PetVet August/September 2022 by Barkleigh Productions

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VOL. 5 ED.4 • AUGUST / SEPTEMBER 22

A PRACTICAL GUIDE FOR PET HEALTH PROFESSIONALS TAKING THE PLUNGE: CONSIDERATIONS FOR

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A Practical Guide for Pet Health Professionals

CONTENTS 4

PetVet Advisory Board

Veterinarian Life Advice

Finding Balance and Setting Boundaries as a Successful Entrepreneur

PLANNING AN

Expansion?

14 Taking the Plunge: Important Considerations for Opening Your Own Practice

ASK YOURSELF THESE

7 QUESTIONS

18 Navigating The Side Effects of Chemotherapy in Dogs

22 Top 5 Trends That Are Shaping Veterinary Real Estate 28 How Does Your (Veterinary Team) Garden Grow? 32 PetVet 10: See How Many You Can Do! Inquiries info@barkleigh.com (717) 691-3388 Editorial rebecca@barkleigh.com

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Copyright August 2022. PetVet Magazine is published bimonthly by Barkleigh Productions, Inc, 970 West Trindle Road, Mechanicsburg PA 17055. Postmaster: Send change of address to Pet Vet Magazine c/o Barkleigh Productions, Inc., 970 West Trindle Road, Mechanicsburg PA 17055. No part of this publication may be reproduced without written permission of the publisher. Editorial offices: 970 West Trindle Road, Mechanicsburg PA 17055. (717) 691–3388 FAX (717) 691–3381 Email: info@barkleigh.com

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ADVISORY BOARD

Meet our EDITORIAL ADVISORY BOARD!

Courtney A. Campbell DVM, DACVS-SA

PetVet’s advisory board is here to help ensure quality content to motivate & educate Veterinarians and their staff.

Jenifer Chatfield DVM, Dipl. ACZM, Dipl. ACVPM

“My passions ultimately drove me towards becoming a veterinarian, but when I was growing up I briefly flirted with the idea of becoming a magician. As a veterinarian, the ability to save lives, keep animals healthy, and strengthen the human– animal bond makes me realize there’s nothing more magical than that.”

STAFF

Executive Editor Rebecca Shipman

Publisher Barkleigh Productions, Inc.

Art Director Laura Pennington

President Todd Shelly

Sr. Graphic Designer Brandi Aurelio

Vice President Gwen Shelly Chief Operations Officer Adam Lohr

“People should be so lucky as to get to be a veterinarian. The broad-based education empowers us to be successful in multiple fields and affords us the opportunity to choose how we spend our professional time.”

Web Master Luke Dumberth Marketing Consultant Allison Smith

Julie Legred CVT “I have worked in many areas of veterinary medicine and veterinary technology over the last thirty five years, and it is amazing how far our profession has grown and paved the way for the betterment of animals' lives and happiness, as well as improving public health issues. It is an honor for me to be a part of this advisory board to offer additional education and opportunities to grow in our profession.”

Social Media Coordinator Cassidy Ryman

Lisa Powell DVM, DACVECC “I have had the privilege of working with a variety of animals in my career and my passion has allowed me to be involved in teaching veterinary students, interns, residents and other veterinarians. I continue to enjoy going to work every day to help critically ill dogs and cats, and love the client interactions as well. I am proud to be a part of this advisory board to help teach and spread my love for this profession to others in the veterinary community.”

Kathryn Primm, DVM, CVPM

Digital Media Evan Gummo

“Animals mean so much to the human condition. It is my privilege to make lives better every day! I cannot imagine myself in any other career.”

Director of Marketing & Client Relations James Severs Administrative / Marketing Assistant Karin Grottola

PETVET MAGAZINE

VETERINARIAN LIFE ADVICE

PETVET MAGAZINE

lifestyle

n the summer of 2020, I started working with a life coach during a period of severe professional burnout. We explored my personal and professional goals and talked about how I pictured my ideal career. I told her that I had felt my professional passions shifting. While I still enjoyed parts of clinical practice, I could see myself eventually going part-time in clinical work to make more time for my work as an author and speaker. However, that “eventually” ended up being a mere six months later…

While I wasn't quite sure how I would make everything work at the time, I made the move to part-time clinical practice and started my own LLC in early 2021, through which I provide freelance speaking and writing services to veterinary conferences, schools, magazines, blogs and more. For me, entrepreneurship provided me with more time to invest in self-care and an opportunity to save my passion for clinical veterinary medicine by diversifying my career and utilizing my professional skills outside of the clinic. I am happier when I'm in the clinic because I have multiple professional goals to work toward, and I have more time for my family because I've created a career with flexibility. But the journey has not been without challenges. And through those challenges, I've learned just how important boundaries are to success and maintaining the mental health and self-care practices that I have worked hard to prioritize.

Identifying The Pressures Entrepreneurship has presented many new pressures—both internal and external. In response, I have often found myself in situations where I am overcommitting or overworking to try to maximize success. Understanding what drives me to make those choices has helped me to determine ways to

By Kate Boatright, VMD

PETVET MAGAZINE

Setting firm boundaries is essential to maximizing productivity and maintaining the balance that drives so many to pursue entrepreneurship. It will take time to get it right; some boundaries may be too rigid and others too loose. better protect my time and energy. First, entrepreneurship comes with financial pressures. And particularly early on in the business, there is uncertainty when it comes to income. This, combined with initial investments and startup costs, can create significant financial pressure—especially for a young professional who still carries a large student loan debt. When starting a business, it’s best to have a plan that allows you a financial buffer. And it’s also important to realize that you might be a bit uncomfortable for a while. I've learned the hard way that working until I'm exhausted just to take on one more project and earn a few extra dollars isn't worth the stress and exhaustion in the end. Additionally, being my own boss has created new freedom in my schedule; no one tells me when to start work, but no one tells me when to stop either. If I want to sleep in on a writing day, that's fine. If I want to stay up until 2 AM writing, the only person who suffers is me when the toddler wake-up call comes at 7 AM. It can be tempting to keep working past when I planned to if I'm having a productive day, or to put off a project until later when I'm just not motivated, but there are consequences relating to the time I have for myself and my family, or how mentally present I am during these times. Finally, there is a deep internal pressure to succeed. I am proud of what I've built and the projects I produce, and I don't want to see my business fail. When I am feeling particularly vulnerable about my success, I try to step back and consider the many things I have achieved so far; the number of articles I've written, the income I've generated and the conferences I've traveled to. While taking some

time to be grateful for what I've done so far does help, I still must recognize when it is my fear of failure driving me to take on extra projects that overextend me.

