宠物养护与美容第四章宠物美容.ppt

1、Future of Veterinary Teaching Hospitals,Veterinary Teaching Hospital Missions,The unique challenge of the Veterinary Teaching Hospital is to: Remain financially viable while enabling teaching and research, all the while providing veterinary medical services to the public. Jim Lloyd,History,Internshi

2、ps began in 1950-60s, residencies in 1960-70s. Board certification became the norm for entry level clinical faculty positions in the 1970-80s Clinical Departments began to divide responsibilities into academic replaced student labor with techs Results increased caseload, increased revenue, tenure tr

3、ack faculty could focus more on research, and teaching improved,Potential Solutions for VTH Issues,Balancing the mission teaching, research, service, and hospital as a business Balance the mission as dept. not each person Have enough support staff Perhaps teach some of DVM curriculum by non-speciali

4、sts Money generation should not be prime reason for VTH 2 services running simultaneously, one for service and one for teaching,Recruitment/retention of Clinical Faculty Look for donors for new equipment/facilities and to augment faculty salaries Look to share specialists with private specialty prac

5、tices Need to offer part-time or full-time clinical track positions to specialists, but must not be a 2nd class position need longer term contracts, sabbaticals, voting privileges,Work with University to get more competitive salaries for specialists, signing bonuses Develop Incentive Plan part of re

6、venue back to faculty or section of hospital for their use Develop satellite practice so as to augment money generated and improve secondary type cases Offer consulting time to faculty,Improve culture in VTH/SVM so are reasons to attract or retain faculty, market academic lifestyle internally so fac

7、ulty understand and sell the benefits Augment a residents salary if that person will commit for certain number of years as a faculty member Select residents that want to stay in academia,Maintaining and Enhancing Case load Develop good relationships with RDVMs, establish a Practitioners Advisory Boa

8、rd Hire a Referral Coordinator to deal with RDVM issues Hire a Marketing Manager for VTH- to market to RDVMs and public,Client and RDVM surveys - to point out areas where improvement is needed, like communication Make clinicians and staff realize they are competing against private specialty practice

9、s for caseload, must give better service Bring in outside consultant to help make VTH more efficient New faculty need to introduce themselves or be introduced to RDVM population, also give CE seminars,Enhancing Operations of VTH Work on alleviating bottlenecks in VTH Hire Development Officer who is

10、assigned directly to VTH Have treatments of hospitalized cases carried out by technicians, not students might improve efficiency and let students learn more,VTHs need to hire a Hospital Administrator/Director MBA, MHA, or similar training. If not a DVM, must report to a DVM (AVMA accreditation rules

11、) VTHs needs to have a strategic plan, establish benchmarks, have good financial reporting system. Clinical Track faculty good move to hire them but who should pay for them? VTH, Clinical depts.?,Suggestion is to take charging away from clinicians, put technicians in charge of billing, but get facul

12、ty involved in budget process to increase understanding of where revenue dollars are going to. Or spend less time on student rounds and start admitting cases sooner in the day (earlier than 9:30 or 10:00 am.) Community Practice Service good way to get primary care cases,Partner with private specialt

13、y practices to hire specialists Should residents be trained at private specialty practices? Or should it be a joint endeavor with universities? Specialty colleges have to be careful that too many restrictions for training residents are not placed on specialists/colleges,Next Steps,Help faculty under

14、stand the problems and embrace a business plan, create a VTH Task force (AAVMC, AAVC, NAVCA) in 2004 that will work to prepare a “white paper” addressing concerns for future of VTHs use for local support, consultant backgrounding, and accreditation standards Develop benchmarks that all VTHs can comp

15、lete annually and use to determine efficiency of their model created Benchmarking Task force for this AAVMC, AAVC, NAVCA.,Benchmarking Task Force meeting Aug. 24, 2005,Task force met in Schaumburg with Howard Rubin, developer of NCVEI benchmarks for private practices. This group started working with

16、 him to develop something similar for VTHs that would be more helpful than AAVMC annual info that is collected. Utilize benchmarking for internal and external comparisons.,VTH Task Force meeting Oct. 24, 2005,Task force met in Columbus, Ohio to discuss what to do next Asked Dr. Hubbell to create a 1

