: the idea that work must be psychologically and spiritu-
ally, as well as materially, rewarding
quick fix: an expedient, often inadequate, solution to a problem
R
regulations: special rules, orders, and controls set by an authority to restrict
the conduct of individuals or organizations
responsibility: a duty or obligation to perform a prescribed task or service or
to attain a specified objective
s
satisfaction: the state that exists when truly motivating factors are provided,
such as interesting and challenging work, full use of one's capabilities,
and recognition for achievement
SOAP: subjective, objective, assessment, plan; one way of organizing med-
ical records
stasis: act or condition of standing or stopping; in healthcare, it equals stag-
nation
stress: on- or off-job pressures that place a burden on an individual's physi-
cal, mental, and nervous system
succession planning: the evolution of practice ownership
Appendix B 147
supervisor: manager or coordinator in charge of the activities of a group; di-

rects work procedures, issues oral and written orders and instructions,
assigns duties to workers, examines work for quality and neatness,
maintains harmony among workers, and adjusts errors and complaints
synergy: combined action or force that is greater than one element
system: an interrelated set of elements that function as a whole
T
TQM: total quality management; improvement movement in industry
TQSITMS: total quality service/total management service; "copy-cat" man-
agement ideas of lateral organizations trying to reinvent TQMlCQI
u
unity ofdirection: the principle that there should be a set of goals and objec-
tives that unifies the activities of everyone in an organization
v
values: a set of personal beliefs that form the foundation for life decisions
w
work: that four-letter word for employment; provides the means to pay the
bills
Some terms were adapted from Bittel LR, Newstrom JW: What Every Supervisor Should
Know, 6th ed. New York, McGraw-Hili, 1990.
APPENDIXC:
STAFF TRAINING & ORIENTATION FORMS
SAMPLE NEW RECEPTIONIST ORIENTATION CHECKLIST
Phase I-Organizational (1 week) Expected completion date _

During your first week on the team, you will learn the basic structure of this
team and identify the individual personal strengths. During this phase you
will be expected to:
I. Meet all other staff members
2. Complete the required forms:
personnel information
form 1-9
form W-4
radiation badge request (if applicable)
3. Become familiar with the location of all hospital work areas
4. Learn how to complete time cards and the location
of the time clock
5. Learn where bulletin boards and work schedules are posted
6. Review the Hospital Safety Manual to be able to:
activate the fire alarm
locate the fire extinguishers and emergency exits
in your work area
locate the MSDS for common chemicals
in your work area
locate the emergency eye wash station(s)
in your work area
review the safety workbook and complete
the self-assessment test
7. Become familiar with the location of supplies
8. Become familiar with the uniform/dress code
9. Become familiar with the organizational structure
of the hospital
10. Learn the hospital schedule for meals and breaks
11. Learn payday procedures and overtime policy
12. Receive your personal copy of the Staff Policy Manual
149
150 Appendix C
13. Adhere to client information and confidentiality rules

14. Read the Hospital Housekeeping Manual and be able
to perform the tasks assigned to your position
15. Learn the hospital medical record filing system
16. Provide feedback to your supervisor about the process
of orientation and the ideas and techniques learned
during this phase of your training
17. Complete the computer tutorial training program
18. View the following AAHA training films and workbooks:
Telephone Techniques
First Impressions
Special Situations
Phase II-Introduction (2 weeks) Expected completion date _

During your 2nd and 3rd weeks on the team, you must use effective commu-
nication techniques to define the characteristics and needs of the new team.
During this phase you will be expected to:
I. Learn to answer the telephone cheerfully and promptly
2. Learn to give directions to the hospital
3. Learn to properly and completely relay messages
4. Learn the hospital's appointment and patient
handling systems
5. Learn the necessary record keeping requirements for:
routine outpatient check-in procedures
routine outpatient check-out procedures
inpatient check-in procedures
inpatient check-out procedures
day care/drop-off check-in procedures
day care/drop-off check-out procedures
boarding check-in procedures
boarding check-out procedures
6. Learn the hospital's common client handouts
7. Learn basic medical terminology
8. Learn the hospital's heartworm information and
preventatives
Appendix C 151
9. Learn to update client records at each contact for:

current name, address, phone, work phone, etc.
patient name, weight, vaccination status
status of heartworm prevention & test
surgical neutering if applicable
recording client complaint/request
10. Learn the hospital's vaccination protocols
11. Learn the hospital's basic fee schedule and how
to look up nonroutine procedures or products
12. Learn how to input recalls, rechecks, and reminders
13. Learn the city and county licensing requirements
14. Learn to issue/reissue rabiesllicense tags/certificates
15. Learn proper techniques for collecting:
cash
checks
credit card payments
17. Learn to process returned merchandise
18. View the following training films:
How to care for your new puppy
Canine parvovirus enteritis
Cats and their health
Canine vaccinations
Feline vaccinations
Canine heartworm disease
Phase III-Basic Skills (3 weeks) Expected completion date _

During your 4th through 6th weeks on the team, you will begin to reflect on
the new dynamics of the team and to represent the needs of the group in
everyday activities. During this phase you will be expected to:
I. Learn the end-of-day closing procedures
2. Learn the start-of-day opening procedures
3. Begin performing client recalls for missed appointments
152 Appendix C
4. Learn to process client refunds

5. Learn to process nonsufficient funds (NSF) checks from bank
6. Learn the location of other local animal service businesses
7. Learn to prepare bank deposits
8. Learn to receive and direct incoming mail/packages
9. Learn to process requests for prescription refills
10. Learn to receive results from the reference lab
II. Learn to educate the client about common surgical procedures,
e.g., no food or water the morning of surgery, basic description
of procedure
12. Learn to process medical emergencies
of orientation and the ideas and techniques learned during
this phase of your training
AAHA Advanced Veterinary Receptionist
Phase IV-Advanced Skills (6 weeks) Expected completion date _

During your 7th through 12th weeks on the team, you will begin to perform
solo tasks based on your knowledge of the team's resources. You now have a
better understanding of the "big picture" of the operation. During this phase
you will be expected to:
1. Reflect on previous tasks that you have still not mastered
and re-cycle them into this phase
2. Learn to complete reminders, sympathy cards, etc.
3. Learn NSF check redemption procedures
4. Learn computer back-up procedures
5. Learn to complete paperwork for petty cash reimbursement
6. Learn to inactivate client/patient files
7. Learn to conduct accounts receivable followups
8. Learn the computer maintenance procedures:
daily
weekly
AppendixC 153
monthly
yearly
10. View the following AAHA training films and workbooks:
Understanding Client Pet Loss
Counseling Clients'
The Loss of Your Pet
SAMPLE NEW TECHNICIAN/ASSISTANT ORIENTATION

CHECKLIST
Phase I-Qrganizational (1 week) Expected completion date _

During your first week on the team, you will learn the basic structure of this
team and identify the individual personal strengths. During this phase you
will be expected to:
1. Meet all other staff members
2. Complete the required forms:
personnel information
form 1-9
formW-4
radiation badge request
3. Become familiar with the location of all hospital work areas
4. Learn how to complete time cards and the location
of the time clock
5. Learn where bulletin boards and work schedules are posted
6. Review the Hospital Safety Manual and be able to:
activate the fire alarm
locate the fire extinguishers and emergency exits
in your work area
locate the MSDS for common chemicals
in your work area
locate the emergency eye wash station(s)
in your work area
review the safety workbook and complete the
self-assessment test
154 Appendix C
7. Become familiar with the location of supplies