Setting Boundaries Setting firm boundaries is essential to maximizing productivity and maintaining the balance that drives so many to pursue entrepreneurship. It will take time to get it right; some boundaries may be too rigid and others too loose. Adjustments will need to come with time. My boundaries around the type and number of projects I take on have shifted as work has become more plentiful and my interests have narrowed. The first step in successfully setting boundaries is identifying where they are needed. Consider your scheduled time to work, the number of clients or projects you will take on at a time, the type of clients you will accept, the type of businesses or people you will collaborate with and what your financial goals are. Good boundaries not only protect your individual time and energy, but also protect your brand, values and goals. For me, setting financial boundaries has been the easiest to do. Using my personal and business financial goals, I have determined the amounts I am willing to spend and minimum fees for projects. Even though they were easy to set, they aren’t always easy to enforce. I’ve gotten more comfortable with the discomfort of naming a fee and waiting to see how the other party will respond—sometimes I negotiate, other times I decline. I have found it harder to define clear boundaries around my time and energy, but these are the most important assets to protect if you want to find a healthy integration between your personal and PETVET MAGAZINE

professional life. When I teach personal boundaries during one of my lectures on wellness for veterinary professionals, I remind attendees that they are more than a veterinary professional…And I am more than a veterinarian and an entrepreneur. I have an identity outside of my work as a daughter, mother, wife and friend. I must remember that I am a human being. My time and energy are not unlimited so I must work hard to protect them, whether it is from the stress of being a veterinarian in the clinic or the stress of being a business owner. While entrepreneurship can be exciting and invigorating, any professional pursuit can lead to burnout if we are not careful. Use boundaries to maximize

Outsourcing some tasks can also help to uphold boundaries. A friend once told me, “You either have the time to do something yourself, or you have the money to pay someone else to do it for you.” I’ve fallen back on this advice many times. your productivity and create a client or project list that gives you energy instead of draining it. Here are some questions to consider when setting up your schedule and the number of projects you will take on: • When do you find yourself being most productive during the day? • When you are working, how long until you find your energy or interest waning? • What are your priorities outside of work and when do you need to be available for them? • Looking at your last week or month of work, how did you feel? • Do you find yourself feeling resentful about certain tasks or projects you are working on?

Sticking to Your Boundaries Utilizing tools and having a plan to help you stick to your boundaries is essential. I often use productivity apps on my phone to help keep me focused

when I am working. These apps can also remind me when it is time to take a break. When creating my schedule, I enter family and social events in my calendar first. I schedule time for myself and the activities that help me recharge, then I see how much time is left for work. Outsourcing some tasks can also help to uphold boundaries. A friend once told me, “You either have the time to do something yourself, or you have the money to pay someone else to do it for you.” I've fallen back on this advice many times. When it comes to my business, I regularly evaluate the tasks I need to do in order to continue to succeed and grow. I consider which tasks I enjoy, like writing content for my social media, and which I find tedious, like updating my website. Over time, I have taken the least desirable tasks and invested some money in hiring someone else to do them, or at least found software to make

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the tasks more efficient.

Advice for Future Entrepreneurs Setting boundaries is hard, but sticking to them and asking others to respect them can be even harder. As a young entrepreneur, it is scary to say “no” to an opportunity—especially if it comes with a paycheck. But if that opportunity requires you to defy your boundaries, it's probably not worth the cost of your time, energy, integrity or mental health. Not every client, collaborator or project is the right fit. Saying “no” to something or someone now could mean you have time to say “yes” to something even better later. Setting and upholding boundaries around your time and energy will be what keeps you in the game for the long term. As Brené Brown once said, “Daring to set boundaries is about having the courage to love ourselves even when we risk disappointing others.”  Dr. Kate Boatright is a 2013 graduate of the University of Pennsylvania. She currently works as a part-time small animal general practitioner and freelance speaker and author in western Pennsylvania. Her clinical interests include feline medicine, surgery, internal medicine and emergency. Dr. Boatright is passionate about mentorship and wants to see the veterinary profession move toward a more positive and sustainable future. Outside of the clinic, she is active in the AVMA, and her state and local VMAs. In 2011, she served as the VBMA National Vice President and was a founding member of the VBMA Alumni Committee.

BEST PRACTICES

PLANNING AN

Expansion?

ASK YOURSELF THESE 7 QUESTIONS

ongratulations! All your planning and hard work have paid off. Your schedule is full, the surgical suite is booked for weeks and online referrals are superlative; however, your reception area is crowded, your team members are sharing lockers and you desperately need more exam rooms.

For many practice owners, the pride of success is tempered by realizing that you have outgrown your current location. What you do next can be the deciding factor between many more profitable years and “should have, would have” regrets. Here are seven questions you should be asking before taking the next step to expansion:

Is it Time to Expand?

Your business plan is the best guide for determining the viability of an expansion. But despite your best-laid plan, things can change fast…a local veterinarian may retire, referring all their patients to you; an upscale, pet-friendly townhouse complex may open across the street; or a building you drive by every day and consider the perfect location is suddenly available for lease. Many factors can influence the decision to renovate to expand your current space or move to a larger facility. Having confidence that you are making the right choice requires extensive due diligence and an open mind.

By Frank Chapman

PETVET MAGAZINE

Should I Stay or Should I Go?

Similar to the couples on HGTV's Love It or List It, you may find yourself deciding between expanding your current space to meet your changing needs and seeking an entirely new location. Like the conflicted homeowners on the popular show, you will want professional guidance to help you resolve this dilemma. Start by researching general contractors who have experience with similar projects.

You may be surprised when comparing the limitations of leased space and the costs to make it work for your practice to the expense of building the perfect new space configured to your current needs and plans for the future. Specialization is crucial. Talk to your colleagues who have chosen to renovate or build new veterinary practices, animal hospitals or surgical centers. Who did they use? What was their experience? Would they wholeheartedly refer you to their general contractor? Ask them why or why not. Interview several potential contractors and be prepared to ask hard questions.

Is It a Match?

The best outcomes result from working with partners you trust. You will want a general contractor (GC) and their team to be excellent communicators and honest when confronting any problems that may arise. Engage the firms competing for your job on a range of qualifications, including their experience, history, industry knowledge, reputation, financial stability, management style, team building, corporate culture, subcontractor relations, safety record and diversity policy. Your priorities may differ, but the answers to each will impact the quality of your experience. Your GC may recommend an architect, interior designer or perhaps even a landscaper with whom they have collaborated on previous projects. If you already have relationships with these professionals, you will want your GC to work cooperatively with them while having overall management responsibility for the project.

Should I Lease or Own?

Determining whether to lease an existing space or build to own is a decision that requires extensive discussion with your partners, financial advisors, commercial realtors and potential landlord(s). Both scenarios will involve distinctive pros and cons.

One widely held misperception is that moving your practice into a leased space is always less expensive than investing in a stand-alone, new building. You may be surprised when comparing the limitations of leased space and the costs to make it work for your practice to the expense of building the perfect new space configured to your current needs and plans for the future. If you choose to build, you might want to include unfinished suites for tenants, creating a new revenue stream.

