The words you are searching are inside this book. To get more targeted content, please make full-text search by clicking here.
Discover the best professional documents and content resources in AnyFlip Document Base.
Published by bribase1, 2019-01-01 17:45:23


This Photo by Unknown Author is




17000 - Owner Job Description .......................................................................................... 1
17001 – Associate Background Check DISCLOSURE AND AUTHORIZATION ...................... 2
15002 – Associate Background Check DISCLOSURE AND AUTHORIZATION ...................... 2
17002 – ASSOCIATE HIRING PROTOCOL ........................................................................... 10
17002 – ASSOCIATE HIRING PROTOCOL ........................................................................... 10
15003 – ASSOCIATE HIRING PROTOCOL ........................................................................... 10
17003 - Associate Interview Script .................................................................................. 12
15004 - Associate Interview Script .................................................................................. 12
17004 - ASSOCIATE INTERVIEW QUESTIONS ................................................................... 16
15005 - ASSOCIATE INTERVIEW QUESTIONS ................................................................... 16
17005 - Associate Offer Letter ......................................................................................... 21
15006 - Sample Associate Offer Letter ............................................................................ 21
17006 - ASSOCIATE TELEPHONE REFERENCE CHECK ........................................................ 22
15007 - ASSOCIATE TELEPHONE REFERENCE CHECK ........................................................ 22
17007 - Associate Working Interview Agenda ................................................................ 24
15008 - Associate Veterinarian ........................................................................................ 24
17008 - Associate Working Interviews Instructions ....................................................... 26
15009 - Associate Working Interviews Instructions ....................................................... 26
17009 – Associate WORKING INTERVIEW RELEASE FORM ............................................... 28
15010 - WORKING INTERVIEW RELEASE FORM ................................................................ 28
17009.2 - Bank Transfers and Budgeting ..................................................................... 29
17010 – Div. 7 Stats Descriptions..................................................................................... 31
17010.1 Employee Development Meeting – First Meeting ............................................ 33
17010.2 Employee Development Meeting – Weekly ...................................................... 35
17011 - HIRING AN EXECUTIVE DIRECTOR ...................................................................... 35
17012 - Fee Increases ....................................................................................................... 38
17012.1 – Fee Increases for Outside Labwork ................................................................ 41
17013 - INCLEMENT WEATHER PROCEDURE ................................................................... 42
17014 – Key Stats .............................................................................................................. 45
17015 – Procedures Manual Formatting Instructions ...................................................... 48
17016 - Relief Doctor Scheduling ..................................................................................... 60
17017 - Submitting an IT issue .......................................................................................... 80
17018 - Weekly Stats ........................................................................................................ 81


17000 - Owner Job Description

Product: A viable expanding practice with an improving cash/bills ratio, increased
money going to reserves, and legal acceptance of the practice.

Stats: Cash/Bills ratio, percent of legal rudiments in place, and total VSD.

Estate and Growth:
Assures hospital is steadily growing and expanding.
Assures hospital stays compliant with legal requirements, tax laws, tax reporting, tax
payments, federal, state and local licensure, etc.
Plans and designs needed construction, remodeling, etc.

ED and Doctor Supervision/Evaluation:
Provide leadership and vision to ED for vision and direction of hospital
Directs ED with goals and expectations for the hospital.
Assures ED stays capable of performing the position as directed
Assures doctors are capable of performing the position as directed
Evaluates all doctors minimally annually and determines pay structure for these
Approves final policies for training purposes
Delegates duties appropriately to ED’s and doctors
Distributes (email or printed) doctor production spreadsheet to FT doctors byt the 15
of each month.
Keeps attendance records of ED’s and doctors. Assures the clinic stays properly staffed to handle client
and patient flow despite staffing issues.

Approves budgets, major expenses, and financial plans
Approves pay structure and raises for all executives and division heads.
Only approved check signer


17001 – Associate Background Check DISCLOSURE AND AUTHORIZATION

Legacy Veterinary Hospital (“the Company” or “Employer”) may obtain I acknowledge receipt of the NOTICE REGARDING BACKGROUND
information about you from a consumer reporting agency for employment INVESTIGATION and A SUMMARY OF YOUR RIGHTS UNDER THE FAIR CREDIT
purposes. Thus, you may be the subject of a “consumer report” and/or an REPORTING ACT and certify that I have read and understand both of those
“investigative consumer report” which may include information about your documents. I hereby authorize the obtaining of “consumer reports” and/or
character, general reputation, personal characteristics, and/or mode of living, “investigative consumer reports” at any time after receipt of this authorization
and which can involve personal interviews with employers and/or associates. and, if I am hired, throughout my employment. To this end, I hereby authorize,
Please be advised that the nature and scope of the most common form of without reservation, any law enforcement agency, administrator, local, state or
investigative consumer report obtained with regard to applicants for federal agency, institution, school or university (public or private), information
employment is an investigation into your education and/or employment history service bureau, employer, or insurance company to furnish any and all
conducted by Employment Background Investigations, Inc. (EBI), P.O. Box 629, background information (including, but not limited to, driving and/or motor
Owings Mills, MD 21117, 1-800-324-7700. These reports may be obtained at any vehicle records, transcripts, grades and attendance records, employment
time after receipt of your authorization and, if you are hired, throughout your history, salary information and references, workers compensation reports in
employment. You have the right, upon written request made within a reasonable Pennsylvania, Arizona and in all other states, drug and alcohol testing results)
time after receipt of this notice, to request disclosure of the nature and scope of requested by EBI acting on behalf of Employer, and/or Employer itself. I agree
any investigative consumer report. The scope of this notice and authorization is that a facsimile (“fax”) or photographic copy of this Authorization shall be
all-encompassing, however, allowing Employer to obtain from EBI all manner of as valid as the original.
consumer reports and investigative consumer reports now and, if you are hired,
throughout the course of your employment to the extent permitted by law. As a Minnesota and Oklahoma applicants or employees only: Please check this box
result, you should carefully consider whether to exercise your right to request if you would like to receive a copy of a consumer report if one is obtained by
disclosure of the nature and scope of any investigative consumer report. the Company. 

New York applicants or employees only: You have the right to inspect and California applicants or employees only: By signing below you also
receive a copy of any investigative consumer report requested by Employer by acknowledge receipt of the NOTICE REGARDING BACKGROUND
contacting the consumer reporting agency identified above directly. By signing INVESTIGATION PURSUANT TO CALIFORNIA LAW. Please check this box if you
below, you also acknowledge receipt of Article 23-A of the New York Corrections would like to receive a copy of an investigative consumer report or consumer
credit report if one is obtained by the Company at no charge whenever you
have a right to receive such a copy under California law. 

Applicant Signature ___________________________________________ Date:


Employer (the “Company”) intends to obtain information about you from an • In person, by visual inspection of your file during normal business hours and on
investigative consumer reporting agency and/or a consumer credit reporting agency reasonable notice. You also may request a copy of the information in person. The
for employment purposes. Thus, you can expect to be the subject of “investigative ICRA may not charge you more than the actual copying costs for providing you with
consumer reports” and “consumer credit reports” obtained for employment a copy of your file.
purposes. Such reports may include information about your character, general • A summary of all information contained in the ICRA’s file on you that is required to
reputation, personal characteristics and mode of living. With respect to any be provided by the California Civil Code will be provided to you via telephone, if you
investigative consumer report from an investigative consumer reporting agency have made a written request, with proper identification, for telephone disclosure,
(“ICRA”), the Company may investigate the information contained in your and the toll charge, if any, for the telephone call is prepaid by or charged directly to
employment application and other background information about you, including but you.
not limited to obtaining a criminal record report, verifying references, work history, • By requesting a copy be sent to a specified addressee by certified mail. ICRAs
your social security number, your educational achievements, licensure, and complying with requests for certified mailings shall not be liable for disclosures to
certifications, your driving record, and other information about you, and interviewing third parties caused by mishandling of mail after such mailings leave the ICRAs.
people who are knowledgeable about you. The results of this report may be used as a “Proper Identification” includes documents such as a valid driver’s license, social
factor in making employment decisions. The source of any investigative consumer security account number, military identification card, and credit cards. Only if you
report (as that term is defined under California law) will be Employment Background cannot identify yourself with such information may the ICRA require additional
Investigations, Inc., P.O. Box 629, Owings Mills, MD 21117, 1-800-324-7700. The information concerning your employment and personal or family history in order to
source of any credit report will be TransUnion P.O. Box 1000, Chester, PA 19022, 1- verify your identity.
800-888-4213. The ICRA will provide trained personnel to explain any information furnished to you
and will provide a written explanation of any coded information contained in files
The Company agrees to provide you with a copy of an investigative consumer report maintained on you. This written explanation will be provided whenever a file is
when required to do so under California law. provided to you for visual inspection.
You may be accompanied by one other person of your choosing, who must furnish
Under California Civil Code section 1786.22, you are entitled to find out from an ICRA reasonable identification. An ICRA may require you to furnish a written statement
what is in the ICRA’s file on you with proper identification, as follows: granting permission to the ICRA to discuss your file in such person’s presence.
Applicant Signature __________________________________________ Date:


The Following Information Is True And Correct To The Best Of My Knowledge And Will Be Used For Background Screening Purposes Only.
Please Use an Ink Pen and Print Clearly. Use “UPPER CASE” Letters. One Letter Per Block.