8. Become familiar with the uniform/dress code
9. Become familiar with the organizational structure
of the hospital
10. Learn the hospital schedule for meals and breaks
11. Learn payday procedures and overtime policy
12. Receive your personal copy of the Staff Policy Manual
13. Adhere to client information and confidentiality rules
14. Read the Hospital Housekeeping Manual and be able
to perform the tasks assigned to your position
How to care for your new puppy
Canine parvovirus enteritis
Cats and their health
Canine vaccinations
Feline vaccinations
Canine heartworm disease
Phase II-Introduction (2 weeks) Expected completion date _

During your 2nd and 3rd weeks on the team, you must use effective commu-
nication techniques to define the characteristics and needs of the new team.
During this phase you will be expected to:
I. Properly answer the telephone or greet clients when the receptionist
is unable to
2. Learn the hospital's medical record filing system
3. Learn the hospital's common medical abbreviations
4. Learn basic medical terminology
5. Properly clean and disinfect cages and runs
6. Prepare meals for hospitalized patients and boarders
7. Properly sanitize food and water pans
Appendix C 155
8. Learn the medical waste disposal procedures

9. Begin recording data on patients' appetites, excretions, etc.
10. Begin performing baths and dips
11. Learn how to obtain stool samples
12. Learn how to obtain/record patients' vital signs
13. Learn how to prepare samples for inhouse lab testing
14. Learn how to prepare samples for reference lab testing
15. Restrain animals correctly for all procedures
16. Learn how to remove a frightened animal from a cage/run
17. Learn how to apply a hasty muzzle
18. Learn the proper use and care of clippers, blades, etc.
19. Learn how to prepare and label medications for dispensing
20. Learn the necessary record-keeping requirements for:
dispensing/administering controlled substances
admitting patients for hospitalizationlboarding/daycare
performing veterinarian-directed treatments
22. View the following AAHA video training tapes and workbooks:
Medication Administration
Animal Restraint & Handling
Phase III-Basic Nursing Skills (3 weeks)

Expected completion date _
During your 4th through 6th weeks on the team, you will begin to reflect on
the new dynamics of the team and to represent the needs of the group in
everyday activities. During this phase you will be expected to:
1. Properly trim patients' nails
2. Properly clean patients' ears
3. Properly express patients' anal glands
4. Learn to identify and locate commonly used medications
5. Properly prepare and read fecal and heartworm tests
156 Appendix C
6. Prepare the correct vaccines for patients

7. Prepare fluids, IV dripset, and catheter for use
8. Properly flush IV catheters and change IV bags
9. Learn to properly add medication to IV drips
10. Properly prepare medications for IV, SQ, and
1M administration
11. Learn to properly prepare patients for surgery
12. Learn to properly prepare the operatory for use
13. Learn to properly prepare and sterilize surgical packs:
instrument packs
gown packs
towel/drape packs
specialty packs
cold sterilization trays
14. Learn to identify and care for common instruments
15. Learn how to properly prepare dental equipment for use
16. Learn how to properly perform dental prophylaxis
17. Learn how to safely and correctly prepare equipment
for radiological procedures:
use of monitoring badge
use of personal protection equipment
turning on machine
placement of cassette
use of collimator
labeling/marking procedures
use of calipers/measurement of target area
use of technique chart
setting of machine parameters
completion of the exposure log
Fluid Administration
Basic Radiology
Appendix C 157
Phase IV-Advanced Nursing (6 weeks)

Expected completion date _
During your 7th through 12th weeks on the team, you will begin to perform
solo tasks based on your knowledge of the team's resources. You now have a
better understanding of the "big picture" of the operation. During this phase,
you will be expected to:
1. Reflect on previous tasks that you have still not mastered
and re-cycle them into this phase
2. Learn the location and use of emergency drugs
3. Learn the proper administration of emergency drugs
4. Begin performing dental prophylaxis
5. Learn to properly administer 1M, SQ, and IV injections
6. Learn how to properly collect hematology samples for:
heartworm filter/antigen tests
CBC w/differential
serum chemistry panel
7. Learn how to properly perform ECG
8. Learn the hospital's recommendations for clients regarding:
estrous and breeding cycles of dogs and cats
proper nutrition for dogs and cats
parasite screening and prevention
heartworm disease transmission, testing, and prevention
flea control on pets and in the house and yard
surgical neutering of dogs and cats
vaccination protocol for dogs and cats
9. Learn the techniques for intubation of patients
10. Learn how to identify the stages and planes of anesthesia
11. Begin monitoring of anesthetized patients
12. Begin performing radiographic procedures independently
13. Begin performing inhouse laboratory procedures
independently
158 Appendix C
Dental Prophylaxis
Bereavement Counseling
APPENDIX D:
READING LIST
VETERINARY SPECIFIC Finch, Lloyd. Telephone Courtesy &

READING Client Service. Menlo Park, Cali-
fornia, AVMA, Crisp Publications,
Boss, Nan. Educating Your Clients from 1987.
A ... to Z: What to Say and How to
Say It. AAHA, Denver, Colorado, Gerson, Richard F. Beyond Customer
1999. Service: Keeping Clients for Life.
Menlo Park, California, AVMA, Crisp
Catanzaro, Thomas E. Building the Suc- Publications, 1994.
cessful Veterinary Practice: Leader-
ship Tools. Vol. I. Ames, Iowa, ISUP, Haberer, JoAnn 8., and Marylou Wendel
1997. Webb. Teamwork: 50 Ways to Make
it Work in Your Practice. Menlo
Catanzaro, Thomas E. Building the Suc- Park, California, AVMA, Crisp Pub-
cessful Veterinary Practice: Pro- lications, 1996.
grams and Procedures. Vol. 2. Ames,
Iowa, Iowa State University Press Jevring, Caroline. Managing a Veterinary
(ISUP), 1997. Practice. London, W.B. Saunders,
1996.
Catanzaro, Thomas E. Building the Suc-
cessful Veterinary Practice: Innova- Jevring, Caroline, and Thomas Catanzaro.
tion and Creativity. Vol. 3. Ames, Healthcare of the Well Pet. W.B.
Iowa, ISUP, 1998. Saunders, 1999.
Lagoni, Laurel, and Dana Durrance.
Catanzaro, Thomas E. Design Starter
Connecting with Clients: Practical
Kit for Veterinary Hospitals, 3rd ed.
Communication Techniques for 15
Denver, Colorado, AAHA, 1996.
Common Situations. Denver, Colo-
Catanzaro, Thomas E. Veterinary Man- rado, AAHA, undated.
agement in Transition: Preparing Scott, Dru. Client Satisfaction: The
for the 21st Century. Ames, Iowa, Other Half of Your Job. Los Altos,
ISUP, 2000. California, AVMA, Crisp Publi-
Catanzaro, Thomas E., et al. Beyond the cations, 1988.
Successful Veterinary Practice: Suc-
cession Planning and Other Legal BEST BUSINESS READING
Issues. Ames, Iowa, ISUP, 2000.
Bennis, Warren, and Bert Nanus. Leaders,
Catanzaro, Thomas E., et al. Veterinary Strategies for Taking Charge. New
Healthcare Services: Options in De- York, Harper and Row, 1985.
livery. Ames, Iowa, ISUP, 2000.
Block, Peter. The Empowered Mana-
Fassig, Samuel M., et al. Veterinary ger: Positive Political Skills at
Associates Survival Guide. Denver, Work. San Francisco, Jossey-Bass,
Colorado, AAHA, 2000. 1987.
159
160 Appendix D
Case, John.Open-Book Management: Drucker, Peter F. Post Capitalistic Society.