What Other Factors Do I Need to Consider?

As a growing practice, you will have plenty of data on where your clients are coming from, your most popular services and your most profitable procedures. In addition to analyzing marketing information, an informed decision requires an assessment of variables like local space availability, cost,

future growth, staffing and long-term practice goals. Is the space you are considering configured to accommodate your practice’s mechanical systems and advanced technological requirements? Will significant renovation be necessary to accommodate your need for a surgical suite, radiology, ultrasound, onsite lab or outdoor exercise area? Your GC is the best resource for determining how the costs of renovating your current space or a different location compare to creating a new building.

How Involved Should I Be?

Once you have selected your GC and determined whether you will renovate or build based on their feasibility assessment, you must decide how involved you want to be in the project’s day-to-day operations. Inarguably, your time is best spent caring for your patients and running

your practice. The amount of time you plan to spend onsite should be based on your preferences and schedule. Ask your project manager how often they think you should visit and which milestones in the process require your physical presence. Let them know how you prefer to communicate (by text, phone or email) and how frequently you want them to send you updates. Be prepared for setbacks that may impact your schedule or budget. Extreme weather, supply chain problems and new regulations can create unforeseen interruptions. Even the most minor changes can have far-reaching consequences. Flexibility,

patience, and trust that your GC is doing all they can to complete your project on time and on budget will make any hiccups easier to overcome.

How Should I Market My Expansion?

Your expansion is good news for your brand and your GC’s. Work with them to announce the new project. Ask them to send you photos or videos of their progress and post these to your social media pages or website. Also consider sending email blasts to your contact list at significant milestones like groundbreaking, the foundation laid,

roof installation and interior completed. In addition, highlight the technological advances you will be adding. You are growing because of the loyalty of your pet owners. Let them know about your new building or renovations and your investment to improve their experience at your practice. Onsite “Under Construction” signs are a great way of identifying the new location. Consider collaborating with your GC on a ribbon-cutting event sponsored by your Chamber of Commerce to create awareness and positive public relations for both of you. 

Frank Chapman, Vice President of Medical Construction, Davie Construction Co., offers a specific focus on the construction needs of veterinarians building or expanding their practices, animal hospitals, and surgical centers, providing a turnkey solution. He brings over 30 years of industry experience to his leadership position at Davie Construction Co., holding contractor licenses in both commercial and residential construction since 1991. He has managed the full construction process for hundreds of DVM clients located across the nation with project scope ranging from helping secure financing to guiding location selection, directing all design and building operations and coordinating schedules with vendors. He can be contacted at Fchapman@davieconstruction.com

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BEST PRACTICES

taking THE

plunge

Important Considerations for Opening Your Own Practice By Russell Miller, DVM

lot has been written about starting veterinary practices. However, in the changing veterinary business climate, with emerging issues like the high cost of construction materials, a highly competitive job market, advancements in IT and AI, and the growing cost of both medical and office supplies, the idea of starting a veterinary practice can quickly becoming a daunting venture. But, daunting does not mean insurmountable; in fact, it can create opportunity. Here are some important areas to consider if you’re planning to open a practice in today’s veterinary landscape:

Create an authentic business model and plan If starting a business is like a journey, the business model is the route on a map and the business plan is the step-bystep directions on how we get there. A veterinary practice’s business model focuses on the basic mechanics of who the practice will serve, what services will be offered, and what key resources and activities are needed to bring their unique value proposition to life. The business plan generally includes an executive summary, company description, market analysis, organizational structure (staff and management), details on the services being offered, planned marketing,

funding requirements and financial projections. Within these sections, there are important nuances in how the business model actually comes together that allows you to explain the viability of your business to potential lenders and investors. For instance, when doing a market analysis, you may find that certain services or specialties are lacking in the area. Providing these much-needed services can help a practice stand apart, create a niche clientele and eventually become recognized as a go-to resource in the region. This impacts the services offered in your business model and thus drives funding, talent, equipment and marketing needs. As we know, there is a shortage of veterinarians and clinics to meet the demand from the growing number of pet owners. This is a nationwide issue and encompasses general practitioners and specialists alike. The key here is to understand what’s missing in the community and build a business model that can fill the void with services that make the needed impact on pet and human lives.

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Location, location, location Determining an ideal location starts with having the intel and data that will enable you to make the best possible decisions. You want to find an area where your services are most desired. This means looking at

areas where pets and their humans reside, where the nearest veterinary provider is located and how many competitors there are in close proximity. There are several location-based marketing strategies that are also important to review which will help sustain a practice’s fiscal wellbeing well into the future. First look at demographic shifts in the community (i.e., who is moving into the area and leaving, and whether those moving in will be likely to need our services five and 10 years down the line). It also requires looking at what complementary businesses are in the area to generate referrals, if and when needed. These might include realtors, pet daycare and boarding facilities (if you’re not offering this), dog trainers, groomers and other possible referral exchange sources. Once the area has been narrowed down, the next step is finding the physical location that meets your needs. Leasing and buying both have their pros and cons. In a start-up situation— especially with higher construction costs—the amount of square footage you take on in the project can dramatically affect the finances, both from up-front build-out costs and ongoing cash flow for utilities or rent. You need a location that is going to be affordable enough to get you through the early ramp-up years as your business grows, but then will still meet your needs for the next 5-10 years as your business matures and can continue to grow comfortably. Other considerations such as zoning, signage, parking, access, privacy, etc. can quickly make or break a location’s viability as well. Generally, parking for clients and team members is crucial unless you are in a very high-density pedestrian community. Finding easy-access, highly visible locations that also have safe traffic patterns in front of the clinic for pets can be a challenge. Another consideration is access for deliveries of pet food and supplies. And don’t forget about finding neighbors who are amenable to having a veterinary clinic next door.

Fund it right Securing the proper funding—both the terms and dollar amounts to meet your needs—is key. However, that is much easier said than done with today’s rising costs…from construction and talent to supplies. The numbers can be much scarier than start-up budgets from just a few years ago. Capital requirements not only include the cost of the buildout, but also operational costs during the ramp-up period to sustain your operational needs before, during and after opening. The structure of the terms can delay or accelerate profitability, so securing the best partner, bank or investor is critical. The question I asked myself was, “Does this group really want me to succeed, and do we all have skin in the game?” In this and many other key areas, I knew I had to get it right from the start.

I looked at various funding options and partners, which I learned can mitigate risk while providing resources to maintain, manage and grow the business.