Last Name
First Name Middle Name
Other Last Names Used
Current Address Apt.
City St. Zip
Date of Birth (mm/dd/yyyy) Social Security No.
Driver’s License No. St. e-Mail Address
Home Phone: - - Cell Phone: - -
State County Zip Code Frm (Yr) To (Yr) State County Zip Code Frm (Yr) To (Yr)
Other States and
Counties 1 3
I Have Lived
2 4


Para informacion en espanol, visite o escribe a la FTC Consumer
Response Center, Room 130 -A 600 Pennsylvania Ave. N.W., Washington, D. C. 20580.

A Summary of Your Rights Under the Fair Credit Reporting Act

The federal Fair Credit Reporting Act (FCRA) promotes the accuracy, fairness, and
privacy of information in the files of consumer reporting agencies. There are many
types of consumer reporting agencies, including credit bureaus and specialty agencies
(such as agencies that sell information about check writing histories, medical records,
and rental history records). Here is a summary of your major rights under the FCRA. For
more information, including information about additional rights, go to or write to: Consumer Response Center, Room 130-A, Federal
Trade Commission, 600 Pennsylvania Ave. N.W., Washington, D.C. 20580.

• You must be told if information in your file has been used against you. Anyone who
uses a credit report or another type of consumer report to deny your application for
credit, insurance, or employment – or to take another adverse action against you –
must tell you, and must give you the name, address, and phone number of the
agency that provided the information.

• You have the right to know what is in your file. You may request and obtain all the
information about you in the files of a consumer reporting agency (your “file
disclosure”). You will be required to provide proper identification, which may
include your Social Security number. In many cases, the disclosure will be free. You
are entitled to a free file disclosure if:

• a person has taken adverse action against you because of information in your credit
• you are the victim of identify theft and place a fraud alert in your file;
• your file contains inaccurate information as a result of fraud;
• you are on public assistance;
• you are unemployed but expect to apply for employment within 60 days.

In addition, by September 2005 all consumers will be entitled to one free disclosure
every 12 months upon request from each nationwide credit bureau and from
nationwide specialty consumer reporting agencies. See for
additional information.

• You have the right to ask for a credit score. Credit scores are numerical summaries of
your credit-worthiness based on information from credit bureaus. You may request a
credit score from consumer reporting agencies that create scores or distribute scores
used in residential real property loans, but you will have to pay for it. In some
mortgage transactions, you will receive credit score information for free from the


mortgage lender.

• You have the right to dispute incomplete or inaccurate information. If you identify
information in your file that is incomplete or inaccurate, and report it to the consumer
reporting agency, the agency must investigate unless your dispute is frivolous. See for an explanation of dispute procedures.

• Consumer reporting agencies must correct or delete inaccurate, incomplete, or
unverifiable information. Inaccurate, incomplete or unverifiable information must be
removed or corrected, usually within 30 days. However, a consumer reporting agency
may continue to report information it has verified as accurate.

• Consumer reporting agencies may not report outdated negative information. In
most cases, a consumer reporting agency may not report negative information that is
more than seven years old, or bankruptcies that are more than 10 years old.

• Access to your file is limited. A consumer reporting agency may provide information
about you only to people with a valid need -- usually to consider an application with a
creditor, insurer, employer, landlord, or other business. The FCRA specifies those with
a valid need for access.

• You must give your consent for reports to be provided to employers. A consumer
reporting agency may not give out information about you to your employer, or a
potential employer, without your written consent given to the employer. Written
consent generally is not required in the trucking industry. For more information, go to

• You may limit “prescreened” offers of credit and insurance you get based on
information in your credit report. Unsolicited “prescreened” offers for credit and
insurance must include a toll-free phone number you can call if you choose to remove
your name and address from the lists these offers are based on. You may opt-out with
the nationwide credit bureaus at 1-888-5-OPTOUT (1-888-567-8688).

• You may seek damages from violators. If a consumer reporting agency, or, in some
cases, a user of consumer reports or a furnisher of information to a consumer reporting
agency violates the FCRA, you may be able to sue in state or federal court.

• Identity theft victims and active duty military personnel have additional rights. For
more information, visit

States may enforce the FCRA, and many states have their own consumer reporting
laws. In some cases, you may have more rights under state law. For more information,
contact your state or local consumer protection agency or your state Attorney
General. Federal enforcers are:


Consumer reporting agencies, creditors and others not listed below Federal Trade Commission: Consumer Response Center – FCRA
Washington, DC 20580 877-382-4357
National banks, federal branches/agencies of foreign banks (word “National” Office of the Comptroller of the Currency
or initials “N.A.” appear in or after bank’s name) Compliance Management, Mail Stop 6-6
Washington, DC 20219 800-613-6743
Federal Reserve System member banks (except national banks, and federal Federal Reserve Board
branches/agencies of foreign banks) Division of Consumer & Community Affairs
Washington, DC 20551 202-452-3693
Savings associations and federally chartered savings banks (word “Federal” or Office of Thrift Supervision
initials “F.S.B.” appear in federal institution’s name) Consumer Complaints
Washington, DC 20552 800-842-6929
Federal credit unions (words “Federal Credit Union” appear in institution’s National Credit Union Administration
name) 1775 Duke Street
Alexandria, VA 22314 703-519-4600
State-chartered banks that are not members of the Federal Reserve System Federal Deposit Insurance Corporation
Consumer Response Center, 2345 Grand Avenue, Suite 100
Kansas City, Missouri 64108-2638 1-877-275-3342
Air, surface, or rail common carriers regulated by former Civil Aeronautics Department of Transportation, Office of Financial Management
Board or Interstate Commerce Commission Washington, DC 20590 202-366-1306
Activities subject to the Packers and Stockyards Act, 1921 Department of Agriculture Office of Deputy Administrator – GIPSA
Washington, DC 20250 202-720-7051



The State of New York’s existing Correctional Law Article 23-A was recently enhanced to
provide individuals with prior criminal convictions a fair opportunity to seek employment and
licensing. New Legislation approved last year provides additional guidelines for employers and
licensing authorities who consider criminal convictions in the State of New York.

Your Action Required!

An amendment to Section 380-c and 380-g of the General Business
requires employers and licensing authorities, as of February 1, 2009,
to now:

1. Provide a copy of Article 23-A of the Corrections Law to all
applicants prior to conducting criminal background checks;

2. Post a copy of Article 23-A in a place accessible to employees
and in a visually conspicuous manner; and

3. Provide the applicant an additional copy of Article 23-A if a
criminal record is found during the actual background check.

Article 23-A precludes employers and licensing authorities from taking adverse action against
any applicant with prior criminal convictions or lack of "good moral character," unless there is
either a direct relationship between the criminal conviction(s) and the applicant's employment
or licensing, or if an unreasonable risk will be created to property or the safety or welfare of
individuals or the general public.