The Coming Business Revolution. New York, Harper Collins, 1993.
New York, Harper Collins, 1996. Dychtwald, Ken, and Joe Flower. Age
Peters, Tom. Liberation Management: Wave: The Challenges and Oppor-
Necessary Disorganization for the tunities of an Aging America. Los
Nanosecond Nineties. New York, Angeles, J. P. Tarcher, 1989.
Knopf, 1992. Jamieson, David, and Julie O'Mara.
Senge, Peter M. The Fifth Discipline: Managing Workforce 2000: Gain-
The Art and Practice ofthe Learning ing the Diversity Advantage. San
Organization. New York, Doubleday, Francisco, Jossey-Boss, 1991.
1990. McNally, David. Even Eagles Need a
Successful Financial Management. Push. New York, Bantam Doubleday
Denver, Colorado, AAHA, 1987. Dell,199O.
Schwartz, Peter. The Art of the Long
COMMUNICATION View. New York, Doubleday, 1991.
Bazerman, Max H., and Margaret A.
Neale. Negotiating Reality. New LEADERSHIP SKILLS
York, Free Press, 1992.
Atchison, T.A. Turning Healthcare
Decker, Bert, with Jim Denney. You've Leadership Around. San Francisco,
Got to Be Believed to Be Heard. Jossey-Bass, 1991.
New York, St. Martin's, 1992.
Boone, Mary E. Leadershipand the Com-
Frank, Milo O. How to Get Your Point puter. Rocklin, CA, Prima, 1991.
Across in Thirty Seconds. New York,
Carnegie, Dale. The Leader in You. New
Simon and Schuster, 1986.
York, Simon and Schuster, 1993.
McCallister, Linda. J Wish I'd Said
Covey, Stephen R. Seven Habits of
That: How to Talk Your Way Out of
Highly Effective People. New York,
Trouble and into Success. New
Simon and Schuster, Fireside, 1990.
York, Wiley, 1992.
Drucker, Peter F. Managing for Results:
Mosvick, K., and Robert B. Nelson. Economic Tasks and Risk-Taking.
We've Got to Start Meeting Like New York, Harper and Row, 1964.
This: A Guide to Successful Busi-
Juran, J.M. Juran on Leadership for
ness Meeting Management. Glen-
Quality. New York, Free Press, 1989.
view, IL, Scott Foresman, 1987.
Pagonis, William G. Moving Mountains.
Rafe, Stephen C. How to Be Prepared to
Waco, TX, Baylor Univ Extract, 1985.
Think on Your Feet. New York,
Harper Business, 1990.
LEARNING TO MOTIVATE
GET READY FOR TOMORROW PEOPLE
Drucker, Peter F. Managing for the Albrecht, Karl, with Steven Albrecht.
Future: The 1990s and Beyond. New The Creative Corporation. Home-
York, Dutton, 1992. wood, IL, Dow Jones-Irwin, 1987.
Appendix D 161
Costello, Bill. Awaken Your Birdbrain. LeBoeuf, Michael. The Greatest Man-
Bowie, MD, Thinkorporated, 1998. agement Principle in the WorLd.
Kravetz, Dennis J. The Human Re- New York, Berkley Books, 1985.
sources RevoLution: Implementing
Progressive Management Practices NEW TACTICS FOR
for Bottom-Line Success. San Fran- MANAGERS
cisco, Jossey-Bass, 1988.
Bardwick, Judith M. Danger in the
Levering, Robert. A Great Place to Comfort Zone: From Boardroom
Work. New York, Random House, to Mailroom-How to Break the
1988. EntitLement Habit That's Killing
Matejka, Ken E. Why This Horse Won't American Business. New York,
Drink: How to Win and Keep Em- AMACOM,1991.
pLoyee Commitment. New York, Bittel, Lester R., and John W. Newstrom.
American Management Association, What Every SupervisorShouLd Know,
1991. 6th ed. NewYork,McGraw-Hili, 1990.
Roethlisberger, Fritz Jules. Management Horton, R., and Peter C. Reid. Beyond
and Morale. Cambridge, MA, Har- the Trust Gap: Forging a New Part-
vard University Press, 1941. nership Between Managers and
von Oech, Roger. A Kick in the Seat of Their Employees. Homewood, IL,
the Pants. New York, Harper and Business One Irwin, 1991.
Row, Perennial Library, 1986.
Leebov, Wendy, and Gail Scott. HeaLth-
care Managers in Transition. San
MANAGEMENT SKILLS Francisco, Jossey- Bass, 1990.
THAT WORK Shonk, James H. Team-Based Organi-
Douglass, Merrill, et al. Manage Your zation:Developing a Successful Team
Time, Your Work, Yourself. New Environment. Homewood, IL, Busi-
York, AMACOM, 1993. ness One Irwin, 1992.
Jellison, Jerald M. Overcoming Resist-
ance: A Practical Guide to Pro- REACH YOUR CUSTOMERS
ducing Change in the Work Place.
New York, Simon and Schuster, Albrecht, Karl, and Lawrence J. Brad-
1993. ford. The Service Advantage: How
to Identify and Fulfill Customer
Kaplan, Robert E. Beyond Ambition: Needs. Homewood, IL, Dow Jones-
How Driven Managers Can Lead Irwin, 1990.
Better and Live Better. San Fran-
cisco, Jossey-Bass, 1991. Carlzon, Jan. Moments of Truth. Cam-
bridge, MA, Ballinger, 1987.
Katzenbach, Jon R., and Douglas K.
Smith. The Wisdom ofTeams: Creat- Connellan, Thomas K., and Ron Zemke.
ing the High-Performance Organi- Sustaining Knock-Your-Socks-Off
zation. Boston, Harvard Business Service. New York, AMACOM,
School Press, 1993. 1993.
162 Appendix D
Davidow, William H., and Bro Uttal. Seiwert, Lothar J. Time Is Money: Save
Total Customer Service: The Ulti- It. Homewood, IL, Dow Jones-Irwin ,
mate Weapon. New York, Harper 1989.
and Row, 1989.
Webber, Ross Arkell. Becoming a Coura-
LeBoeuf, Michael. How to Win Custo- geous Manager: Overcoming Career
mers and Keep Them for Life. New Problems of New Managers. Engle-
York, Berkley Books, 1987. wood Cliffs, NJ, Prentice Hall, 1991.
SHARPEN YOUR PERSONAL WINNING SALES TECHNIQUES