Build your practice and your team Of course, when we think about “building a practice,” building the physical space out is top of mind. But in reality, the practice is more than the space; building the practice also means building the team of people who bring it to life. This means creating everything—a team, benchmarks and goals, a marketing program and a positive culture. Of these, our team members top the list. Without them, our patients will not be taken care of. Thus, creating a great culture is paramount. When it comes to developing our team, the most important lesson I’ve

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learned is to have humility and work at understanding and acknowledging everyone’s weaknesses, strengths, challenges and potential. This is vital in the new veterinary practice reality where people are wearing more and more hats and are spread thin. Our culture has helped us support one another, facilitate learning and help the practice grow. And this is not just for our staff and managers…it starts with me. If I cannot admit where I fall short, it is a domino effect, impacting patients, team members and the practice as a whole. If I’m not forthright, others, too, will find it difficult to admit when they’re wrong, where they made an error or what they may not yet know. On the contrary, when I can admit my shortcomings, it opens the door for people to do the same and support one another. We also need to establish clear and open lines of communication, dealing with each staff member transparently and authentically. We believe in equality and belonging, and that every team member is critical to our success. We encourage ingenuity and creativity. We don’t make each other wrong for our weaknesses. We help people develop or we fill the gaps with other team members who may be better suited for particular tasks.

From veterinarian to small business owner When I went to veterinary school, we had only one course available for learning the business of veterinary medicine. With this being the case in most veterinary schools, for those of us who want to be owners, how do we learn finance, marketing, payroll, accounts payable and receivable, reporting, human resources and all other operational essentials? If you do not have a partner or team to help you setup all your systems and processes and continue to provide support, I recommend getting mentors in each of the areas I mentioned, taking online classes, and building a team around you that can fill the gaps and make you stronger. Owning my own practice was always my dream. One national survey found that a significant percentage of veterinarians will likely retire within the next 15 years,1 meaning that there will be many more opportunities in the marketplace for the next generation of veterinary owners to start a practice to serve pet owners. In my experience, ownership is possible and worth the investment in time and sweat. The good news is that there are people and resources available to help you achieve your dream. 

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References: 1. Census Of Veterinarians Finds Trends With Shortages, Practice Ownership. (2019, June, 26). AVMA. https://www.avma.org/javmanews/2019-07-15/census-veterinariansfinds-trends-shortages-practice-ownership As Managing Owner of VO Vets in Fort Worth, Texas, and ER and GP Veterinarian at Suveto, Dr. Russell Miller, DVM provides compassionate and friendly pet care. His primary focus is to reduce stress among pets, pet parents, and his team. A graduate of Purdue University, Dr. Miller has wanted to own a veterinary practice from the time he attended vet school. Before partnering with Suveto and opening the VO Vets practice, he worked as an ER veterinarian at LeadER Animal Specialty in Cooper City, Florida and as an ER and GP vet at Woodland Animal Hospital in Locust Grove, Georgia.

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INDUSTRY NEWS

By Andre Teixeira, DVM, Ph.D. Photos by Jaguar Health

ecent advancements in canine chemotherapy have turned what used to be a terminal cancer diagnosis into viable treatment paths for veterinarians and a glimmer of hope for pet owners. In the unfortunate instances when the chemotherapy takes more of a toll on the dog’s health than the cancer itself, and treatment has to be paused or stopped, other options are available to you. These treatment tips from experts in the world of veterinary oncology can help you 18

combat adverse effects to keep your patients on their chemo regimens and hopefully bring them back to full health as soon as possible.

Chemotherapy Outlook Adverse reactions to chemotherapy are common. Eighty percent of dogs undergoing treatment experience at least one side effect and 32% suffer from serious reactions. Specific symptoms usually depend on the drug being used and how aggressive the treatment PETVET MAGAZINE

is, along with the age and health of the dog. While most side effects are mild and require only monitoring or light treatment, some can be life threatening and result in hospitalization, and possibly an end to the cancer regimen. Not only is this devastating to the patient’s recovery outlook, but having to rescue the dog from a severe episode can be both financially and emotionally draining for your clients. Your goal as the oncologist is to keep the dog on its chemo treatment until recovery with as little discomfort as possible. Chemotherapy-induced side effects can be a massive detriment to this goal, but there are treatments that allow you to manage these issues, improving the dog’s overall health and chance at beating cancer. Here are the three main areas where adverse effects of chemo can occur and advice on how to get ahead of disruptive symptoms.

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80% of dogs undergoing treatment and experience at least one side effect Alopecia Hair loss may be the least dangerous to a dog’s health of the three main chemo-induced health issues, but witnessing a pet’s hair thinning or coming out can be jarring to the pet’s owners. Alerting clients to the possibility that their dog may lose whiskers or even parts of their coat will ease the shock if alopecia becomes noticeable. Unlike other side effects, coat thinning is relatively breed-specific, hitting hardest in dogs with hair such as Poodles and Schnauzers. Vets should keep this in mind when talking about effects of chemo with clients and take extra care to bring up the topic to owners of dogs with this type of hair. Treating hair loss brought on by chemo in dogs is fairly straightforward.

PETVET MAGAZINE

32% suffer from

serious reactions

Regardless of the severity of the thinning, the dog will likely need a haircut to even out its coat. If shedding or patching are bad enough to impact the aesthetic or cause discomfort for your clients, shaving may be the best option. Ultimately, the decision is up to the owner, but you can help by keeping an eye on the hair-loss progression and advising owners in the best interest of the dog.

Bone Marrow Suppression Since bone marrow is the body’s “factory” for new blood cells that grow at a similar speed to cancer, it is often targeted by chemo drugs that cannot distinguish cancerous from noncancerous rapidly growing cells. According to Michael K. Guy, DVM,

MS, Ph.D., “Complete blood cell counts should be performed early and often after chemotherapy treatment has begun to monitor for myelosuppressive effects. A mild decline in both white and red blood cells is expected after beginning chemo and likely will not require treatment.” In any case, Guy emphasizes that monitoring is the most important step to take in keeping blood cells at a healthy amount. It is recommended that veterinary oncologists include testing as a regular part of the treatment plan. Guy encourages vets to prescribe antibiotics as a boost to the immune system if white blood cell counts begin to dip. If red blood cell levels are looking low, the patient may require a blood transfusion to prevent more serious issues and potential hospitalization.