17、 page “white paper” that outlined the problems VTHs are facing Group discussed the organizing of a conference to discuss the Future of the VTHs,Dr. Hubbells White Paper Present and Future Problems for VTHs,The vast majority of the advances in veterinary medical care to date have occurred because of

18、the existence of Veterinary Teaching Hospitals. The convenience and high quality of private specialty practices impacts the caseloads of the VTHs and has the potential to compromise the education of veterinary students and postgraduate veterinarians and the generation of knowledge through clinical i

19、nvestigation.,Dr. Hubbells White Paper,The resolution of this crisis will require broad participation and cooperation. New alliances must be formed to foster clinical education and investigation at the professional and post-professional levels. The profession must be engaged because the solution wil

20、l involve universities, specialty colleges and practices, private practitioners, veterinary students, and organized veterinary medicine.,Future of VTHs Conference, Nov. 10-11, 2006, Kansas City,Invited people from all walks of life DVMs from private practice, specialists from private practice, speci

21、alists from academia, representatives from specialty colleges, NAVCA, AAVC, and AAVMC reps, reps from veterinary organizations like AAHA, AVMA, etc. We thought it was time to have others discuss problems the VTHs are facing and hear their ideas on possible solutions besides just the academicians.,Fu

22、ture of VTHs Conference, Nov. 10-11, 2006, Kansas City,Ms. Susan Baker spoke on managing the expectations of the client Everyone that meets a client should introduce themselves including receptionists with full name and title, should also address client and pet by name 1st impression to clients very

23、 important Clients want to be respected,Future of VTHs Conference, Nov. 10-11, 2006, Kansas City,Dr. Mary Ann Vande Linde Veterinary Management Consulting spoke on “Client Expectations for Veterinary Care” Top reason why a client leaves a vet hospital indifference or poor attitude of staff or DVMs M

24、inimal waiting time Consistent message from one area to another Want to be treated with respect, clarity, and consistency,Future of VTHs Conference, Nov. 10-11, 2006, Kansas City,Want to be communicated with on terms they can understand Want the exams to be thorough by a DVM and not rushed All inter

25、action with client must be improved from reception desk to student to staff and faculty,Future of VTHs Conference, Nov. 10-11, 2006, Kansas City,Dr. Colin Burrows, SA Dept. head at Univ. of Florida spoke on “Meeting the Expectations of Referring Vets” Why RDVMs refer uncomfortable with case, lack sk

26、ills or equipment, lack of time, liability, good experience with referral hospital, know specialist, cannot handle diagnosis or emergency,Future of VTHs Conference, Nov. 10-11, 2006, Kansas City,Why DVMs dont refer Geography (too far), cost, think they can do it all, previous bad experience with ref

27、erral hospital, poor feedback from clients, dont personally know specialist,Future of VTHs Conference, Nov. 10-11, 2006, Kansas City,What RDVMs expect knowledge of services being offered, good quick response to 1st phone call, efficient communication from staff, protect relationship between client a

28、nd RDVM, timely communication during and after animal is referred, do not treat other disorders than what animal has been referred in for, follow-up with RDVM when animal dies or is euthanized.,Future of VTHs Conference, Nov. 10-11, 2006, Kansas City,RDVMs are our most important clients and we all n

29、eed to realize that. Need to perhaps do more marketing to increase our referral base. Florida has done: RDVM Appreciation Day Hospital Newsletter Practice visits to local practices Local association visits,Future of VTHs Conference, Nov. 10-11, 2006, Kansas City,Client and RDVM survey Hospital Advis

30、ory board Web Site for RDVMs Hospital Tours for Clients and RDVMs Press releases Referral fax covers news or new clinical studies added to fax cover Clients advocates - volunteers,Future of VTHs Conference, Nov. 10-11, 2006, Kansas City,Educate clinicians on business issues Remind clinicians of refe

31、rral protocol and if do not have one, create one (how and when to communicate with RDVMs, what is expected) Clinician incentive plan Take clinicians out of the charging business Toll free number,Future of VTHs Conference, Nov. 10-11, 2006, Kansas City,Dr. John Albers from AAHA spoke on “Future of Sp