New York employers should review and revise their employment policies to ensure compliance.
Suggestions for compliance include utilizing a detailed checklist to document that all factors
were considered before making the decision to hire an ex-offender, or having all applicants sign
an acknowledgement form that they have received the 23-A document prior to the background



Section 750. Definitions.

751. Applicability.

752. Unfair discrimination against persons previously convicted of one or more criminal offenses prohibited.

753. Factors to be considered concerning a previous criminal conviction; presumption.

754. Written statement upon denial of license or employment.

755. Enforcement.

§750. Definitions. For the purposes of this article, the following terms shall have the following meanings:

(1) "Public agency" means the state or any local subdivision thereof, or any state or local department, agency, board or

(2) "Private employer" means any person, company, corporation, labor organization or association which employs ten or
more persons.

(3) "Direct relationship" means that the nature of criminal conduct for which the person was convicted has a direct bearing
on his fitness or ability to perform one or more of the duties or responsibilities necessarily related to the license, opportunity, or job
in question.

(4) "License" means any certificate, license, permit or grant of permission required by the laws of this state, its political
subdivisions or instrumentalities as a condition for the lawful practice of any occupation, employment, trade, vocation, business, or
profession. Provided, however, that "license" shall not, for the purposes of this article, include any license or permit to own, possess,
carry, or fire any explosive, pistol, handgun, rifle, shotgun,
or other firearm.

(5) "Employment" means any occupation, vocation or employment, or any form of vocational or educational training.
Provided, however, that "employment" shall not, for the purposes of this article, include membership in any law enforcement

§751. Applicability. The provisions of this article shall apply to any application by any person for a license or employment at any
public or private employer, who has previously been convicted of one or more criminal offenses in this state or in any other
jurisdiction, and to any license or employment held by any person whose conviction of one or more criminal offenses in this state or
in any other jurisdiction preceded such employment or granting of a license, except where a
mandatory forfeiture, disability or bar to employment is imposed by law, and has not been removed by an executive pardon,
certificate of relief from disabilities or certificate of good conduct. Nothing in this article shall be construed to affect any right an
employer may have with respect to an intentional misrepresentation in connection with an application for employment made by a
prospective employee or previously made by a current employee.

§752. Unfair discrimination against persons previously convicted of one or more criminal offenses prohibited. No application for
any license or employment, and no employment or license held by an individual, to which the provisions of this article are
applicable, shall be denied or acted upon adversely by reason of the individual's having been previously convicted of one or more
criminal offenses, or by reason of a finding of lack of "good moral character" when such finding is based upon the fact that the
individual has previously been convicted of one or more criminal offenses, unless:

(1) There is a direct relationship between one or more of the previous criminal offenses and the specific license or
employment sought or held by the individual; or


(2) the issuance or continuation of the license or the granting or continuation of the employment would involve an
unreasonable risk to property or to the safety or welfare of specific individuals or the general public.

§753. Factors to be considered concerning a previous criminal conviction; presumption. 1. In making a determination pursuant to
section seven hundred fifty-two of this chapter, the public agency or private employer shall consider the following factors:
(a) The public policy of this state, as expressed in this act, to encourage the licensure and employment of persons previously
convicted of one or more criminal offenses.

(b) The specific duties and responsibilities necessarily related to the license or employment sought or held by the person.

(c) The bearing, if any, the criminal offense or offenses for which the person was previously convicted will have on his
fitness or ability to perform one or more such duties or responsibilities.

(d) The time which has elapsed since the occurrence of the criminal offense or offenses.

(e) The age of the person at the time of occurrence of the criminal offense or offenses.

(f) The seriousness of the offense or offenses.

(g) Any information produced by the person, or produced on his behalf, in regard to his rehabilitation and good conduct.

(h) The legitimate interest of the public agency or private employer in protecting property, and the safety and welfare of
specific individuals or the general public.

2. In making a determination pursuant to section seven hundred fifty-two of this chapter, the public agency or private
employer shall also give consideration to a certificate of relief from disabilities or a certificate of good conduct issued to the
applicant, which certificate shall create a presumption of rehabilitation in regard to the offense or offenses specified therein.

§754. Written statement upon denial of license or employment. At the request of any person previously convicted of one or more
criminal offenses who has been denied a license or employment, a public agency or private employer shall provide, within thirty
days of a request, a written statement setting forth the reasons for such denial.

§755. Enforcement. 1. In relation to actions by public agencies, the provisions of this article shall be enforceable by a proceeding
brought pursuant to article seventy-eight of the civil practice law and rules.

2. In relation to actions by private employers, the provisions of this article shall be enforceable by the division of human
rights pursuant to the powers and procedures set forth in article fifteen of the executive law, and, concurrently, by the New York city
commission on human rights.


In the initial contact with the potential Associate, you need to follow the NON E formula
remembering you are not in NON E, the prospect is. So you start with initial questions to
get them to make themselves known. Questions should be leading questions to get &
keep them talking until you hear their philosophy of medicine:
Tell me about yourself.

What is your philosophy of medicine?
What would you consider your ideal position?

Describe an ideal practice for you.
Where do you want to be in your career in five years?
These questions can be varied so long as you do not give them any real data. You insert
questions to get & keep them talking, you are very muzzled as all you want at this step is
to hear who they are & how they practice. You will recognize rather quickly who is a
true match for you and who isn't. If they are not a match for you, that is a disqualifier.
Then comes the tricky part. Without any coaching from you, you want to see if they
originate "What do you need & want from an Associate?" This is not to be confused with
an attempt by them to interview you, in other words, ask you about the practice &
position to see if they themselves like it. If they are truly in a higher condition as regards
groups, they will naturally want to know what you need & want from them. If they are
only oriented to themselves & what they need, they will want to see if you match them,
not the other way around. That orientation to themselves is a disqualifier. When they
ask what you need & want, your description of an ideal Associate is your answer.

Now for your ad itself, you do not want to give away your operating basis, it should be a
teaser that incorporates not only the beingness of the DVM but also some description of
the area as most vets move to where they practice & need data to consider if they want
to live there.. An example ad for you:

Do you absolutely love being a vet? Will you get down on the floor to say hi to a dog or
pick up and hold the small dog or cat who comes in? Do cats allow you to handle them
with minimal restraint? Do you easily connect with owners personally and achieve
compliance for the best possible health care? Are you able to handle a busy workload
with unexpected drop ins or emergencies and still find the time to complete charts and
call clients back in a timely manner?
Are you looking for something a little different?

How would you like to practice in the only LaBoit mobile veterinary clinic in Eastern
Canada? We operate a mobile with a surgery suite from our Small Animal practice in
Lake Echo, Nova Scotia to remote communities that have no veterinary services. We
have an established mobile clientele who are very compliant with our recommendations
and are some of the nicest people along the Eastern Shore. We are looking for someone


to keep the mobile practice vibrant and who has an interest in expanding the mobile’s
capabilities to better meet the demand for our services.

This area of Nova Scotia is the perfect blend of country living just minutes from the
major cities of Halifax and Dartmouth. There are many lakes which makes this area
popular for recreational boating or you can be minutes to the ocean and enjoy some of
the best surfing on the Eastern Seaboard.


17003 - Associate Interview Script

When the applicant arrives, put him or her at ease using a friendly, businesslike attitude. Let the
applicant know that you are glad that they've come and that you have set aside sufficient
uninterrupted time to conduct the interview. You can start the interview with “small talk” about
hobbies, interests, etc., if you are comfortable doing so and are confident that you can stay
away from personal questions that might be considered discriminatory. Or you can simply ask
one of the following questions:

"How did you happen to become interested in our organization?"

"How did you hear of the opening?"

Depending on the response, you can work in an overview of what you have planned.

"Before we start, let me give you some idea of what I'd like us to cover today. I want to review
your background and experience so that I can decide whether the job is suited to your talents
and interests. So I'd like to hear about your job, education, interests, outside activities, and
anything else you'd like to tell me. And after we have covered your background, I want to
provide you with information about our organization and the position and answer any questions
that you might have."

Work Experience

A discussion of work experience should vary widely based, in part, on how long the applicant has
been employed. Questions appropriate to a recent high school or college graduate will make
little sense when interviewing a professional with 15 years of experience. For an applicant with
substantial experience, a reasonable starting point would be a discussion of the most recent
position. In addition to focusing on the positions themselves, it might also be helpful to discuss
why the applicant has changed jobs in the past, the duration of each prior employment,
chronological gaps in employment, etc. The following script would be appropriate when
interviewing someone who does not have an extensive work history.