Digestive Issues Gastrointestinal problems are the most common side effects to chemotherapy in dogs. These issues are caused by chemotherapy’s disruption to the balance of chloride ions and fluid in a dog’s intestines, causing discomfort and a variety of issues ranging from anorexia to vomiting and chemotherapy-induced diarrhea (CID). As with blood cell counts, the most important step in managing digestive issues caused by chemotherapy is monitoring. Cooperation between vets and owners and open communication about patterns in appetite and stool are critical. If an owner mentions that their dog is experiencing a decrease in appetite, encourage them to pursue new options in making the dog’s food more appealing. VCA Animal Hospitals recommend heating food to body temperature in the microwave or enhancing the dog’s diet with low-sodium broth or home-cooked alternatives. Appetite stimulants are available to prescribe, and you should consider this option in cases where the problem persists. Since the animal is already weakened by cancer and chemotherapy treatment, anorexia can quickly turn dangerous and require hospitalization. In drastic

situations, a dog may require a feeding tube or IV to avoid starvation. Vomiting and CID are both common and important to stay on top of as both symptoms can lead to potentially deadly dehydration and halt the chemo regimen. There are effective anti-emetic (anti-vomiting) medications that are fast-acting and crucial for certain chemotherapy protocols. Vomiting can happen quickly after the chemotherapy dosing starts, but sometimes dogs need to be on anti-emetics even at the time of chemo treatment to be sure it can occur without the dog having a reaction. Keep track of a dog’s history of nausea and reactions to medication and decide if providing anti-nausea medication before chemo would be the best option. Unlike vomiting, which happens immediately, CID can occur hours or days following a chemo dose. Owners will need to monitor their pets and make sure that if the dog is exhibiting CID, the animal is drinking extra water to compensate.

You can also prescribe a new plant-based medication with the active ingredient crofelemer that normalizes fluid influx in the GI tract. Both methods are great steps to diminish likelihood of a trip to the hospital for rehydration via IV. Improving a dog’s health after a cancer diagnosis is a constant battle for both you and the owner. Even the best possible treatment plan can cause adverse symptoms. However, having a solid plan that involves treating both the cancer and any potential side effects can save money, stress and, in many cases, a dog’s life. Andre Teixeira, DVM, Ph.D., received his DVM degree in 2009 and then his Ph.D. degree in Animal Science. He joined Jaguar Health’s team in June 2017, bringing over 5 years of experience in animal pharmaceutical development. He now serves as the Sr. Director of Animal Health and is responsible for the development of animal health clinical studies, protocols and publications.

BUSINESS TRENDS

By Daniel Eisenstadt

The veterinary profession was not immune to change during the pandemic—and it won’t be as we come out of it, either. Many veterinary practices have undergone drastic changes over the last few years, and we’re still seeing it all play out in real-time.

or one, the trend toward larger corporate veterinary hospitals will continue to put further pressure on smaller independent practices. Increasingly, younger pet owners seek the same conveniences in their veterinary choices as they experience in other aspects of their lives.

Meanwhile, we’re still seeing an arms race for talent. Veterinary practices aren’t just trying to attract and retain clients, they’re trying to attract and retain veterinarians and technicians, too. Those practice owners with business acumen are seeing this and are making changes accordingly; others are running out of time to move their practice into the future. Here are five major trends that are impacting veterinary facilities and their overall real estate:

1. Ease of access reshapes property needs. Like many other medical facilities, 22

the veterinary office changed a lot to meet virus-related protocols. There were increases in curbside drop-offs, mobile offices and telehealth appointments, and many pet owners appreciated the ease of access these services provided. These trends aren’t going anywhere now that virus mitigation efforts are dwindling. Many pet owners are going to expect the same conveniences, and it will have a real impact on how many veterinary practices think about their parking lots and, in turn, their real estate. Will you need to add more parking spaces? Should your parking lot be designed in a way that lends itself to curbside pickups and drop-offs? These are real considerations many office owners are thinking about today, and it will have an impact on the industry into the future. PETVET MAGAZINE

2. Office design gains a greater purpose. The homey, converted house that has long been a staple in veterinary medicine and other medical practices has seen a significant drop. Once viewed as the standard, these cottage-style facilities no longer meet the needs of today’s veterinarians or their clients. Instead, veterinary real estate owners are looking for spaces that are thoughtfully designed to optimize flow and enable growth. It’s no secret that the veterinary industry is facing a labor shortage.1 Vets are quickly burning out while trying to keep up with the increasing number of pets and appointments, which spiked during the pandemic.2 To help make their jobs easier, working in an office that is well-laid-out, has the necessary space and allows to efficiently care for clients is crucial. This change in design also makes

attracting and retaining talent easier since veterinarians and technicians don’t love being forced to work in tight quarters. Giving them larger, cleaner and more modern facilities keeps morale elevated in a profession that is already stressful, and is only becoming more so due to workloads. This focus on purposeful design is also forward-looking. Working in larger, more open spaces allows your practice to prepare for growth. More pets in homes and more American pet owners working from home will also mean an increase in visits to the veterinarian.

facilities to expand and better situate themselves for growth. We’re seeing an increase in these relocations—from shopping centers to freestanding facilities—in order for practices to take advantage of some of the aforementioned benefits. We’re also seeing an increase in renovations to existing veterinary practices. Given the labor market, these relocations and renovations are also an effort to keep staff. It used to be that practitioners were nervous about losing clients if they moved locations; now, they’re more worried about losing talent to other facilities.

3. Practices are building from scratch around new trends.

5. Interest rates are climbing.

The last few years have seen an increased focus from corporate veterinary owners launching new practices. This has resulted in retrofitting of existing buildings and ground-up construction to house newly created veterinary practices and hospitals. Well-established corporate veterinary groups are designing new veterinary offices with more purpose, thereby changing the way we think about the veterinary facility. These facilities, with modern amenities and well-intentioned buildouts, are becoming trendsetters in their specific markets. They impact the way other veterinary practices in the region think about hospital design. In fact, many corporate groups were already focused on purposeful renovations and new office buildouts, but the increasing focus on growth through new practice creation has amplified the concentration on design.

4. Relocations and renovations continue (with a twist). Twenty or 30 years ago, a veterinary practice may have started in a strip mall and stayed at the same location for years. Nowadays, smaller practices are recognizing that these strip-mall storefronts may not fit their business needs, and many are ditching those

You can’t write a real estate story right now without mentioning a jump in interest rates. Rapidly rising inflation is being combatted, in part, with The Federal Reserve elevating interest rates.3 The question now is, when will rising rates affect cap rates and the overall value of real estate? Typically, when rates go up, value eventually comes down. We’re already starting to see an increase in the desire to sell as a result.

So, what does the future look like? The veterinary real estate space has undergone a lot of change over the last few years, and we will continue to see the impacts into the future. Here are a few things to watch out for: • We’re going to continue to see larger groups of general practices in those more purposefully built buildings that are seeing an increase in clients (with satellite locations, too). • Expect to see growth in specialty emergency hospital facilities. There is a real sense that many major metro areas in the U.S. lack sufficient specialty emergency veterinary hospitals. • Practices in those old, converted homes are not likely to be able to recruit and retain veterinarians and technicians as well as the PETVET MAGAZINE

more modern facilities. • Similarly, while strip-mall practices may work in certain metro areas, they are not likely to be as successful as other freestanding locations. • Innovation (telemedicine, mobile house calls, etc.) will continue to put pressure on smaller practices. 

