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Client Expectations for Veterinary Care in the FutureDr. Mary Ann Vande Linde
Meeting the Expectations of Referring VeterinariansDr. Colin Burrows
Developing a Caseload: Balancing Veterinary Student and Residency Training
Dr. Deborah KochevarThe Future of Specialty PracticeDr. John Albers
The Veterinary Teaching Hospital as a Profit CenterDr. David Lee
Clinical Research in the Veterinary teaching HospitalDr. Amy Trettien
VTH Pressures and their Implications on the Function and Missions of the Hospital.
Client Expectations for Veterinary Care
in the Future
Mary Ann Vande Linde, DVM VMC, Inc.
Expectations of Veterinary Care in the Future
Complete medical services with preventative and well care as a priority.
A long term relationship with a practice that is supportive of their pet and who will be their advocate if treatment with a specialist necessary.
An office operation that is efficient and organized
Client Expectations of Veterinary Care in the Future
Want to be communicated to with respect, clarity, and consistency.
Explain things in terms the client can easily understand.
Exams to be conducted thoroughly and without a sense of rush.
Communications Model
Program to help define expectationsOutline to help define appropriate
methods of teaching communicationExamples of how communications
with our clients can be taught and structured.
Meeting the Expectations of
Referring Veterinarians
Colin BurrowsUniversity of Florida
Meeting Expectations………….
Why practitioners refer Why they do not What they expect What we expect Education and public relations Pitfalls and problems
What referring veterinarians expect
Knowledge about spectrum of services offered
Access - response to first phone call - referral liaison
No waiting Efficient communication from staff-return
phone call that day Protect the relationship 24 hour post discharge follow up with referral
letter Need to be kept in the loop – partnership
Additional Consideration
Model good referral process to students Educate Interns and Residents Build the PR base for the hospital Address communication problem areas Consider incentive plans Provide infrastructure in Staff and
technical support
Summary-referring veterinarians need:
Access Acknowledgement Respect Education Communication
Developing a Caseload: Balancing Veterinary Student, Intern and Resident Training
Deborah KochevarCummings School of Veterinary Medicine
Tufts University
Do students believe they must compete with others for learning experiences in the clinical year(s)?
Who is the competition?What factors affect the
competitive learning environment?
How can competition be managed?
What impedes effective management?
How can progress towards an improved clinical learning environment be measured?
Summary of Survey Findings
Competition of students with Int. and Res.
> with Interns High case load seems to moderate
competition Clinicians don’t identify competition Clinicians aren’t effective at
managing competition
Strategies to Address Competition
Management strategies – Define roles
Emphasize teaching to House officers Set benchmarks and objectives Provide alternative activities and
rotations.
Time pressures on hospital personnel
Poor communication skillsCase management prioritization
relative to learning objectives
What impedes effective management of Competition?
THE FUTURE OF SPECIALTY PRACTICE
JOHN W. ALBERS, DVMNovember 10, 2006
CURRENT STATE June 2006: ~700 “enterprises” Every specialty, every metropolitan area High level of medical and surgical care More convenient (and often better)
service Huge, multi-specialty facilities
– 25,000 – 58,000 sq. ft. Highly sophisticated technology
– MRI, Linear Accelerators, CT Scans
Current Trends in Finishing Specialist
Private Specialty practices will grow – Specialty colleges (Sm. Animal)
residents migrate to practice ACVO, ACVIM, ACVD, ACVECC > 50% finishing residents -> specialty
practice
Private Specialty Practices Will Grow
Specialty practice represents highest level of care
Current student training encourages referral
Pet owners expect specialty care Specialist in practice do well
economically Lenders willing to support specialist Continued growth for next 5 – 10 yrs.
The Veterinary Teaching Hospital as a Profit
CenterDavid E. Lee, DVM, MBA
Hospital DirectorVeterinary Medical CenterUniversity of Minnesota
The Profitable VTH
Nets some profit after paying…– Supplies– Labor expenses including clinician
salaries– Equipment expenses– Reinvestments (5%)
From service revenue
Economic and Related Issues Impacting VTH
Focus on Service – Esp. RDVM Improve communications infrastructure Improve feedback mechanisms Compartmentalize 3 part mission Service based incentives – balance
score card
Conducting Clinical Trials
Amy Trettien, DVMManager, Pfizer Companion Animal US
Veterinary Operations
Objectives
Overview of FDA CVM’s requirements on clinical study conduct
Use overview to understand a pharmaceutical company’s needs for investigators and study site selection
Focus will be on requirements of study site and not pharmaceutical company
Summarize with attributes defining an ideal study site
Clinical Efficacy Studies
CVM guidance in GCP– Is guidance and not law
Guidelines enacted for globalization of studies – US, EU, Japan
Detailed requirements on study conduct and data collection
Company SOP’s at a minimum reflect CVM guidance
Goal of GCP
Data collected to an international standard A study can be reconstructed after the fact
– Source data– Study personnel and their roles– Protocol deviations– Study drug reconciliation
Assure sponsor company does not influence data collection