SKILLS
Hanan, Mack , Successful Market Pene-
Bracey, Hyler, et at. Managing from the tration: How to Shorten the Sales
Heart. New York, Delacorte, 1990. Cycle by Making the First Sale the
First Time. New York, American
Gottlieb, Marvin, and William J. Healy.
Management Association, 1987.
Making Deals: The Business of
Negotiating. New York, New York Laughlin, Chuck, et al. Samurai Selling:
Institute of Finance, 1990. The Ancient Art of Service in Sales.
New York, St. Martin's, 1993.
Heirs, Ben, with Peter Farrell. The Profes-
sional Decision Thinker: America's Willingham, Ron . Integrity Selling:
New Management and Education How to Succeed in Selling in the
Priority. New York, Dodd Mead, Competitive Years Ahead. Garden
1987. City, NY, Doubleday, 1987.
Nelson, Robert B. EmpoweringEmployees Wilson, Larry. with Hersch Wilson.
Through Delegation. Burr-Ridge, Changing the Game: The New Way to
IL, Irwin Professional Publications, Sell. New York, Simon and Schuster,
1994. Fireside. 1988.
INDEX
Page numbers in boldface type indicate complete chapters.
AAHA. See American Animal Hospital American College of Healthcare Executives,

Association 40,141
AAVMC . See American Association of Americans Communicating Electronically
Veterinary Medical Colleges (ACE),9
Absolute rigid flexibility, 141 American Veterinary Medical Association
Accidents, work-related, 79-81 (AVMA)
Accountability American Veterinary Medical Foundation
defin ition of, 141 of, ClientLink video training
operational, 127 program of, 54
Accountants, 17-18 as "The Current and Future Market for
Accounting, tax, 26 Veterinarians and the Veterinary
Accounting software, 26 Medical Services in the United
ACE (Americans Communicating States" study sponsor, I
Electronically),9 Job Bank of, 3, 105
ACT (average client transaction), 14, 141 American Veterinary Medical Foundation,
Active listening, 141 ClientLink video training program of, 54
"Adrninis-trivia,' 141 Ancillary services, 99-103
Admonishment, letters of, 78 boarding, II, 99-1 ()()
Advert ising expanded patient services, 102-103
on the Internet grooming, 100-102
for new associates. 105 pet boutiques, 101-102
web page s, 28-29 photography. 101-102
of new practices, 9, 10,36 Anesthesia, blood screening prior to, 119
"sell the sizzle" approach in, 46-47 Animal caretakers, 31
for staff recruitment, 44 Animal Care Training, 54
in the Yellow Pages, 36, 121 Annual life-cycle consultations, 36, 38, 120
Alter ego doctrine. 109-111 Anthrozoos, 6-7
Alternative medicine, 4 Appointment hours , 9, 45
American Animal Ho spital Association eveninghours,55,113.114.117
(AAHA) expansion of, 113-1 14. 117
certification process of, public's lack of for senior-citizen clients, 115
awareness of, 36 24-hours, 122-1 23
Chart of Accounts of, 17,26 weekend, 55, 114. 117
as "The Current and Future Market for Appraisal interview, 141
Veterinarians and the Veterinary Appraisals, of staff performance, 53, 96, 109,
Medical Services in the United 145
States" study sponsor, I Aprons, use during grooming, 77-78
Design Start Kit for Veterinary Hospitals Assets, separation from resources, 128
of,I2 Associates, 5, 105-106
member hospitals, client referrals by, 36 computer literacy of, 105
staff development multi-media tools of, fringe benefits for. 105
54 impact on client acce ss scheduling, 107.
Standards for Veterinary Hospitals of, 128
92 income and wages of, 2, 5, 32, 98
American Association of Veterinary Medical integration into healthcare delivery team,
Colleges (AAVMC). as "The Current 106
and Future Market for Veterinarians management role of, 95
and the Veterinary Medical Services in nonmonetary rewards for, 131
the United States" study sponsor, I productivity of, 3, 95-96
American Boarding Kennel Association. 99 recruitment of, 105
163
164 Index
Association dues, as benefit, 98 Building the Successful Veterinary Practice:

Attitude Programs and Procedures, Vol. 2
of staff members, 43-44, 46 (Catanzaro), 17,92,93
of the workplace, 95 Business image, effect of incorporation on,
Attomeys, corporate, 6, 18 110
Authority, 141 Business plan, 9
Average client transaction (ACT), 14, 141 Business skills, of veterinarians, 5-6
AVMA. See American Veterinary Medical Business start-up checklist, 9-10
Association Business team, 17
"Buzz phrases," 57
Balanced lifestyle, 2, 131-132
Balance sheets, 17 "Camps," for dog field trial areas, 100
Bankers, personal business, 18 Cardiac evaluations, 120
Bank loans Cardiopulmonary resuscitation (CPR), 89
personal guarantees for, 109 Caring, 132
for purchase of veterinary hospitals, 14 Catchment areas, 12-13, 142
Bathing, protective clothing for, 77-78 Cat food, sale of, 117-118
Bathing services, 99, 100 Cats
Bed and breakfast, for cats and dogs, 100 boarding space requirements for, 99
Behavior declawing of, 120
definition of, 141 CD-ROM
of staff, 46 Material Safety Data Sheets on, 75, 76
modification of, 51-52 OSHA regulations on, 72-73
Behavior management center, 102 Centers for Disease Control (CDC), 118
Belize, 47 Certified Veterinary Practice Managers, 98,
Benchmarking, 58-59, 141 108
Benefits Chamber of Commerce, 14, 29, 36
for new associates, 105 Chemical Hazard Communication Program,
for staff, 97-98 30
Bites, as recordable workplace accidents, Chemicals, flushing from eyes, 77
80-81 "Chute mentality," 6
Blame, avoidance of, I Civic affairs. See also Community
Bloodbome Pathogens Standard, 85, 86, organizations
88-89 veterinarians' participation in, 40
Blood screening, preanesthetic, 119 Client(s), 113-114
Boarding services, 12,31 differentiated from customers, 113
as day care, 102 location of, 12
Body language, 141 new, 121
Bonding, client-veterinarian, 40-41, 128 acquisition of, 36
Bookkeeping systems, computer-based, 26 first office visit with, 37
Boredom, avoidance of, 47 "goody bags" for, 39-40
Boutiques, pet, 101-102 preferred, 36
Boy Scouts of America, 47 price shopping by, 114-115
Brain-picking, 58 reduced flow of, 115
Brainstorming, 10,46,49-50, 142 "two-yes" options for, 2, 37
Brochures, 114, 125 types of, 35
Budgetinglbudgets walk-ins, 116
definition of, 142 "yes-no" options for, 37
for new practices, 16-19 Client access, expansion of, 107, 115, 128
program-based, 16-17, 128, 146 Client-centered practice, 10, 107
Building the Successful Veterinary Practice: Client/customer services, 113-126
Innovation and Creativity, Vol. 3 Client demand, effect on appointment hours,
(Catanzaro), 44 113
Index 165
Client education, 102, 111 Controlled substances, 89-91