"A good place to start would be your work experience."

"I'm interested in the jobs you've held, what your duties and responsibilities were, your likes
and dislikes, and what you felt you may have gained from them."

"Let's start with a brief review of your first work experiences, those you might have had part-
time during school or during the summer, and then we'll concentrate on your more recent job(s)
in more detail."

"What do you remember most about your very first job?"

Select specific follow-up questions for each work experience and move forward chronologically.
It's been suggested that you move forward chronologically because there's a more natural
conversational flow and you can see patterns of behavior emerge. Your follow-up questions


should ask for specific examples of behavior, not general or hypothetical responses. Don't ask
"Are you dependable?" because all you will get in response is a "Yes."

Instead, say, "Tell me about a day when you got to work on time only because of extra effort." It
is focused on specific examples of behavior. Similarly, instead of asking, "Are you organized?"
say "Tell me about a time when your organizational skills made a project successful," or "How
did you organize your work in your last position?” “How did you handle the unexpected?"

Ask specific, clear questions one at a time and let the applicant answer uninterrupted. Resist
filling in every lull in the conversation; wait to see if the applicant will do so.

Avoid either verbally or physically giving the applicant a clue as to how you regard their answers;
remain neutral.

To draw the applicant out without revealing what you're thinking, try using his or her own
words. If the candidate says, "I like to work independently," you could respond with
"Independently?" Of course, you could also use the opportunity to ask the applicant to give an
example of what he or she did working independently.

After you have covered the applicant's work experience, you could move on to education.


As in the case of the work experience portion of the interview, the education discussion must be
tailored to suit the applicant's educational level. The sample interview that follows would be
appropriate for a younger applicant who has not been out of high school for any length of time.
When interviewing for a professional position, the focus would shift to the professional

"You've given me a good review of your work experience—now let's talk about your education.
Why don't we start with high school briefly and then cover more recent schooling and any
specialized on the job training you may have had. I'm interested in the subjects you preferred,
your grades, extracurricular activities, and anything else of importance."

"What was high school like for you?"

Select specific follow-up questions for each educational experience and move forward
chronologically. Don't necessarily accept answers at face value. Chronology reveals patterns.
Take the information you receive and patterns of behavior that you observe and analyze them in
terms of the performance skills you have already determined that you need.

Activities and Interests

"Turning to the present, I'd like to give you the opportunity to mention some of your interests
and activities outside of work—hobbies, what you do for fun and relaxation, any community
activities, professional associations, or anything else you'd like to mention that you think might
be relevant to our job. What would you like to mention?"


Select specific follow-up questions.

Show interest and attention, as well as respect for the applicant. Don't talk down. Do use an
appropriate language level.


"Now let's try to summarize our conversation. Thinking about all we've covered today, what
would you say are some of your strengths—qualities both personal and professional—that make
you a good prospect for any employer?"

Select specific follow-up questions as needed.

"You've described some real assets, now I'd like to hear about areas you'd like to develop
further—all of us have qualities we'd like to change or improve. What are some of yours?"

Select specific follow-up questions as needed.

Transition to Information-Giving Phase

If you are still interested in the applicant, proceed to this phase of the interview. On the other
hand, if you have already decided that the applicant isn't suitable, there isn't much point in
describing a position that the applicant won't be filling.

"You've given me a good review of your background and experience and I have enjoyed talking
with you. Before we turn to my review of our organization and the job, is there anything else
about your background you would like to cover?"

"Do you have any specific questions or concerns before I give you information about the job and
the opportunities here?"

“All right, now I have some information I'd like to give you."

Review the organization, the position, benefits, location, etc.

Tailor your presentation as appropriate to your interest in the candidate.


"Do you have any other questions about us, the job, or anything else?"

Close the interview graciously. If you have already decided not to offer the applicant a job, you
can let them know at this point. Do so cordially and uncritically; you needn't be specific about
why you've rejected the candidate.

"I've enjoyed talking with you today but we won't be able to offer you this position."


If you think that you would consider the applicant for another position in the future, say so.
You've already spent the time on an interview.

If pressed for a reason why an applicant won't be offered a job, you always have the option of
telling the applicant that you do not discuss the reasons for your hiring decisions. Or, you may
explain that, for example, you have already interviewed other, more qualified applicants. Use
your judgment, realizing that it can create a very awkward situation if you merely tell an
applicant that he or she is "unqualified" or "lacking experience." Be honest but don't be

If you've found a promising candidate, you can continue.

"What is your level of interest in us at this point?"

Explore any doubts or reservations the applicant might have.

"Let me review what the next steps are."

Let the applicant know what's likely to happen next, whether another interview will be needed
and how long it will be before a decision is made.

"I want to thank you for coming today...."





Talents to identify: Decision making, coordinating/leading others, initiative, problem
solving, technical expertise, detail orientation, communication, creativity


Review of experience

Important qualities in an associate




Areas of interest and development

Describe a situation in which you had to arrive at a compromise or guide others to a

Situation Action Result


If we called your prior employer, how do you think they would describe you?

Tell me about a recent situation in which you had to deal with a very upset customer
or co-worker. Be specific and tell what you did and what was the outcome.
Situation Action Result

What activities in your last position did you enjoy the most? What did you enjoy the

What 5 things would you do to be successful if you started this position tomorrow?





Describe a time when you had difficulty communicating your message to another
What was your message?

What did you do to overcome this issue?

What was the outcome?


If you could change one thing at your last place of employment, what would you

Tell of some situations in which you have had to adjust quickly to changes over which
you had no control. What was the impact of the change on you?

Situation Action Result

What kind of supervisor do you work best for? Provide examples.

Type Why this preference?

Give me an example of a time when you motivated others.
Situation Action Result

What would you do to assure good communication between yourself and your team?
Use a prior experience to explain your answer.

What about you and your boss?

What benefits are important to you in a job?

What starting salary would you expect?


What has been the most difficult decision you have had to make in the last 6 months?
What was the situation?

What made it difficult?

What was the outcome?

Give me your best example of taking initiative to get something done. What did you
What circumstance required you to act?

What impact did your initiative have on the situation?

Describe a difficult case that you managed, what did you do to determine the best
way to treat the pet? What was the outcome?

You have recommended a surgical procedure to repair a fracture that is midshaft on
the femur and the client would like you to try a splint instead to control costs, what
would you do?

What do you think is the greatest challenge of being an associate veterinarian? Why?

Describe a situation that required a number of things to be done at the same time.
How did you handle it? What was the result?
Situation Action Result


What questions can I answer about the position?

How would you decide between two positions?

Is there anything else you think I should know about your skills for this position that
hasn’t been mentioned yet?

Follow up points:


17005 - Associate Offer Letter

January 1, 2005

Dr. Ima Newvet
100 Downthe Road
Smalltown, TX 01234

Dear Dr. Newvet,

It is a great pleasure to extend to you the offer of employment for the Associate
Veterinarian position at Smalltown Animal Hospital.

We have agreed upon $------/year of employment as the base salary that will be paid in
bi-monthly installments with Pro-Sal __% production capability. The salary is subject to
all taxes and withholdings as required by law or the policies of Smalltown Animal
Hospital. A copy of the compensation statement we reviewed is also included with this
offer to outline the additional benefits available to your new position.

We have agreed to a start date of Monday, January 10, 2005. If you find that you would
be able to start at an earlier date, we would be pleased to make that accommodation.
Please contact Dr. Hecantellya for specifics regarding your salary. We will also have a
contract for your review.

The team has been advised of your arrival and they are also pleased that you have
joined the practice. If you have any questions or concerns, please do not hesitate
contacting me at 555-123-4567. I look forward to a successful and productive work


Dr. Imanowner



Applicant's Name__________________________________________ Date:

Person Contacted:________________________________ Position/Title:

Organization: ____________________________________ Phone No:

____________________________________ has applied for the position of

_______________________ in our practice. Would you serve as a reference? Yes

Assure the reference that their comments will remain confidential.

