1. VTH Pressures and their Implications on the Function and Missions of the Hospital.
Client Expectations for Veterinary Care in the Future Dr. Mary Ann Vande Linde Meeting the Expectations of Referring Veterinarians Dr. Colin Burrows Developing a Caseload:  Balancing Veterinary Student and Residency Training Dr. Deborah Kochevar The Future of Specialty Practice Dr. John Albers The Veterinary Teaching Hospital as a Profit Center Dr. David Lee Clinical Research in the Veterinary teaching Hospital Dr. Amy Trettien

2. Client Expectations for Veterinary Care in the Future
Mary Ann Vande Linde, DVM VMC, Inc.

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. Cummings School of Veterinary Medicine
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)?
Where did this idea come from?
How many of you have heard this from students?
How many have heard it from practitioners who are unhappy with the skill set of a new graduate?

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… From service revenue
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
Discuss my credentials

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