following price increases, 116 Core values, 10, 11, 17, 106, 133, 142
Internet-based, 27 Corporate attorneys, 18
ClientLink (video training program), 54 Corporate papers, registration of, 9
Client transactions Corporation. See also Incorporation
number per month limited liabillity corporation (LLC), 110,
average, 14, 141 128
as indicator of need for staff expansion, Correspondence training, of staff, 64--65
107 Coupons, 37, 115
at peak performance, 107, 116, 132 CQI (continuous quality improvement), 46,
Client-veterinarian bonding, 37, 4~1, 128 48,108,142
Clinical skills, deficits in, 5--6 Creativity
Coaching, of new associates, 106 blockage of, 50
Code of Federal Regulations, 99 critical elements of, 58
Commitment, 142 of staff members, 45-46, 48-50
Communication method, 142 Credit cards, 14
Communication process, 142 Credit risk, of veterinarians, 14
Community organizations Curb cut locations, for veterinary practices,
donations to, 122 12
as support network, 50 "Current and Future Market for Veterinarians
veterinarians' support of, 6, 122 and the Veterinary Medical Services in
Community pet-related causes, veterinarians' the United States," 1-7
participation in, 39 Customers, differentiated from clients, 113
Compassionate care, 3
Compensation. See also Wages; W-2 Darwin, Charles, 58
compensation package Day care, 102
for groomers, 100 Decision making
for new associates, 105 definition of, 142
Competency, of staff members, 32-33, 43, support network for, 50
45,51 Declawing, of cats, 120
Competitors, unprofessional behavior by, 39 Delegation, of responsibility or obligations,
Competiveness, relationship to appointment 106, 142
hours, 122-123 Delta Society, 102
Computer literacy, of new associates, 105 Dental hygiene specialists, 107, 108
Computers, 19-29. See also Internet Deworming, 118
bookkeeping applications of, 26 Dips, safety precautions for use of, 77-78
implication for client-veterinarian Direction-persuasion-coaching approach, in
relationship, 41 staff orientation training, 53
leasing of, 22-25 Disabilities, of staff, 30
software for, 22, 25-26, 76 Disability insurance, 98
use in staff training, 64 Disciplining, of staff, 51-52
training in use of, 21-22, 28 for refusal to follow safety rules, 78
Condos, for cats, 99 Discounts, 37, 115. See also Coupons
Consultations, annual life-cycle, 36, 38, 120 Disposal, of controlled substances, 91
Consulting firms/teams, 6, 18 Distance-learning programs, for staff, 43-44,
Continuing education 108
Internet-based,28 Distributors
for staff, 28, 33, 108 participation in recruitment of new
Continuous quality improvement (CQI), 48, associates, 105
96, 108, 142 staff training by, 54
Contracts Division of work, 142
for computer leasing, 23-25 Divorce, 131
negotiation of, 15,23 Dog field trials, "camp" for, 10I
166 Index
Dog food. sale of. 1\7-118 Fecal examinations. 76. 118

Donations. 122 Feedback. 143
Drinking. in hazardous areas. 78-79 Fees/fee schedules. See also Pricing. of
Drop-off privileges. for clients. 113. 114. services
128 reasonable. 110-111
Drop-out rate. in veterinary medicine. 132 of women veterinarians. 2-3
Drugs Financial advice/planning. 6. See also
as controlled substances. 89-91 Budgetinglbudgets; Succession
delayed payment plans for. 14 planning
inventory costs of. 48 Financing. of new practices. 14-15
refill tracking systems for. 92 Fire extinguishers. 86-87
Firing. of staff. 33-34
Eating. in hazardous areas. 78-79 for refusal to follow safety procedures.
Edison. Thomas. 38 77-78
Effectiveness. 132-133 First-aid kits. 89
Efficacy. 132-133 "First death" partner insurance. 98
Efficiency. 132-133 Five-exposure rule. 125
E-mail. 27 Flashlights. as emergency lights. 88
Emergency notification posters. 84-85 Flexibility. absolute rigid. 141
Emergency situations. 84-89 Flexible scheduling. 45. 105
Employee-centered supervision. 142 Fluoroscopy procedures. safety procedures
Employee counseling. 143 for.
Employees. See Staff Followup, in marketing of practice. 115
Employee turnover. 143 Foreign bodies. ocular. eyewashes for. 77
Employment brokerages. veterinary-specific. Fortune 500 companies. 18. 58
5.95 Franklin. Benjamin. 58
Endorsements. 46 Free association. of ideas. 143
Environmental regulations. See Free-standing facilities. 14. 15-16
Occupational Safety and Health Friends. 131
Administration (OSHA) Fringe benefits. See Benefits
Equine practices. II. 14. 124 Full time equivalent (FTE) doctor
Equipment computations. 13. 121
diagnostic. payment for. 120
for new veterinary practices. 15.29-30 Glossary. 141-147
Equipment trusts. Goals. written. 58
Evacuation. of animals. in emergencies. Goal setting. for new practices. 9
85-86 Goggles. safety. 77-78
Excellence. internal focus of. 57 "Goody bags." for new clients. 39-40
Exhaust. differentiated from ventilation. 79 "Grapevine" (information network). 143
Exits. emergency. 87 "Gripe sessions." meetings as. 64
Expanded patient services. 102-103 Grooming. protective clothing and goggles
Expansion. of healthcare delivery team. for. 77-78
106-110 Grooming services. 31. 100
Externship programs. as source of new Group dynamics. 143
associates. 105
Eyewashes. 76-77 "Hall of fame." 49
Halo effect. 143
Facilitating. 143 Hazardous medical waste, 83-84
Failure. fear of. 47 Healthcare
Family. of veterinarians. 131 definition of. 143
"Fat farms." 102 quality of. 2
Faucets. use in eye flushing. 77 Healthcare delivery
Fax transmissions. cost of. 18-19 inefficiency of. 4
Index 167
Healthcare delivery (cont.) Income (cont.)

new ideas for, 56 relationship to productivity, 3
quality of, 2 stagnation of, 5
social contract in, 113, 116-117 of women veterinarians, 1-2
Healthcare delivery team Income statements, 17
expansion of, 106-110 Incorporation, 9, 109-110
integration of new associates into, 106 Indifference, as mediocrity cause, 144
Healthcare programs, 10 Infinity model, of leadership and
Health insurance management, 144
for pets, 45, 102 Inner strength, 144
for veterinarian and staff, 105 Innovation, 45-46,48-50, 56
Health regulations. See Occupational Safety Insecticide application, use of protective
and Health Administration (OSHA) equipment during, 77-78
regulations In-service training, 53-54
HEAP (history, evaluation, assessment, Insurance, 10. See also Health insurance
plan) approach, to medical record Internet, 26-29. See also Web sites
organization, 143 certified veterinary technician programs
Heartworm, 118 on,44
Heller, Steve, 57 marketing on, 29
Help-wanted ads, 44 OSHA regulations on, 73
Hiring teams, 32, 43 practice consultant selection guidelines
History, evaluation, assessment, plan on, 18
(HEAP) approach, to medical record use in recruitment of new associates, 105
organization, 143 staff use policy for, 28
Home visits, 102 use in recruitment and training of staff, 28
Hoses, use for eye flushing, 77 veterinary safety program information on,
Hospital administrators, 98. See also 27
Managers Internship programs, as source of new
Hospitals associates, 105
construction costs of, 15,99 Interviewing, of job applicants,
financing of, 14-15 Interviews, appraisal, 141
Hospital safety manuals, 74 Intravenous fluids, use during surgery,
Hotels, for pets, 100 119-120
Humane Society, practice linkages with, 102 Inventories
Human-relations management, 143 of controlled substances, 89-91
Human resources. See Staff cost reduction for, 48
Inventory management teams, 48
Idea lotteries, 48
Idea quotas, 48 Jargon, 57, 144
Ideas Job aids, 144
barriers to, 50 Job competency, of staff members, 32-33,
free association of, 143 43,45
Identification (IDs), for pets, 103 Job position description, for staff members,
Identification numbers, for staff members, 44-45,52
10 Job roles, 144
Incentives, for staff members, 45-48 Job sharing, 97
Income, I. See also Wages Journal ofthe American Veterinary Medical
annual,114 Association, I
components of, 131 Journals, daily, 58
of first-year practices, 35 Jung, Carl, 58
gross, wages as percentage of, 48
net, 56 Kal Kan Foods, Inc., 52
effect of price increases on, 116 Ketamine hydrochloride abuse, 131
168 Index
Kitten carrier classes, 103 Loans