Explain the job and ask how they think the person would fit into the position.

If appropriate, when did this individual work for you? From:____________

What were the main job responsibilities that this person performed?

How would you describe the applicant's:

NOTE: Do not ask or collect information on Medical Leave Act absences or disability questions prohibited by the Americans with
Disabilities Act.


Capacity for discretion/good judgment:



Supervisory responsibility, if applicable:

Ability to get along with others:

Can you tell me about some of this individual's strengths and or skills?

In what areas could the individual demonstrate improvement?

How would you characterize his/her work in general?

Why did this person leave the position?

Would you rehire this individual? Yes No
If not, why not?

Thank you for your time and cooperation.

_______ _____________________
Signature of Preparer


17007 - Associate Working Interview Agenda

Day 1
8:00 - 9:00a Breakfast Meeting with owner(s) (Address
agenda, ask any outstanding questions since
phone interview and give candidate an
opportunity to ask questions as well)

9:00 - 9:30a Tour of practice and introduction to all healthcare

team members and other associates

9:30 – 12:30pm Shadow owner or senior associate during surgery

12:30 -1:30p Lunch with associate(s) without owner(s) so that
applicant can interview others that have been in a
similar position. If there are no associates, lunch

with either the manager or owner is

1:30 – 4:00p Continue with shadowing of outpatient
appointments from beginning to end.

4:00 – 5:00p Allow candidate to see how surgery discharges are
conducted and scheduled.

5:00 – 6:30p Dinner with owner(s) to discuss initial
impressions, concerns and/or suggestions.
Conclude interview if candidate is only in town for
one day, if not prepare for next day.

Day 2


7:30 – 8:30a Have candidate observe drops off and surgery

admissions with your Head Tech or a senior
8:30a -12:30p If the candidate is licensed in your state, plan on
having them neuter and spay a rescue patient. It
is not recommended that you allow them to
perform anesthetic procedures on pets of
“paying” clients.
12:30 – 1:30p Lunch with whomever the candidate did not have

a chance to meet with during lunch on Day 1.
1:30 – 4:00p Engage candidate with outpatient appointments
in that you allow them to examine the patient
after the owner or senior associate and compare
notes at the conclusion of appointments or
between appointments if time permits. This
comparison is not to be done in front of clients or

team members.
4:00 – Conclude working interview and see that
candidate is transported to the airport or see
them off accordingly. Let the candidate know the
next step or when you will follow up.


17008 - Associate Working Interviews Instructions

1. After extending the opportunity for your associate veterinarian
candidate to participate in a working interview and they have
accepted, we recommend the following working interview steps.

2. Make hotel, flight and/or transportation arrangements at your
expense for candidate when applicable.

3. Schedule the working interview for one to two days. Make sure all
owners are present during the scheduled timeframe.

4. Prepare the agenda for the one to two days the candidate will be

5. Assign key individuals to assist, oversee and accompany the
candidate during the working interview according to the agenda.
6. Engage the healthcare team. Let them know approximately one

week in advance when the candidate will be participating in the

working interview. Let them know the agenda that has been mapped
out for their visit.
7. Encourage the team to interact with the candidate.

Once the candidate arrives,
1. Depending when the candidate arrives, the first meeting should be

offsite over breakfast, lunch or dinner with the owner(s). Take this
time for in person introductions if this has not occurred. Address any
additional questions you may have as well as the candidate since

your last interview.
2. Present and review the agenda.

3. Have the candidate sign working interview release form.
4. Provide a tour of the practice(s) that includes introductions to each

healthcare team member.
5. In addition, introduce the designated individuals to the candidate

that will be assisting the candidate throughout the working

6. Stick to the agenda.


7. At last meeting, thank the candidate for participating in the working

interview and give them a date in which you will follow up with them
(usually 5 to 7 days).

8. Make arrangements to transport the candidate to the airport if



Date: ________________________

TO: Legacy Veterinary Hospital
5399 Warren Parkway

Frisco, TX 75034

I agree that I am voluntarily participating in a working interview for a position of employment with the
Legacy Veterinary Hospital. I will make no claim for wages or compensation for the time that I spend
being interviewed for the position of employment by the Legacy Veterinary Hospital.

Witnessed this ______________ day of __________________________, 20____

(Witness’ Signature) (Applicant’s Signature)


17009.2 - Bank Transfers and Budgeting

Results Statement: To assure financial viability at all times by appropriately
budgeting and transferring funds weekly to all major bank
accounts that cover all expenses.

To also assure that funds in each account are NEVER used for
any purpose other than that intended.

Primary Responsible Position: Owner

Participating Position: Executive Director

WHEN to transfer: Every Tuesday by Noon

Accounts and Amounts: BOLD = Amount to transfer every Tuesday

ACCOUNT: % of GI: Amount:
Payroll 50% $22,500
COGS 22% $9,900
Rent and Everbank ~13.25% $5,950
Taxes ~3% $1,350
Util. and Ins. ~2% $900
Debt and Vet Centric ~1.2% $500
Misc ~8.55% $3,900 (Rmdr)
TOTAL: 100% $45,000

a. Log in to Make the online transfers below printing
each page after each transfer.
b. Log into Quickbooks and enter the transfers of the printed
pages on at a time.
c. Shred the printed pages.

Code of Conduct on these accounts:
1. Accounts must be used for that intended purpose
only….and that purpose ONLY.
2. Having to “steal” from one to pay another is a sign of poor
management. Fix the cause!
3. Proper transfers every week is critical to assure we can
always pay our important expenses.
4. Debt payoff account (towards old debt) is critical to keep in
place, even if it’s only $10 per week.


Vendors for Each Account:

PAYROLL: Home Again Atmos McDonald’s
Paycom Antech Marlin Seven Eleven
Bayer Birch Sams
COGS: Home Again Costco
MWI Patterson TAXES: Adobe
Idexx Merial Comptroller of Texas Econologics
Royal Canin Novartis Kenneth L. Maun Emyth
Quest Staples NTTA
True Works Office Max DEBT & VC: Hobby Lobby
Lone Star Vet Reserves AVImark
Harry Barker KJG, LLC Training Burzenski
IVS First Command Improvements UPS
VSI Everbank Emergencies VetJump
Stericycle Customized Sec
Hill’s UTIL & INS: MISC: Measurable Sol
Intervet Zurich Don’t LIB Diamond Lawn
Lone Star Grande FSI Sierra Shred
De Lage Atmos McAllister Thomson & Kn.
Cornerstone Newtek Drake Vet Pract. Sol’n
Jim Fager Blue Cross BS Kroger Pitts Fire
Zoetis Hartford Fortis Viva Concepts
Oncura City of Frisco Ultimate Nutr. True Works
Platinum Pets Coserv Mailer Lite Yellow Pages
Roadrunner Nationwide Pet Edge


17010 – routinely (bills exceeding Defined: Legal
expanding and cash) and ideally rudiments are
Div. 7 is financially have an ever defined as the

Stats secure. increasing fundamental
spread between legal points
Descriptio Department 21, them. This stat necessary to
ns Office of the measures the have in place to
Owner Owner’s ability protect the

Product: A to properly practice legally,
prosperous & manage the such as proper
EXECUTIVE viable practice practice’s insurances,

with increasing production in OSHA

money going to both quantity & regulations met,
Div 7 VFP: reserves. quality as contracts in
A viable, Statistic: Cash / reflected in the place, etc. This
Bills ratio Gross Income- department also
expanding Defined: This is as discussed, if oversees the

practice. the quality is good, practice’s
measurement then income will reputation &
of the ratio of easily flow into standing in the

GDS: 1. Cash / total cash in all the practice- industry- your
Bills Ratio 2. practice coupled with State Board,
Completed TX accounts versus proper financial your colleagues-
Plans bills owed. This management and in the
Defined: The stat is which ensures community as a
hat of the calculated by the finances of business- your
executives of summing the the practice are Better Business
the practice is account balance invested Bureau,
to ensure the by register of all properly to Chamber of
future of the accounts versus ensure a greater Commerce, etc.
practice through all bills ability to This department
the proper presented produce. sees to it that
financial which are due the practice is
management, and payable up Department 20, constantly
effective through 7 days Office of protected from
organization of from this week External Affairs jeopardy by
the practice and ending date. Product: PR & ensuring there
effective This is graphed Legal are no weak
planning for together as acceptance of areas legally or
production- these two stats the practice. in its
these activities are read Statistic: reputation- it is
properly done together. Ideally Percentage of “un-attackable”.
will create a these stats are legal rudiments
practice that is not crossed in.