References: 1. The Looming Vet Tech Shortage: Yes, It Could Get Worse. (2022, March, 11). AAHA. https://www.aaha.org/publications/ newstat/articles/2022-03/the-looming-techshortage-yes-it-could-get-worse/ 2. New ASPCA Survey Shows Overwhelming Majority of Dogs and Cats Acquired During the Pandemic Are Still in Their Homes. (2021, May, 26). ASPCA. https://www.aspca.org/about-us/ press-releases/new-aspca-survey-showsoverwhelming-majority-dogs-and-catsacquired-during 3. Nations Move To Tackle Inflation, Increasing Risk To Global Economy. (2022, May, 13). Washington Post. https://www. washingtonpost.com/business/2022/05/13/ federal-reserve-global-economy/ Daniel Eisenstadt is the Founder and CEO of Terravet Real Estate Solutions. Terravet Real Estate Solutions is an internally managed real estate group that owns and manages veterinary properties and certain other healthcare properties across the United States. Terravet owns approximately 1,000,000 square feet of veterinary and healthcare real estate located in 31 states. Terravet partners with strong veterinary and healthcare operators and provides flexible solutions including sale-leasebacks, joint ventures, and renovation and expansion programs. The Terravet team is comprised of real estate, finance, and operating professionals and brings decades of expertise to the transactions it leads. 23

petvet profile

SAVING LIVES

WORLDWIDE By Jen Phillips April

hen veterinarian Katherine Polak, DVM, MPH, MS, DACVPM, DABVP, went to Bangkok to help stray dogs after flooding, she didn't think she'd still be there nearly a decade later. But once there, she saw a tremendous opportunity in animal welfare.

“What keeps me in Asia is the exciting progress. The love people have for their pets is universal,” she shares. Dr. Polak's focus on shelter medicine came after a stint in an Iowan-based shelter. “When in veterinary school, I did some work with a local shelter and was shocked at the euthanasia rate,” she continues. “That's when I decided to go into shelter medicine.” Now, Dr. Polak is a pioneering force in ending the Southeast Asian dog and cat meat trade. “When I arrived, I didn't know anything about the dog and cat meat trade. I kind of feel I went from double-boarded veterinarian specialist

Photos by FOUR PAWS 24

PETVET MAGAZINE

to ‘dog meat lady,’” she jokes. Dr. Polak also teaches a course at The University of Florida on international shelter medicine, which is part of an online certificate program open to anyone in animal welfare, not only veterinarians. “I think a lot of veterinarians aren't aware of the challenges facing animals abroad. Spay/neuter is often pursued as a knee-jerk reaction to stray animal overpopulation,” she continues, “but that's only part of the solution. We have to also focus on changing human behavior.” In addition, Dr. Polak is currently the Head of Stray Animal Care, Southeast Asia of FOUR PAWS, an international animal welfare organization in 15 countries. In her role with FOUR PAWS, her team focuses on local partnerships to build knowledge and skills. For example, FOUR PAWS established a Southeast Asian Partnership Program with local charities throughout the region, providing funding and training. “In much of the region, local veterinary training is poor. Curriculums focus mostly on livestock, like cows, for example. Local vets may not have much experience with dogs and cats,” she says. As a result of recognizing this need, FOUR PAWS helps with veterinary training through their partner programs in countries such as Cambodia, Indonesia and Vietnam. The FOUR PAWS team works with local organizations to help them develop their veterinary skills PETVET MAGAZINE

Dr. Polak is currently the Head of Stray Animal Care, Southeast Asia of FOUR PAWS, an international animal welfare organization in 15 countries. and animal welfare capabilities in order to build skills and have agency. “Pre-pandemic, I frequently traveled across Southeast Asia, facilitating trainings and workshops. Whenever possible, I want to be on the ground supporting our teams and partners. It's much different now with the pandemic,” Dr. Polak continues. “While we can't travel much, our local teams are addressing animals in need. The animal welfare need has never been greater due to the pandemic. Some programs focus on feeding stray animals in places such as Bali. We just launched a mobile vet ambulance in India. And we have a ‘Cats Matter’ program in Vietnam that focuses 25

“A big part of the work I do is to try to end the dog and cat meat trade. Literally, millions of dogs and cats are stolen, trafficked, and killed every year for meat.” – Katherine Polak, DVM, MPH, MS, DACVPM, DABVP

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on cat rescue.” When she discovered the cat meat trade in Vietnam, Dr. Polak started working to save those animals and end this practice. FOUR PAWS uncovered an entire economic system that ran deep… “A big part of the work I do is to try to end the dog and cat meat trade. Literally, millions of dogs and cats are stolen, trafficked, and killed every year for meat,” Dr. Polak continues. “Pet owners were calling, saying their animals were stolen or poisoned. We launched a campaign internationally to stop the trade and support governments. We asked, ‘How can we address these issues in a supportive way?’ And what we discovered was astounding. “We started investigating. We knew dogs were going missing. We knew there were some dog meat restaurants. But we had no idea of the scale. The restaurants would tell us about their suppliers. The suppliers told us about the slaughterhouses, and they told us about the holding pens. There were nationwide networks in Cambodia and Vietnam. Some of the trucks transporting animals to PETVET MAGAZINE

slaughter had up to 1,000 dogs. Five million dogs a year in Vietnam go missing. We were floored,” she shares. As the team started working out the sources and what to do next, they received another call… “Last June, we got a call from the Siem Reap Provincial Department of Agriculture. A year before, they had passed a ban on the dog meat trade after we presented our investigation findings to them,” Dr. Polak continues. “They were shocked and hadn't realized the extent of the trade. On this Sunday morning, the local police intercepted a truck with 61 dogs going to a slaughterhouse. They called us for help, and we had to find a property and quickly create a temporary shelter for the dogs.” As they uncovered this vast network, it became clear that the underlying problem was an economic one. Only a tiny percentage of people in Southeast Asia support this trade, and of the people involved, very few wanted to participate. There's a stigma associated with the dog and cat meat trade, and it's not socially acceptable across the region. “When we asked people if they wanted to do this, almost everyone would choose another opportunity. Yet, it's a profitable business. These are rural communities. These people aren't villains. They want to support their families,” she says. Working with local leaders, FOUR PAWS has been able to help some of these families find other means of income: “Each one is different, but we meet with the family and understand what they'd like to do instead. In one situation, we helped the family transition to operating a second-hand motorcycle shop. Another one we helped them get land to grow vegetables and rice. We also installed a deep water well so they could sell water. “When we did the official dog slaughterhouse closure and rescued the dogs on-site, the father cried and wished these dogs good luck. It was