32、ecialty Practice” 1996 18% of new vet graduates were doing advanced studies (internships/residencies) 2006 increased to 33% with most of those wanting to pursue board certification Why specialty practices will continue to grow? In survey done, 74% of clients would pay $500 to treat a serious disease

33、 in their pet 52% would pay $1000, 15% would pay $5000,Future of VTHs Conference, Nov. 10-11, 2006, Kansas City,61% of those pet owners that thought of their pet as a member of the family would go to a specialist if their vet recommended it. Recent graduates have a higher propensity to refer than ve

34、ts that have been out for awhile Lenders will lend money to start a specialty practice at a good rate Manufacturers of expensive equipment offer these practices good rates,Future of VTHs Conference, Nov. 10-11, 2006, Kansas City,Dr. David Lee, Hospital Director at Minnesota spoke on the “VTH as a Pr

35、ofit Center” and discussed the use of a professional call center, the use of a referral coordinator, discharge instructions faxed immediately to RDVM, having a Case manager/section, hiring a Hospitalist (a DVM that would help to move cases through the hospital),Future of VTHs Conference, Nov. 10-11,

36、 2006, Kansas City,Dr. Charles MacAllister from Oklahoma State, spoke on Cooperative Arrangements for Training Specialists 82% of the residency programs are in universities as of 2006 Need to recruit residents interested in academia as a career. Plenty of applicants for positions in all specialties

37、except for anesthesia.,Future of VTHs Conference, Nov. 10-11, 2006, Kansas City,Oklahoma growing own faculty by paying other institutions to take them on as an extra resident (pay for their salary and benefits to the institution training them). Must complete a MS degree and work for at least 3 years

38、 at Oklahoma vet school after finish residency. Cost of $140,000/resident to home institution for a resident to be trained elsewhere,Future of VTHs Conference, Nov. 10-11, 2006, Kansas City,Dr. Ruben Meredith, an ophthalmologist in a huge multi-location private specialty practice spoke on “Ophthalmo

39、logist in Private Practice.” 6 locations presently where have practices and residents, have 12 active residents on board right now and tend to keep most of them on as clinicians after they finish (self-train them) All schools should do a SWOPT analysis once a year.,Future of VTHs Conference, Nov. 10

40、-11, 2006, Kansas City,SWOPT analysis strengths, weaknesses, opportunities, and problems and threats. Private Specialty practice (PSP) Strengths residency training, large case load, commitment to research, board-certified staff Multiple centers envisioned. Weakness internal communication, staff trai

41、ning, inventory control, employee accountable, communication with clients and RDVMs, lack of uniform operating system, lack of trained techs, inefficient facilities.,Future of VTHs Conference, Nov. 10-11, 2006, Kansas City,VTHs Strengths - Vet students, faculty, bench research facilities, university

42、 resources, funding for research Weaknesses - ability to pay competitive salaries ($200,000 for ophthalmologist), budgetary control, university restrictions, etc.,Future of VTHs Conference, Nov. 10-11, 2006, Kansas City,Private Specialty Practices (PSP) strengths are our weaknesses location, salarie

43、s, flexibility, budget PSPs weaknesses are our strengths research possibilities, future clinicians (students, interns and residents) VTHs and PSPs must work together and cooperate, form direct partnerships with PSPs,Future of VTHs Conference, Nov. 10-11, 2006, Kansas City,Dr. Richard Valachovic from

44、 the American Dental Education Association spoke on the similarities between what the dental profession and the veterinary profession are facing There are 56 dental schools in the U.S. and there are 400 open faculty positions, the mean age of the faculty is 52 yrs, faculty 30 yrs old make up only 3%

45、 of the total faculty, average of 5 vacant positions per dental school, and 10 new schools in the pipeline.,Future of VTHs Conference, Nov. 10-11, 2006, Kansas City,Salary discrepancy is the biggest reason for open positions in the dental profession and it is one of the main reasons for the same problem in the veterinary profession. They have reached out to students in dental schools and also to dentists in private practice to pull them into academia Academic Dental Careers Fellowship Program 10