Department 19,
Office of the
Product: A
viable &
Statistic: Total
TX Plans
Defined: The
number of TX
Plans which are
measures the
degree to which
the doctor’s
orders are being
carried out and
require each
area of the
practice to be
fully functional
to accomplish
this. Inclusive in
this statistic is
that the TX is
fully paid, as
payment there
is no assurance
of quality.


17010.1 perform employee be proud
ance development of.
• What I meetings: • LOGISTIC
Developm expect • PURPOS S:

ent from E: To o P
you: promote a
Meeting – Keeping employe rt

First commit e’s ic
ments, professio i
keep nal p
your a
Employee by
boss n
Name: informe working ts
d of the together :
_____________ to
___ Date: status of M
_____________ your overcom a
_______ work or e n
things obstacle a
Discuss ground that s in the g
rules for affect way. e
working your The r
relationship: work, meetings a
• What ask for will n
you can help provide d
expect when a place t
from needed. to be h
me: • What vulnerab e
Keeping le, to
you i
commit need take n
ments, from risks, d
keeping me: and to iv
employe What learn so i
e that
does the d
informe employe employe u
d of e need es can al
things from the be their e
affecting manager best and m
your job, ? achieve p
will give results l
feedback Provide they can o
overview of


y n ance Time: ________
e a coaching Scheduled in
e g , work AVImark: YES
o F e issues, or NO
r r’ professio
e s nal
q o develop
u ff ment
e ic issues,
n e, interpers
c tr onal
y: ai issues,
W n administ
e i rative
e n issues
kl g
Review of
y r
current work:
o D o

u o

r m
a ,
ti o
o r Discuss
n u employee’s
: n professional
1 u goals:
h s

o e

u d

r e

o L x

o a
c m
a r Schedule
ti o regular ongoing
o o employee
n m development
: • CONTEN meetings:
M T: Day of week
a Perform


17010.2 Issues: Discuss things to cover philosophy of
both successes in next meeting. medicine:
Employee and failures Tell me

Developm about
Meeting – Confirm Next What is
Employee your
Weekly Development philosop

Identify and Meeting is hy of
Employee Resolve Scheduled:
Name: Personal Date scheduled:
__________- Development _____________ What
_____________ Issues: ___ Time: would
__ Date: Feelings, Panic ________ you
_____________ over deadlines, Scheduled in consider
_______ communication AVImark: YES your
skills, setting or NO ideal
Key Objectives: priorities, position
The purpose of frustrations, ?
this meeting getting to root 17011 - Describe
and overview of of problems. HIRING an ideal
the agenda to practice
meet this AN for you.
purpose EXECUTIV
Other Items to E do you
Discuss: Things DIRECTOR want to
Review Work in that might be in
Progress: What affect your In the initial your
contact with the career in
work is in position, new
potential ED five
progress? project thinking
Where are you of, start with initial years?
questions to get
on the work? Tell me
Will you meet them to make when
deadline? Need themselves and how
help? you may
Items to Carry should be handled
Over to Next toxic
Week: Both questions to get staff.
& keep them
talking until you These questions
Identify and things and can be varied so
Resolve Work hear their


long as you do themselves like manage a group of understanding of
not give them it. If they are three executives so both internal and
that they train the external marketing.
any real data. truly in a higher
“trainers” and They must know
You insert condition as “managers” to be what each involves
questions to get regards groups, fully capable of and how they
& keep them they will managing their would control this.
talking, you are naturally want areas
independently. General: The
very muzzled as to know what
applicant must be
all you want at you need & Production extremely
this step is to want from oriented: The organized, willing
hear who they them. If they applicant must to accept
are & how they are only understand the challenges, able to
practice. You oriented to product of their meet deadlines,
employment is the and able to set and
will recognize themselves & success of the achieve goals.
rather quickly what they need, hospital and
who is a true they will want satisfaction of our
match for you to see if you clients. They must Example Ad:
and who isn't. If match them, be willing and
encouraged by EXPERIENCED
they are not a not the other their salary HOSPITAL
match for you, way around. reflecting the ADMINISTRATOR
that is a That orientation success of the FOR BUSY VET
disqualifier. to themselves is hospital. Their PRACTICE
primary product Busy, state of the
a disqualifier.
Then comes the will be the growth art four doctor vet
tricky part. When they ask factor of the practice looking for
what you need hospital. enthusiastic,
Without any
& want, your experienced Office
coaching from Financial Manager to
you, you want description of Management: running our
an ideal
to see if they Applicant must production lines &
originate "What have basic our team. This is
do you need & director is your understanding of not a "sit in the
answer. financial reports office" position. We
want from an
and be proficient are looking for a
executive with MS Excel and Manager who can
director?" This Primary MS word. We do easily get staff
is not to be characteristics have a payroll highly proficient at
confused with Legacy Vet is company and a their jobs and make
an attempt by looking for: bookkeeper but the production happen.
administrator will Excellent skills in
them to
Personnel routine produce managing
interview you, Management: We graphs, productivity a
in other words, need an individual spreadsheets, and must. Your major
ask you about with previous analyze data. responsibilities
the practice & proven experience would be to ensure
in managing a large Marketing: They the team is there,
position to see
group. The will must have a good ready to back up
if they need to be able to basic the doctors in


servicing our clients WITH EXPERIENCE. looking to make a Inventory control?
& patients; YOU CAN NOTE IF career change? Troubleshooting?
ensuring THIS IS FULL TIME Equipment
production goals OR PART TIME. Which areas management?
are confidently met EDIT THIS AD TO interest you to live Computer services?
daily and weekly; MATCH YOUR and work in? Marketing?
expansion plans of PRACTICE BUT KEEP Customer Service?
the owner are THE UPBEAT TONE What do you most Financial
carried out; and OF THE AD. WITH enjoy about Reporting?
ensuring that the AN OFFICE veterinary Performance
entire team is MANAGER, YOU management and Evaluations?
focused on taking CHECK REFERENCES what aspect(s) do Creation of
superlative care of AS THE FIRST STEP, you find the most procedures and Job
our patients & WANT TO KNOW rewarding? Descriptions?
clients and getting HOW THEY DID Where do these
best medicine WITH THE STAFF AS Do you have any key management
delivered. If you THE MAJOR POINT key interests in skills rate with you?
are up for the OF INTEREST. management? Please rate yourself
challenge & excited on a scale of 1 to
by the idea of Screening Where and how 10 on each of
growing a better & Questions have you been the these.
better practice, you most successful

may be a match for when comparing all What should be in
us! Salary history and the hospitals you ones personnel
If this sounds like a expectations have worked in? file?
place for you, send
Reasons for leaving
us your resume What are your key What are the main
3 most recent jobs
along with a phone strengths in two expenses a
(if applicable
number we can management? hospital
reach you at for a administrator can
phone interview. Special training you Do you prefer control?
may have.
NOTE THAT Human Resource

COMMENSURATE Why are you Budgeting?


17012 - Fee Increases

• Completed by Owner or ED
• Due by Jan 2 7 AM and July 5 7 AM.
• The price shopping analysis and decisions make take hours to make. Completing
the actual fee increase should take less than a couple hours.