touching,” Dr. Polak shares. “At the end of the day, it comes down to being a solid partner and providing support on the ground,” she continues. “Since 2019, we've had a lot of wins. We always start with asking, ‘What is the local impact?’ It turns out, all these governmental meetings, political lobbying, and grassroots efforts have worked. That makes us unique. We don't just talk about the issue. Instead, we have onthe-ground vet teams, and we're lending support to the governments. We also try to raise public awareness. Now, if you go to Vietnam, you'll see billboards against the dog and cat meat trade.” Dr. Polak says the dog and cat meat trade has other ramifications, too: “We also work closely with the tourism industry as the dog and cat meat trade is not good for either international reputation or tourism. In Vietnam, we are working with authorities in Hoi An, which is a famous UNESCO heritage site, to help make it the first dog and cat meat-free city in Vietnam.” It’s a huge win to close dog meat facilities. Yet, that creates a new problem… “What do you do with 2,000, 3,000, or 4,000 dogs when you've rescued them? The existing shelters are at capacity. We could do more rescue if we knew we could get them to new homes,” she states. At the time of this writing, the CDC's dog entry suspension is still in effect, banning the importation of animals from what it deems countries where rabies is a risk. “There was no warning,” Dr. Polak says. “At the time, I was in L.A. to oversee the arrival of dogs rescued from the dog meat trade in Cambodia. We had 15 dogs and nine cats going to L.A. for adoption. It's not that easy to import dogs into the U.S. You need permits and people to oversee the transportation. When animals make it through the import process but they're sick or the paperwork isn't right, the importer has to be responsible. Before the CDC ban, some rescue groups relied heavily on international adoptions for rehoming (up to 50%) of their dogs. The ban has had a

major impact on their work abroad.” In addition, the ban has led to decreased adoptions and shelter overcrowding, which also impacts the ability to conduct other lifesaving efforts like spay/ neuter. One way to reduce the number of stray animals is through free or low-cost sterilization clinics in communities that need it most. But what happens to that community when the veterinarians leave? When you work with local organizations and teach them, they can take ownership. Before her work at FOUR PAWS, Dr. Polak was the Medical Director of Soi Dog Foundation in Bangkok: “We launched a massive spay/neuter program. At the time, 600,000 dogs were roaming in Bangkok. We trained Thai vet teams on how to run a mobile spay/neuter clinic. Within a few months, we had four to six mobile teams sterilizing up to 5,000 dogs a month,” she shares. As you can see, Dr. Polak's work has made a profound impact. She's received multiple awards, including the 2021 Humanitarian Alumni of the Year from Iowa State University, 2020 American Humane Veterinarian of the Year and 2019 Association of Shelter Veterinarian's Veterinarian of the Year. She also sits on numerous veterinary and animal welfare boards, and is the author and co-editor of

DEAFENING DOGS

Field Manual for Small Animal Medicine, a textbook to facilitate veterinary practices in rural and underserved communities. 

For more information on FOUR PAWS, visit www.four-paws.org A web writer since 2005, Jen’s written over 1,000 articles on pet-related topics. She works with veterinarians and pet professionals around the world to help them attract and retain customers through effective content marketing practices. Passionate about both pets and digital marketing, you can find out more at jenphillipsapril.com. When not working with her fabulous clients, you can find her eating tacos and practicing her Spanish in her adopted home of the Riviera Maya.

CRUMBLING KENNELS

D OI AV THE PITFALLS CHAOTIC CLEAN UP

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SOGGY STRUCTURES DEFECTIVE DRAINAGE

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Current facility or new facility, this must-have book will help you craft a business that runs smoothly from the inside out! Features tons of color photos, helpful diagrams, blueprints, glossary of construction and design terms and so much more!

Another drain choice is using

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THE RAISED KENNEL SYSTEMS Another drain choice is using kennels that are raised off the floor. These have an integral floor of their own with a drain that connects to a horizontal drain pipe that runs in the space above the building floor, but below the raised kennel floor.

Building Framing

• Roof Framing 6) existing Vacuum.floor This drain pipe is routed to an Interiorthese Partition Framing drain in the room.•Because kennels have a EQUIPMENT RENTAL drain pipe below them, there is a step of about eight inches or so• off Crane the building floor up and into the kennel. If• a floor drain is available in Construction Fencing the room, this may be a good option for kennels • Job John in an existing building and for kennels in levels • Dumpster above grade. This is especially helpful when Scaffold renting a space as• these kennels may easily be moved. They are not permanently mounted to GENERAL CONTRACTOR the building, but are sitting on the floor. ELECTRICAL CONTRACTOR

7) Vacuum some more.

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Part 13: Cleaning Without Drains

103

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152

Boarding Kennels: The Design Process

TEAM MANAGEMENT

Veterinary Team

By Louise Dunn

f you are an experienced and wise gardener, you have planned and planted a wide variety of plants in your garden. Herbs, vegetables and flowers are all important components of a well-managed garden. And much like your garden, your veterinary practice has a wide variety of “plants,” too; your doctors, nurses/techs, customer service representatives and kennel attendants are all important components of a well-managed practice.

Now, humor me on this garden analogy... Some herbs are grown for medicinal purposes, similar to your doctors who provide medicinal services. Vegetables are for nutrition and support of good health like your nurses/techs support and care for the patients. Flowers add color, fragrance and pest control; your CSRs attract your clients, provide a welcoming environment and keep the chaos of appointments under control. (I did not want to call some clients “pests,” but you are free to label a few.) My point to this garden analogy is that the veterinary practice is comprised of many different “plants,” and you cannot manage all the plants the same. Each one has some special requirements for it to grow. Therefore, managing a garden means tending to each plant as an individual, and managing a veterinary practice means tending to each team member as an individual. Team management is so crucial that it must be a part of the practice's annual strategic planning (“SWOT” analysis). Managing this diverse and talented group is easiest if you follow these five steps: Recruit, Retain, Develop, Engage, Reward.

RECRUITING Recruiting is more than placing an ad and interviewing the respondents. An excellent recruiting

program means that there has been a lot of groundwork laid prior to starting a search, such as: 1. Having job descriptions that spell out what is expected for that position. 2. Conducting a “needs analysis” and determining what position you want to advertise and what skills you want the new hire to possess. 3. Developing behavior interview questions based on the job description and needs analysis. 4. Having an orientation and on-boarding program to get the new hire acclimated and performing as expected. Going through the planning stages listed above will save you time and money. It will ensure that you have identified the key skillsets needed for your practice, and have aligned these with the practice's strategic needs and the position you are advertising for.

RETENTION Team member retention should not be viewed as all take and no give. Experts in the Human Resource industry recommend conducting regular “stay interviews” with your team to see what aspects of the practice and the job keep them committed to the business. Retention is critical to the long-term success of the practice and can be accomplished by: 1. Establishing open communication (e.g., opendoor policy). 2. Involving team members in decision-making. (This will empower and give them opportunities to learn.) 3. Making the work environment enjoyable and positive (in addition to safe and productive). 4. Creating work/life balance (e.g., flexible work

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schedules, comp, benefits). 5. Conducting stay interviews. 6. Conducting exit interviews. Turnover is costly, but there are additional benefits associated with retaining team members that go beyond the calculated expense of turnovers. For example, retaining good team members will affect client satisfaction, the culture of the practice, team relations, and delivery of excellent care to every

patient and client.