Knowledge brokering, 57 defaults on, 109
Kroc, Ray, II for purchase of veterinary hospitals, 14,
15
Labor laws, 10. See also Occupational Location
Safety and Health Administration of clients, 12
(OSHA) regulations of veterinary practices, 9
Land, purchase of, 15 as basis for clients' selection of
Landscaping, 16 veterinarians, 36
Larval migrans, I 18 elements of, 121
Laser surgery, 120 of new practices, 12-14
Lawsuits, 92-93 Logos, 101, 124-125
Leader, definition of, 144
Leadership Malpractice, 92-93
of healthcare delivery team, 128-129 Management
infinity model of, 144 human-relations, 143
operational, 127 "millennium," 56-59
in staff training, 61--62 by nonowner veterinarians, 95
as succession planning issue, 127, open-book, 48
128-129 "sounds bites for success" in, 135-139
Leadership teams, 106 total quality (TQM), 147
Leaseholds, 15, 16 Management bookkeeping, 26
Leases Management development, 144
for computers, 22-25 Managers
defaults on, 109 Certified Veterinary Hospital, 98, 108
Legal issues definition of, 144
affecting new practices, 9-10 of emergency plans, 85
lawsuits, 92-93 Manuals
liability, 2, 79-80, 109-110 computer users,' 21
in succession planning, 127-129 hospital safety, 74
Leisure time activities, 131 policy, 52
Lending library, 103 for staff training, 52
Letters of admonishment, 78 Marketing, 121-126. See also Advertising
Liability on the Internet, 29
effect of incorporation on, 2, 109-110 media use in, 115
for work-related accidents, 79-80 for new clients, 114-115
Licenses, for new practices, 9 plan for, 9
Licensing fees, payment of, as job benefit, after price increases, 116
98 staffs role in, 40
Life-cycle consultations, annual, 36, 38, 120 Master problem list, 92
Lifestyle Material Safety Data Sheets (MSDS), 27,
balanced,2,131-132 75-76
creativity as, 50 Medical records
Lights, emergency, 88 format of, 92-93
Limited liability partnership (LLP), 110, 128 length of retention of, 93
Limited liabillity corporation (LLC), 110, organization of
128 HEAP (history, evaluation, assessment,
Listening, active, 141 plan) approach to, 143
Litigation, 92-93 SOAP (subjective, objective,
Litigious, definition of, 144 assessment, plan) approach to, 93,
LLC (limited liabillity corporation), 110, 146
128 Medical waste, hazardous, 83-84
LLP (limited liability partnership), 110, 128 Medication refill tracking system, 92
Index 169
Mediocrity, in healthcare, III Northwest Veterinary Managers Association,

Meetings 7
formal,64 Notes, use in staff training, 66-67
as "gripe sessions," 64 Nurses
as staff training method, 64, 66, 67-69 client education and followup
successful, guidelines for, 67-68 responsibilities of,
timing of, 67, 68, 69 home visits by, 102
videotaping of, 66 input, 55, 107
Memos, use in staff training, 66-67 outpatient, 34, 107
Mentorslmentoring, 129 Nurses aides, as veterinary staff members,
definition of, 144 43
of new associates, 106 Nursing telephone outreach, 108
in staff training, 54 Nutritional centers, 101
Metcalfe, Jack, 47 Nutritional counseling/counselors, 48, 108,
Millennium management, 56-59 118
Mind maps, 46, 49, 58
Minors, as staff members, X-ray machine Objectives, definition of, 145
use by, 83 Occupational Safety and Health
Mission focus, II Administration (OSHA), inspection of
Modeling, definition of, 144 veterinary practices by, 71-72
"Monday Morning Memo," 65 Occupational Safety and Health
Motivation Administration (OSHA) regulations,
definition of, 144 71-89
of staff members, 45-48 available on the Internet, 73
Bloodborne Pathogens Standard, 85, 86,
Name, of practice, 9 88-89
Name recognition, 123 compliance with, 73
Needles, as hazardous medical waste, 84 for emergency plans, 84-89
Needlestick injuries, 81-82 Form 200 of, 80
Network of Animal Health (NOAH), 30 implementation plans for, 73-75
New practices, 9-41 Material Safety Data Sheets for, 27,
advertising of, 9, 10, 36 75-76
budget of, 16-19 violations of, fines for, 72
business start-up checklist for, 9-10 Office displays, 101
clients of, 35-41 "Ogre," 145
computerization of, 19-29 Older pets, respite care for, 102
equipment and inventory of, 29-30 One-on-one style, of staff training, 64-65
financing of, 14-15 On-the-job style, of staff training, 64
first-year transactions of, 35 Open-book management, 48
income of, 35 Orientation training. See Training and
leasehold versus free-standing, 15-16 orientation
location of, 12-14 Orthopedic Foundation for Animals (OFA)
minimum essential services of, 37-38 certification, 102
safety requirements for, 30-31 OSHA. See Occupational Safety and Health
staffing of, 31-34 Administration
Newsletters, 115 Outcome excellence, 106
Newspaper articles, as publicity source for Outer strength, 145
new practices, 36 Overhead, monthly, 110
Newspapers, help-wanted ads in, 44
NOAH (Network of Animal Health), 30 Pain management, 118-119
Nonattendance, by staff, at training sessions, Paraprofessionals. See Staff
69 Parasite prevention and control
North American Compendiums, Inc., 76 center/counseling, 102, 107
170 Index
Participation, 145 Practiceowner,definitionof, 145