• Go to Treatment list > highlight the category > Right click markup > under
calculation multiply current price by “3” pct.
• Rounding:
o For Shopped Services: if greater than 1.00 round to 0.1, if greater than
25.00 round to 0.50. If greater than 100 round to 1.00.
o For Non-shopped services: NO ROUNDING IS NEEDED.
o Then reduce by is always 0.00

• Fee increase approx. 3% on “back-end” fees
• You can check the price history very easily on any treatment by right clicking
“price history”.
• “Front End” fees based on price shopping comparison, costs, value to clients and
demand from clients. We typically charge middle-of-the-road fees for the
COMPARABLE practices nearby. Those that offer lower quality of care and
service are not considered.
• Treatment Category “Treatment Groups” are typically where most of our front-

end fees come from as these fees are packages.
• Certain treatments have unusual markups based on lab costs, discounting, and
shopped services. They are as follows:
o Microchip plus first year (shopped): Markup is 365%
• Treatment Category “Discounts” changed manually to match the current exam

• “Canned” estimates with group prices need to be manually changed. On the
following “Canned” estimates you will need to delete all of the components
inside the estimate on the right, then re-enter with the group code to catch the
new price
• When re-entered you DO NEED TO EXPAND the treatment category. If you do
not all of the printed estimates for the clients will only be one line. If we could
leave it unexpanded then we would not have to worry about rebuilding all of

these estimates every time there is a fee increase.



EXPANDED. This adds the biohazard fee as an extra charge at normal price.
• For spays, neuters, and declaws it’s important to DO NOT ADD THE PRE-OP
GROUP. They are already part of the surgery group in AVImark.
• The treatment groups that have “Charge Normal Prices” checked under
groups automatically change the individual prices within the group when you
marked up the other categories. The following items are the discounted group
o Declaw and neuter package

o Declaw and neuter package 4 feet
o Declaw and spay package
o Declaw and spay package 4 feet
o Declaw package 2 feet
o Declaw package 4 feet
o Dental Pkg Canine – Grade 1
o Dental Pkg Canine – Grade 2
o Dental Pkg Canine – Grade 3

o Dental Pkg Canine – Grade 4
o Dental Pkg Feline – Grade 1
o Dental Pkg Feline – Grade 2
o Dental Pkg Feline – Grade 3
o Dental Pkg Feline – Grade 4
▪ For the above dentals you have to add 4 things to get the
estimate right. Add them in this order.
• Dental Grade __ (black one with the price listed)
• Biohazard Surgery

• Pre-op Dental Group (black one with the $109 price)
• Biohazard – regular non-surgery one.
o Mass Removal 25 min and dental (level 2 pkg plus soft tiss, pain, anesth
extra, histo)
o Neuter Crypt – Abdominal – (neuter pkg plus Cryprt abdom, histopath)
o Neuter Crypt – Inguinal – (neuter pkg plus Cryprt inguinal, histopath)
o Neuter Package - Canine

o Neuter Package - Feline
o Pre-op Visit
o Senior Wellness w/vax – Canine
o Senior Wellness w/vax – Feline


o Spay Package – Feline
o Spay Package – 11-25 lbs

o Spay Package – 26-50 lbs
o Spay Package – 51-80 lbs
o Spay Package – 0-10 lbs
o Spay Package > 80 lbs

Change following forms with updated prices on the BOTH AVImark1 and master copy of
the procedures manual
1. Medical admission form
2. Medical admission form blank
3. Boarding admission form

4. Boarding admission form blank
5. Boarding Forms (which include other forms all together)
6. Boarding client info sheet.
7. Yearly Wellness Forms – Dogs
8. Yearly Wellness Forms - Cats


17012.1 – Fee Increases for Outside Labwork

Result Statement: Our client prices for outside lab tests are updated yearly before or
within two weeks after fee increases in order to charge accurately and fairly to the client
and hospital.


Treatment Category “Laboratory – Other” and “Laboratory – Outside Blood Test” are
both based on Antech fee increases and NOT changed here. They are changed as we
receive notice from Antech. They are marked up 2.5 X cost of the LIST PRICE. You will
get a 20__ Fee Schedule – this is our DISCOUNTED prices. Wait for the book from
Antech that has the LIST prices in it.
o Start with “Laboratory – Other” in AVimark. Print the treatment
category. Highlight each line as you adjust cost AND price in AVImark.

Do the same with “Laboratory – Outside blood test”. You may have to
call Antech to get the list prices on some tests. Some will not be in the
o Many of these tests (especially the profiles that are SA___) can be found
by logging into and entering the TEST CODE #
under the “Test Guides”. Search under the name and type in the code #
or go to the letter it starts with and look for it on the list.
o There are a few exceptions due to special pricing and they are listed
below with the markup:
▪ Heartworm antigen

▪ Pre-op screens are marked up 4X
▪ Wellness profile (sr, early detection and wellness) – sometimes
ask the Antech rep what the “going rate” is for these.
▪ ACTH stim test of various sizes has much different markups due to
cost of the cortrosyn used with the test. Mark it up the
percentage of increase that Antech increased their fee by.
▪ OIE-FAVN Rabies Blood Test (export) – Marked up 2 X cost
▪ Lymphosarcoma PARR Tissue Assay – Marked up 2 X cost

▪ Rabies Vaccine Titer Non-Export – Marked up 2 X cost



The nature of our business is that our patients need care regardless of the weather. In
the event of inclement weather (ex.: ice or flooding or other circumstances as determined
in the sole discretion of Dr. Julius or Executive Director which prohibits an employee from
traveling to work), employees are not required to work their scheduled shifts if they are
unable to safely report to work, but must notify their supervisor as soon as possible prior
to the start of the shift. Employees who are willing and able to work during inclement
weather will be allowed to work on an as needed basis. There will be no pay for time
missed due to inclement weather.

We have a few basic philosophies when deciding whether or not to limit hours open due
to inclement weather. The primary factor we consider is the ability for the public to be
able to bring their sick or injured pets to a vet that is open, especially our existing
clients. If the emergency clinic is NOT open we will make every effort to be available for
our patients that need during most if not all of those hours.

For example, if there is a snow storm often times the emergency clinic was closed
during daytimes. If your dog slipped on the ice and broke it’s leg where would you take
it to get help and control the severe pain? If we were closed you have to call around
until you find a vet hospital that was willing to be available to help you and your pet.
That vet should be us!

The other factors we consider is the nature and extent of the weather, the ability of the
number of team members that can make it to work, those team member’s skills, the
number of already hospitalized and boarding patients, etc.

In most cases we close a few hours early and open a couple hours late when we have
heavy snow or ice.

In the event we decide to close early, open late, or not open at all we need to do the
1. Change the doctors’, grooming, tech, and boarding schedule in
AVImark accordingly
2. Call ALL clients that were already scheduled to reschedule. Call
ALL of the client numbers we have. Leave messages all any
3. Call ALL client with patients schedule to go home today (and
tomorrow if limted hours tomorrow) and let them know what our
hours will be. If they need to keep their pet’s here another day
we will do it for no charge.


4. Executive Director, D of Admin, Dir of MS, and department heads
will coordinate the essential lay staff that will be needed based on
doctor’s schedule, boarders, etc. They will call or e-mail all staff.
5. Owner or Medical Director will inform and schedule doctors
6. Change the voicemail to list the limited hours and when we
expect to resume normal hours.
7. Update our facebook, twitter, and blog with our limited hours.
8. Print a sign for the front door stating the hours.
9. Send an email through AVImark or Demandforce to our ENTIRE
database of our limited hours and when we expect to resume
normal hours.
How to change the voicemail and script to use:

How to e-mail our entire AVImark database:

Primary characteristics Legacy Vet is looking for:

Personnel Management: We need an individual with previous proven experience in managing a large
group. The will need to be able to manage a group of three executives so that they train the “trainers”
and “managers” to be fully capable of managing their areas independently.

Production oriented: The applicant must understand the product of their employment is the success of
the hospital and satisfaction of our clients. They must be willing and encouraged by their salary reflecting
the success of the hospital. Their primary product will be the growth factor of the hospital.

Financial Management:
Applicant must have basic understanding of financial reports and be proficient with MS Excel and MS
word. We do have a payroll company and a bookkeeper but the administrator will routine produce
graphs, spreadsheets, and analyze data.

Marketing: They must have a good basic understanding of both internal and external marketing. They
must know what each involves and how they would control this.

General: The applicant must be extremely organized, willing to accept challenges, able to meet deadlines,
and able to set and achieve goals.