DEVELOPMENT The development of a team member does not mean blindly giving development resources (AKA your CE Budget) for anything and everything. Instead, it means linking an individual's strengths and passions with the practice's needs. An individualized development plan consists of: 1. Assessing competency levels (skills,

3. 4. 5. 6.

knowledge, ability and attitude). Arranging opportunities for growth (continuing education, training, cross-training, project teams and job rotation). Setting up coaching or mentoring partnerships. Utilizing adult learning techniques. Keeping the development lifelong and self-directed. Connecting the individual's development plan to the needs of the practice.

Having a career development program in your practice will help your team grow and boost their engagement—and all of this links directly to your practice's financial performance.

ENGAGEMENT Engagement goes beyond retention and development. It is about a personal, emotional and motivational connection to the practice, not merely a job satisfaction rating, It includes: 1. Performance feedback. 2. Accountability. 3. Positive reinforcement and recognition. 4. Coaching and counseling. Engaged team members are on task and know their target. They are not just a warm body that has essentially “checked out” for the shift; they are energized and creating experiences for your clients while delivering exceptional medical care.

REWARD Whatever the choice of recognition or reward, it must be from you, the leader, and it must be face to face. Kouzes and Posner, authors of Encouraging the Heart: A Leader's Guide to Rewarding and Recognizing Others, outline seven steps important for an effective recognition program: 1. Set clear standards that speak of what is valued;

2. Expect the best, being aware of the Pygmalion effect (self-fulfilling prophecy); 3. Take time to walk around and look for those demonstrating the values and standards; 4. Personalize rewards to that individual recipient; 5. Tell a story about the value or exceptional standard, don't just say thanks; 6. Celebrate with the whole team, don't just hand out an award in private; 7. Set an example yourself.1 Let's look at some examples and considerations for the recognition program: Rewards should be personal. I enjoy reading, so a book on a subject I am interested in would be great. Gift cards to a store or restaurant are good, and you can make it even better if you send it to your team member's family with a personal note of praise for their family member so everyone can bask in the praise. Tell a story to the whole team about the exceptional team member. Let's say you have a team member who devotes a lot of time to a community service organization. Why not acknowledge that and recognize them for the effort during a team meeting? How many of our practices have a board where we hang “Thank You” cards from clients? Do we ever tell stories about that situation to let everyone know how we wowed the client? Do we post notes of praise from one member of the team to another? Recognition can be powerful. Maybe you can use your website, newsletter or Facebook page to praise a team member for their outstanding efforts. You can even reward someone by giving them more work! I have a friend who enjoys working with children just as much as she enjoys working with animals. She loved being given the “job” of educational liaison to the local schools; doing career day presentations,

science fairs and animal health fairs. The practice recognized her passion and paid her to take that passion to the community—a win-win for business and individual. Rewards and recognition are like sunshine; they help your team grow. Giving recognition for special efforts is a simple way to provide an explicit example of what is valued. Recognition, appropriately done, is a powerful motivator. It can show others what it means to go above and beyond. Comparing gardening to managing a practice is not such an odd analogy after all! You want your plants to grow and produce a good harvest just like you want the practice to grow and produce. And the only way the practice is going to grow is if the individual team members grow and produce. What do you do if your vegetables are withering or your flowers are brown? You look for causes—soil conditions, moisture, fertilizer, pests, weeds, etc. In most cases, you have a plan and keep an eye on these things to prevent a considerable loss before taking action. Managing your talent “plants” in the veterinary practice can be considered the same way. If you notice withering passion or lackluster performances, you look for causes. Some common factors in businesses that hamper talent growth and productivity include feeling stressed, having limited opportunities, feeling they aren't valued and experiencing long work hours. So why not have a plan to address these things before you suffer a huge loss? Pay attention to recruiting, retaining, developing, engaging and rewarding, and “harvest” the rewards of a high-performing team.

Louise Dunn is a renowned award-winning speaker, writer and consultant. She brings over 40 years of in-the-trenches experience and her business education to veterinary management. Louise is founder and CEO of Snowgoose Veterinary Management Consulting. SVMC works with veterinarians who want to develop a strategic plan that consistently produces results. Most recently Louise received many awards including the WVC Educator of the Year numerous times and VetPartner’s The Life Time achievement Award in January 2016. Besides all aspects of practice management and mentoring, Louise’s passions include her husband, Joel, her English mastiff Therapy dog, Zuri, her little sister, Annabelle, as well as kayaking, opera and New England Patriot’s football.

References: 1. Kouzes, J. M., & Posner, B. Z. (1999). Encouraging The Heart: A Leader's Guide to Rewarding and Recognizing Others, San Francisco, CA: Jossey-Bass. PETVET MAGAZINE

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Make a post on your social media page asking followers to share a favorite memory or photo of their pet who has crossed the Rainbow Bridge. It will help reassure clients that you care about their pets, even after they’re gone.

Destress and brush up on your

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at heart,

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you’ll want to check out Paws of Fury: The Legend of Hank. This animated film, which is loosely inspired by the 1974 comedy film Blazing Saddles, features a downon-his-luck hound that finds himself in a town full of cats who are in need of a hero.

out the 9 Check 6th annual ! September 27th & 28th in Portland, OR, gather with some of the most progressive thinkers to network and strategize for the future and reimagine the delivery of care through a more client-centered approach.

10 does your home have a signature

Just like your favorite spa or restaurant, that certain aroma in the air sets the tone. Having a favorite scent wafting around your own space will give you an escape and instant gratification as you walk into your home.

PETVET MAGAZINE

Dogs are deeply woven into the fabric of our society and families. As the canine solidifies his position as “man’s best friend”, it’s more important than ever for man to understand dog’s complex social language.

TH E

Decoding Canine So cial Dynami cs BY KHRIS BERRY & JOSH AARON

“Wow, this book goes into and explores the mind of canine behavior like I have not seen before. I found this hard to put down once I started to read it. Kudos on a great read!” — Joey Villani, The “Dogfather”

www.barkleighstore.com

Kage Kard Holder Sturdy aluminum card holder that keeps pet information where you need it!

3” x 5” Holds Run Kard 5” x 8” Holds Kenn-L-Kard Attaches easily to cages and crates Has holes for optional wall mounting Sturdy and doesn’t rattle! All-purpose hanger keeps leashes from getting misplaced or going home on the wrong dog

PRACTICALLY INDESTRUCTIBLE!

Barkleigh Productions, Inc. barkleigh.com • barkleighstore.com (717) 691-3388