Partners. See also Associates Practice ownership,succession planningfor,
as practice leaders, 127 127-129, 146
Partnership, limited liability partnership Practiceprograms,staff support for, 46-47
(LLP), 11 0, 128 Practice training manuals, 52
Partnershippapers, registrationof, 9 Prescription writing, Drug Enforcement
Patient advocacy, 10,31,46, 145 Agencyregulationsfor, 91
Patientdata sheet, 92 Price-centered practices, 37
Peace of mind, of clients, as veterinary Price shopping,by clients, 114-115
practicecommodity, 2, 117, 118, 133 Pricing,of services, 2, lIo-1I1, 114-115.
Peer-to-peermessage boards, 27 See also Coupons; Discounts
PEN-HIPcertification, 102 excessive,2, II o-m
Performance appraisals, 53,96, 109, 145 Pride,of veterinary staff, 2, III
Performance planning, 53 PRIDE mnenomic,for core valuesof
Permits,for new practices,9 veterinary practice, II
Personalcalling, veterinary practice as, 11, Proactive, definitionof, 145
132 Problem solving. See also Creativity;
Personal-days account, 98 Innovation
Personality, 145 definitionof, 145
Personal life. See Lifestyle Procedures,definitionof, 145
Personalrelationships, 131, 132 Productivity
Personnel manuals. See Policy manuals of associates, 3, 95-96
Pet boutiques, 101-102 definitionof, 146
Pet-centercomplex, 16 relationshipto income, 3
Pet food, sale of, 1l7-1I8 of staff members, 45
Pet health insurance, 102 Product literature, 114-115
Pet hotels, 100 Professional environment, for staff
Pet Partner Program, 102 members, 45
Pet population Profitableprograms, 11-12
implication for siting of new practices, Program-based budgets, 16-17, 128, 146
13-14 Progress notes, 93
stabilizationof, 56 Promotional displays, 122
Pet populationcontrol clinics, 114 Promotional offers, 101. See also Coupons;
Pet resorts, 99-100 Discounts
Pets by Prescription, 102 Protective equipment
Pfizer, 6-7 for application of dips or shampoos,
Photography services, 101 77-78
Physicianextenders, 4. See also Veterinary for X-ray machine use, 82
extenders Protocols,for services, staff members'
"Piercing the corporate veil," 109 adherence to,
Planning Publicity, for new practices, 36. See also
performance, 53 Advertising
succession, 127-129 Puppyclasses, 102
definitionof, 146 "Puppy passports," 103
Policies,definitionof, 145 Purpose,definitionof, 146
Policy manuals, 52
Populationcontrol clinics, 114 Quality,of healthcare,2
Practice relationshipto fees, III
name of, 9 Quality,value, service, and cleanliness(Q-
new. See Newpractices V-SoC) core values, 11
nontraditional, 4 Quality assurance, 146
sale of. See Successionplanning Quality control, 146
Practice brochures, 114, 125 Quality improvement, 33
Index 171
Quality of life, 2, 131-132 Safety programs, key elements of, 30-31

QuickBooks, 17-18,26 Safety regulations. See also Occupational
Quick fix, 146 Safety and Health Administration
Q-V-S-C (quality, value, service, and (OSHA) regulations
cleanliness) core values, 11 available on the Internet, 27, 73
Satisfaction, definition of, 146
Rabies vaccination, pre-exposure, of staff, Savings, for retirement, 98, 129
84 "Schedule the hospital:' 55
Radiation Safety Program, 30 Scheduling
Rand, Paul, 57 of appointment hours, 55
Reading list, 159-162 flexible, 45, 105
Real estate investments, 129 high-density, 3, 4, 45, 96
Receptionists, 31, 32-33, 34 linear, 3, 4, 96, 107
role in marketing of practice, 40 of staff training, 65-66
training and orientation checklist for, Scratches, as recordable workplace
149-153 accidents, 80-81
Recognition, of staff members' creativity, "Sell the sizzle," 46-47
48-49 Senior citizens, as clients, 115, 125-126
Recommendations, as source of new clients, Senior pet classes, 102
36,37,38 Separation, of assets and resources, 128
Recovered client programs, 37, 107 Service Corps of Retired Executives, 9
Recovered patient programs, 107 Shampoos, safety precautions for use of,
Recruitment 77-78
of associates, 105 Sharps, as hazardous medical waste, 84
of staff, 33, 43-45 Shaw, George Bernard, 57
Referrals Signature Series Monographs, 93, 118
to specialty practices, 121 Signs,
word-of-mouth, 36, 37, 38 for new practices, 36
Regular resale area, 101 use in staff training, 66-67
Regulations, 71-93. See also Occupational visibility of, 12, 121
Safety and Health Administration Signs, 121
(OSHA) regulations for emergency exits, 87
for controlled substances, 89-91 Small Business Administration, 9
definition of, 146 SOAP (subjective, objective, assessment,
Remedial training, of staff, 63 plan) approach, to medical record
Reminder cards, 38, 125 organization, 93, 146
Resale area, regular, 101 Social contract, in healthcare delivery, 113,
Research, Internet use in, 27 116-117
Resorts, for pets, 56, 99-100 Software, 25-26, 76
Resources, separation from assets, 128 Specialists, board-certified, wages of, 32
Respect, responsibility, and recognition Specialty practices, 1-2,31,32,121
(Three Rs), of staff employment, 45, Staff, 43-59. See also Animal caretakers;
46 Nurses; Veterinary technicians
Respite care, 103 attitude of, 43-44
Responsibility benefits for, 97-98
definition of, 146 competency of, 32-33, 43, 45, 51
delegation of, 106, 142 continuing education for, 28, 33, 108
of new associates, 106 counseling of, 143
Retirement planning, 98, 129 creativity and innovation of, 45-46,
Rights, of the employed, 95-98 48-50
Right to Know Program, 30 disabilities of, 30
R. K. House & Associates, Ltd, 6 disciplining of, 51-52
Runs, size of, 99 for refusal to follow safety rules, 78
172 Index
Staff (cont.) Strategic positioning, of new practices. 9

emergency life-saving assistance by, 89 Strength, inner and outer, 144
firing of, 33-34, 77-78 Stress, 34, 146
identification numbers for, 10 "Stupid idea" week contest, 49
information "grapevines" of, 143 Subjective, objective, assessment, plan
legal liability of, 109-110 (SOAP) approach, to medical record
marketing of practice by, 40 organization, 93, 146
minors as, X-ray macine use by, 83 Substance abuse, by veterinarians, 131
motivation versus incentives for, 45-48 Success, secret to, 57
of new practices, 31-34 Succession planning, 127-129, 146
nonattendance at training sessions, 69 Supervision, employee-centered, 94
number of, 123 Supervisor, definition of, 147
implication for OSHA regulations, 71 Supplies. See also Distributors; Vendors
part-time, benefits for, 97 ordering of, on the Internet, 27
performance appraisals of, 53, 96, 109, Support networks, 50
145 Surgery, intravenous fluid use during,
pet health insurance benefit for, 45, 98, 119-120
102 Synergy, definition of, 147
policy manuals for, 52 System, definition of, 147
pre-exposure rabies vaccinations of, 84
pride of, 2, III Tardiness, of staff members, 51
as primary patient care providers, 3 Tax accounting, 26
recruitment of, 33, 43-45 Tax issues
replacement cost for, 7 corporate structure, 110, 128
respect, responsibility, and recognition leasing of computers, 22
for, 45, 46 Teaching hospitals, veterinary, linear
response to stress, 34 scheduling approach of, 4
retention of, 34 Team fit, of staff members, 43
tardiness of, 51 Teeth, grading of, 102
titles of, 34 Telephone bills, 18-19
training and orientation of, 61-69 Telephone etiquette, "on-hold" messages,
checklists for, 145-158 122
in use of computer systems, 20, 21-22, Telephone outreach, 108
28 Telephone screening, of job applicants, 44
in safety implementation plans, 74-75, Terminology. See also Glossary; Jargon
85 of staff positions, 34
scheduling of, 65-66 of veterinary practice in the new
timing of, 62-63 millennium, 57
types of, 63-65 Tertiary care
turnover of, 61, 143 linear scheduling approach in, 4
wages of, 31-32, 48 as new veterinary graduates' focus, 10
inadequate, 7 Thoracic wall cardiac monitors, 120
pay differentials for evening or Three Rs (respect, responsibility, and
weekend work time, 117 recognition), of staff employment, 45,
raises in, 31, 132 46
Staff ratio, paraprofessional/veterinarian. Time, monetary value of, 96-97
107 Timing. See also Scheduling
Standards of practice, staff members' of meetings, 68, 69
adherence to, 53 of staff training, 69
Stasis, 146 Total quality management (TQM), 147
State of Nevada Veterinary Board, 119 TQSrrMS (total quality service/total
Store-front practices, 15, 16 management service), 147
Strategic foresight, 56 Trademarks, 9
Index 173
Training and orientation Veterinary Emergency and Critical Care

