VTH Pressures and their Implications on the Function and Missions of the Hospital.

1. Client Expectations for Veterinary Care in the FutureDr. Mary Ann Vande Linde Meeting the Expectations of Referring VeterinariansDr. Colin BurrowsDeveloping a Caseload:  Balancing Veterinary Student and Residency TrainingDr. Deborah KochevarThe Future of Specialty PracticeDr. John Albers The Veterinary Teaching Hospital as a Profit CenterDr. David LeeClinical Research in the Veterinary teaching HospitalDr. Amy Trettien VTH Pressures and their Implications on the Function and Missions of the Hospital.

2. Client Expectations for Veterinary Care in the Future Mary Ann Vande Linde, DVM VMC, Inc.mvandelinde@vmc-inc.com

3. 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

4. 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.

5. Communications Model • Program to help define expectations • Outline to help define appropriate methods of teaching communication • Examples of how communications with our clients can be taught and structured.

6. Meeting the Expectations of Referring Veterinarians Colin Burrows University of Florida

7. Meeting Expectations…………. • Why practitioners refer • Why they do not • What they expect • What we expect • Education and public relations • Pitfalls and problems

8. 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

9. 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

10. Summary-referring veterinarians need: • Access • Acknowledgement • Respect • Education • Communication

11. Developing a Caseload: Balancing Veterinary Student, Intern and Resident Training Deborah Kochevar Cummings School of Veterinary Medicine Tufts University

12. Do students believe they must compete with others for learning experiences in the clinical year(s)?

13. 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?

14. 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

15. Strategies to Address Competition • Management strategies – Define roles • Emphasize teaching to House officers • Set benchmarks and objectives • Provide alternative activities and rotations.

16. What impedes effective management of Competition? • Time pressures on hospital personnel • Poor communication skills • Case management prioritization relative to learning objectives

17. THE FUTURE OF SPECIALTY PRACTICE JOHN W. ALBERS, DVM November 10, 2006

18. 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

19. 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

20. 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.

21. The Veterinary Teaching Hospital as a Profit Center David E. Lee, DVM, MBA Hospital Director Veterinary Medical Center University of Minnesota

22. The Profitable VTH • Nets some profit after paying… • Supplies • Labor expenses including clinician salaries • Equipment expenses • Reinvestments (5%) • From service revenue

23. 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

24. Conducting Clinical Trials Amy Trettien, DVM Manager, Pfizer Companion Animal US Veterinary Operations

25. 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

26. 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

27. 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