Example Ad:

Busy, state of the art four doctor vet practice looking for enthusiastic, experienced Office Manager to
running our production lines & our team. This is not a "sit in the office" position. We are looking for a
Manager who can easily get staff highly proficient at their jobs and make production happen. Excellent
skills in managing productivity a must. Your major responsibilities would be to ensure the team is there,
ready to back up the doctors in servicing our clients & patients; ensuring production goals are confidently
met daily and weekly; expansion plans of the owner are carried out; and ensuring that the entire team is
focused on taking superlative care of our patients & clients and getting best medicine delivered. If you are
up for the challenge & excited by the idea of growing a better & better practice, you may be a match for
If this sounds like a place for you, send us your resume along with a phone number we can reach you at
for a phone interview.

Screening Questions

Salary history and expectations

Reasons for leaving 3 most recent jobs (if applicable

Special training you may have.

Why are you looking to make a career change?

Which areas interest you to live and work in?

What do you most enjoy about veterinary management and what aspect(s) do you find the most

Do you have any key interests in management?

Where and how have you been the most successful when comparing all the hospitals you have worked in?

What are your key strengths in management?

Do you prefer Human Resource Management? Budgeting? Inventory control? Troubleshooting?
Equipment management? Computer services? Marketing? Customer Service? Financial Reporting?
Performance Evaluations? Creation of procedures and Job Descriptions? Where do these key
management skills rate with you? Please rate yourself on a scale of 1 to 10 on each of these.

What should be in ones personnel file?

What are the main two expenses a hospital administrator can control?


17014 – Key Stats



Section 1
Key Statistics

The following statistics are the statistics you have been tracking since you started with
the VPS program. These particular statistics are tracked as they are the key controlling
statistics for a vet practice. If you control these statistics, you can control your
production level- the amount of medicine you deliver. As the amount of medicine you
deliver is tracked using dollar value, it is sometimes confused with Gross Income by staff
who may consider your orientation is money rather than medicine. It is imperative you
handle your staff so they are capable of differentiating between these two statistics.

Statistic: New Clients
Stat Definition: The number of clients seen by the practice for the first time ever - measures your Division
6’s, Public Contact, ability to bring new people into the practice through external marketing & your
doctor’s ability to convert these new people into clients on their first visit, as evidenced by their
purchasing their first service.

Product: A client who has bought their first service in the practice. They may have
received an initial consultation (this may be no-charge if you are using complimentary
consultations as part of your New Client Program), but until they purchase a service,
they are not a New Client.

Statistic: Transactions.
Stat Definition: Total number of invoices generated for the week. Measures the
effectiveness of the Division 2 activities in Internal Marketing & Activation &
Department 10 ability to effectively schedule the appointment book.
Product: Delivered service and / or paid service recorded in the software system by
means of the invoice.

Note: Overall, the intent of this statistic is to calculate the number of client coming
through the practice on a weekly basis. As you can have invoices which do not represent
a client, as in payments through the mail, purchases such as nutrition, RX refills and
even adjusting transactions., it is not entirely accurate. The more accurate statistic
would be # of clients in the practice for the week. As # Transactions can be easily
tracked on your daily reports from your software, we initially use this stat. As your staff
become more accustomed to tracking statistics, we will refine this stat to # Clients in the
practice weekly.


Statistic: Average Client Transaction (ACT)
Stat Definition: This is the average value of invoices for the week & is calculated by
dividing VSD by the number of transactions for the week.
Product: Client Compliance- the doctor’s ability to present TX Plans to clients effectively so they
recognize the need for medical treatment and procure it.

Statistic: Value of Services Delivered - VSD
Stat Definition: The amount of medical services delivered to patients thereby servicing
the clients. Calculated by summing the dollar value of the invoices generated for the
week, referred to as Sales on your reports but is the measurement of the amount of
medicine delivered, the Division 4 statistic.
Product: Medical treatment delivered to patients. As this stat is measured in dollars, it
may be confused by some staff as representing money rather than medicine. All vet
software systems valuate medical procedures in terms of dollars with more complex
procedures costing more than simpler medical treatments. Therefore, despite the fact
this is presented in dollar amounts, it is an accurate representation of the amount of
actual medicine delivered to your patients. It is imperative that any thought of VSD
actually being money must be addressed and your staff thoroughly disabused of that
notion. The orientation here is to deliver medicine not generate money. Any
organization whose sole focus is generating money is doomed to failure as it violates the
four conditions of exchange. You must be focused on delivering high quality service in
abundance to succeed. Staff who promulgate the idea VSD is only money turn your
focus away from the delivery of medicine where it belongs.

Statistic: Collections
Stat Definition: Amount of monies collected for services rendered, also known as Gross
Income, and is the GDS of Division 2.
Product: Monies that come into the organization via front desk, mail or direct payment
to account. Collections are viewed against VSD- if your quality of medicine is high, your
Collections will be quite close to the VSD. If you find it is difficult to get paid for your
service, then inspect your technical quality and your service quality to find what is
jamming your money line- it is one of the these areas.

The following statistics are sub-statistics which are used to control these main
statistics above. You have also been working on these stats since you started with VPS
as they are viewed as very controllable stats in the eyes of your staff.

Statistic: # Reminder Cards out
Stat Definition: The number of reminder cards sent out via email or snail mail for annual
wellness, vaccines, treatment- any service the doctor has indicated is needed for that
particular patient. This can also include cards sent out to clients who have not been in
for over a year in an attempt to reactivate them- Division 2, Dept 4 stat.
Product: A client reminded of the need for service.


Statistic: # Promo pieces out
Stat Definition: The number of newsletters, flyers, letters or cards (birthday, sympathy,
welcome) sent out via email or snail mail as part of your internal marketing activity to
your client database- Division 2, Dept 4 stat.
Product: A communication delivered to a client.

Statistic: Total Promo out
Stat Definition: The total amount of reminder cards, emails, newsletters- anything sent
out by Division 2 to the existing client database that week. This stat is calculated by
adding up the above two statistics. The importance of this statistic is that the quantity of
pieces mailed to your database determines your Gross Income- that means it also drives
your Transactions & VSD- Division 2, Dept 4 stat.
Product: The volume of communication delivered to your clients.

Statistic: # Activation Calls out
Stat Definition: The number of calls made following up on the reminders sent out to
your client database- Division 2, Dept 5 stat.
Product: A communication delivered to a client.

Statistic: # Clients Contacted
Stat Definition: The number of clients who answer the phone & you talk to when you
call out on the activation calls. You do not include those who call back. You should
contact 50% of the clients you call out to. If not hitting that percentage, then adjust your
schedule, the best time to call is Wed – Fri, 4-7PM and Saturday mornings- Division 2,
Dept 5 stat.
Product: A client contacted.

Statistic: # Appointments made
Stat Definition: The number of appointments made from the clients contacted above,
this is when you initially call them & get them on the phone. You should appointment
90% of the clients you talk to. If not hitting that percentage, then you need to work on
using the Activation Script guidelines until you can effectively appointment 90% of those
you contact- Division 2, Dept 5 stat. You do not include clients who call back from
messages left & make an appointment, this is expected. We are measuring the
effectiveness of handling the client when initially contacted & allows you to refine the
skill with which they are handled.
Product: An Activation appointment made.

The above three stats, Calls out, Clients Contacted & Appointments
made can also be kept separately for Reactivation (actions taken to reactivate a client,
meaning directed to a client who has not been into the practice for one year or more)
& TX Plan follow up ( calls made to follow up on TX Plans presented to clients but not
scheduled) but these areas will not have the same percentages.


17015 – Click to select down insert a

Procedures the the page
Manual "Insert Shift break
" tab key on before
on the the the
ribbon keyboa docum
and rd and ent
Review the find the click name
docum "Object the last by
ents for " file in placing
content button the list the
and in the to cursor

edit the Text select before
docum group. the the
ent range name

name Click of files. and
to the hitting
order down Click "Insert" Control

the list arrow in the +Enter
of files and lower on the
in the select right keyboa
sequen "Text corner rd.
ce in from of the
which file" windo Now mark
you w to the file
want Browse to the insert names

them files the to
to locatio files create
appear n, click into the the
in the once blank Table
combin on the docum of
ed file. first file ent. Conten
in the ts:
Open a blank list to To start each
Word highlig policy Go to the
Docum ht it, on its t o
ent then own p

hold page, o


Click to View FlipBook Version