of new associates, Society (VECCS), 118
of staff, 61-69 Veterinary extenders, 4, 45, 106-107
checklists for, 149-158 Veterinary Hospital Managers Association,
in use of computer systems, 20, 21-22, 98,108
28 Veterinary Information Network
in safety implementation plans, 74-75, (www.vin.com). 27
85 Veterinary Safety and Health Digest, 31
scheduling of, 65-66 Veterinary Support Network
timing of, 62-63 (www.vspn.org), 27
types of, 63-65 Veterinary technician degree, as job fringe
Training manuals, 52 benefit, 44
Transactions. See Client transactions Veterinary technician programs, Internet-
Travel, by clients, 39-40 based, 44
Trivia, administration, 141 Veterinary technicians, 34. See also Nurses;
"Two-fur-one" programs, 115 Veterinary extenders
"Two-yes" option, for veterinary services, 2, client-centered, 31
37 drop-out rate of, 132
restricted roles of, 7
U. S. Drug Enforcement Agency training and orientation checklist for,
compliance with, 89-91 153-158
licensure by, 98 Vicarious liability, 109
U. S. Government Printing Office, 72-73 Videotaping, of meetings, 66
Unity of direction, 147 Video training programs, for staff members,
64
Vacationlholiday pay, 98 in computer training, 21
Vaccination clinics, 114 Vinci, Leonardo da, 58
Vaccinations, as income source, 56 VIP resort suites, for pets, 56
Values
core, 10, II, 17, 106, 133, 142 W. A. Butler (www.wabutler.com). 76
definition of, 147 Wages, 2, 5
VECCS (Veterinary Emergency and Critical of associates, 25, 32, 98
Care Society), 118 as percentage of gross income, 48
Vedco (www.vedco.corn), 76 of staff, 31-32, 48
Vehicles, financing of, 14 for evening or weekend work time,
Vendors 117
of computer systems, 19,20-21,22, inadequate, 7
23-25 raises in, 31, 132
staff training by, 54 Walk-in clients, 116
Ventilation, differentiated from exhaust, Web sites
79 of Chambers of Commerce, 29, 36
Veterinarians. See also Associates Material Safety Data Sheets on, 27
new graduates for veterinary practices, 28-29
clinical skills of, 5-6 We CARE mneumonic, for core values in
drop-out rate of, 132 veterinary care, II
job offers to, 3 Weight loss programs, for pets, 102
practice choices of, 5 Welcome Wagon programs, 123-124
wages of, 2, 5 Wellness checklist, 92
work-week length of, 2, 3 Wellness programs, 10, 11-12, 102,
private-practice, shortage of, 4-5 117-120
women, 2-3 Windows, as emergency exits, 87
Veterinary Compendium, 118 Windows-based software, 25
Veterinary Consultant Network, 18 Women, as veterinarians, 2-3
174 Index
Woolf, Virginia, 58 X-ray machines

Word-of-mouth promotion, of new practices, location of, 83
36,37,38 safety regulations for, 82-84
Work, definition of, 147 300mA,30
Workers' compensation, 79, 98
Work life, quality of, 146. See also Balanced Yellow Pages, 36, 121
lifestyle "Yes-no" option, for veterinary services, 37
Work week, 2, 3
W-2 compensation package, 31-32,133 Zoning laws, 9, 12, 16

Veterinary Practice Management Secrets

Uploaded by

Veterinary Practice Management Secrets

Uploaded by

Publisher: HANLEY & BELFUS, INC.

Library of Congress Cataloging-in-Publication Data

Veterinary practice management secrets / edited by Thomas E Catanzaro,

VETERINARY PRACTICE MANAGEMENT SECRETS ISBN 1-56053-400-1

Last digit is the print number: 9 8 7 6 5 4 3 2

As we were writing this practical reference, the American Veterinary

"The income of individual veterinarians seriously lags

veterinary practice owner and specialty incomes. It appears that the

2. ECONOMIC IMPACT OF LARGE NUMBERS

"This study indicates that income of women veterinarians is

Third, hospital owners, not women associates, make price decisions. To

3. GLOBAL DEMAND FOR ALL CATEGORIES

"While consumer (animal owner) spending on veterinary ser-

4. INEFFICIENCY OF THE DELIVERY SYSTEM

"The majority ofanimal care is still being delivered through a

The linear scheduling promoted in most veterinary teaching hospitals

"There is evidence that, in purely economic terms, there is an

will enable the profession to capitalize on emerging markets

"Downward price pressures" and "stagnant incomes" have little bearing

6. SKILLS, KNOWLEDGE, APTITUDE, AND ATTITUDE OF

"While there is ample evidence that the scientific and clinical

If the preceding text seems like a critically harsh evaluation of the

YOUR NEW CLINIC

1. Is there a simple business start-up checklist?

• Order any required notices (advertisements you have to place) of your

3. What should my basic core values be?

4. Why are core values so important?

5. What are the most profitable programs for my new practice?

6. Aside from profit, what should programs provide?

7. Describe some key location concerns.

8. What is a catchment area?

9. What are FfE doctor computations?

• Estimate the total number of pets for these HH by multiplying by 1.5.

FINANCING YOUR DREAM

12. Where do I get the money to start my practice?

13. What about money sources if I want to start with a free-standing

14. Describe other concerns in starting a free-standing facility.

15. Should I seek professional advice when financing my business?

LEASEHOLD VERSUS FREE-STANDING

16. Why are leaseholds usually store fronts?

17. Why are free-standing facilities so sought after?

• The zoning on a free-standing piece of property often allows special

18. Is a store front or stand-alone best?

19. What use is a budget in a veterinary practice?

20. How can I use a program-based budget in practice?

puppy/kitten wellness protection, dental prophylactic procedures, pain man-

21. What should I look for in my accountant's reports?

22. Do you have any tips for working with an accountant?

23. Who should be on my business team?

24. How do I keep telephone bills down?

Tips For Selecting a Computer System (Continued)

26. How do I narrow the field to a single computer?

27. Where should I buy the computer system hardware?

28. What training should I expect from the vendor?

29. How is computer training of new employees handled?

30. What are critical hardware specifications for supporting veterinary

31. Do you have any tips for saving money?

32. Is leasing a good idea?

33. What should I know about negotiating the computer contract?

34. What are some key computer contract issues?

Ensure performance. Use terms that define the product performance.

35. How critical is the Windows operating platform?

• Review how easy it is to go back and make a change on a previous

37. My veterinary software system does a great job at tracking my

38. What is the best accounting software?

39. If I use QuickBooks, can I fire my accountant?

40. Does our practice really need to use the Internet?

41. How will the Internet benefit the practice?

42. What is the downside to Internet access?

43. What are some guidelines for employee "surting"?

44. Why is online continuing education beneficial?

45. Do I need a web site for my hospital?

Web pages should be visually engaging. In most cases they should

EQUIPMENT AND INVENTORY

47. Which equipment is critical for a new practice?

Much of the basic equipment is available, in used condition, from veteri-