Lead Receptionist

LEAD RECEPTIONIST





PROCEDURES










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TABLE OF CONTENTS

13000 – Lead Receptionist Position Agreement .......................................................................................................... 1
13000.1 - LEAD RECEPTIONIST JOB DESCRIPTION ........................................................................................................ 4
13001 - ANTECH RESULTS AND TESTS AVAILABLE ....................................................................................................... 8
13001.01 - Attendance and Tardiness Tracking ........................................................................................................... 9
13001.1 - Bite Reporting.............................................................................................................................................. 11
13001.15 – Call Recording Performance ..................................................................................................................... 12
13001.2 -Checklists and Follow-ups by Department Heads ...................................................................................... 14
13002 - COMPLICATIONS IN CARE – SURGICAL OR MEDICAL .................................................................................... 14
13002.1 – Hiring, Training, and Correction Guidelines .............................................................................................. 16
13003 - INCLEMENT WEATHER PROCEDURE .............................................................................................................. 17
13003.001 – Marketing Reaches Stats and Plan ...................................................................................................... 19
13003.005 – New Client Verifications ....................................................................................................................... 21
13003.01 – Reimbursements for Revolution & Other Products ............................................................................ 22
13003.1 - Scheduling Reception Staff ....................................................................................................................... 23
13004 - Submitting an IT issue ..................................................................................................................................... 25
13006 - Treatment Plan Reviews by Dept Heads ....................................................................................................... 26

























































[2]

13000 – Lead Receptionist Position Agreement

POSITION TITLE: Lead Receptionist

SUPERVISOR’S POSTION: Director of Medical Services

RESULT STATMENT: To achieve and maintain the highest level of customer service and, as a result, help to
reach the hospital vision statement. The lead receptionist does this by managing the
reception team that serves our clients. The reception area is more important to our
image and reputation than any other area.

The lead receptionist has the ability to quickly recognize and correct and gaps in client
service, human resources, or financials of this area.


REPORTING POSITIONS: These position(s) report directly to me and are responsible for producing the indicated
result.

Position: Receptionists - Intake
Result: To provide great client service receiving clients and patients with both
courtesy and efficiency. They do this to pets can receive great care
without a wait.




Position: Receptionists – Check-Out
Result: To provide efficient and accurate client service at the time clients exit.
They do this by:
 Collecting client payments with courtesy and accuracy.
 Booking their NEXT visit at the BEFORE leaving.
 Encouraging client referrals based on procedure.



Position: Receptionists – Phone
Result: To assure clients and patients are helped by appropriately scheduling
and booking clients. Efficiently and accurately management multiple
incoming phone calls, routing of calls, and taking phone messages.






















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TACTICAL RESPONSIBILITIES:

1. Three primary stats are both controlled and up-trending:
a. Weekly number of booked AND kept appointments
b. Percentage of marketing reaches to new clients
c. Weekly number of referred clients.
2. Helping to reach the hospital’s vision statement by assuring the highest quality client service
(see hospital policies).

STRATEGIC RESPONSIBILITIES:

1. LEADERSHIP:
a. Assures we have proper coverage of all reception positions to properly provide client
service. This coverage is assured even with surprise absences or lead receptionists
having to personally cover certain shifts.
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b. Assures staff is properly scheduled by the 15 for each following month.
c. Assures staff is both happy and competent for the positions by good hiring, training,
corrections, and EDM’s (see separate HR procedures).
2. CLIENT SERVICE:
a. Meticulously clean and organized reception area and check-out room.
b. Client complaints with regards to client service is EXTREMELY rare.
3. REPORTING:
a. Proper reporting to executive director or director of medical services
b. Programs as directed by director of medical services, executive director, or owner.

STANDARDS:

1. All work will be performed in accordance with Hospital Policies.
2. All work will be performed according to the General Hospital Procedures.
3. The lead receptionist and hospital will be in compliance with the signed Confidentiality and Non-
Compete Agreement.
4. Supervisor will be notified of any issues to be resolved or deadlines that cannot be met WELL IN
ADVANCE of the due date.




























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SIGNATURES:

Statement of the position holder:
I accept the accountabilities of this position and agree to produce the results, perform the work, and
meet the standards set forth in the Hospital Policies and General Procedures.


Date: _________ Signature: __________________________ Printed Name: __________________________






Statement of the position holder’s supervisor:
I agree to provide a working environment, necessary resources, and appropriate training to enable the
accountabilities of this position (result, work, standards) to be accomplished.


Date: _________ Signature: __________________________ Printed Name: ____________________________




















































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13000.1 - LEAD RECEPTIONIST JOB DESCRIPTION


DAILY:

 Assures all receptionist checklists are complete by the deadline listed at the top, turned in to
DMS, and filed in proper folder in the reception area.
 Reports, in writing, attendance or tardiness issues of department heads to director of admin
daily. Assures the reception area stays properly staffed to handle client and patient flow despite
staffing issues.
 Assures the coverage of the on the floor staff is adequate in their areas at all times including
emergencies with sick employees, surprise vacancies, etc. This coverage is independently
managed appropriately by the department head without assistant from their supervisor


WEEKLY:

Meetings:

o Scheduled off of the floor and attends department head meeting every Tuesday from 11 AM to
12 PM.
o Scheduled off of the floor and attends staff meetings every Tuesday from 12-1.
o Conducts, coordinates, and/or attends any needed department needed training or meetings
from 1-1:30 PM every Tuesday.
o Goal of every meeting attended to accomplish a written set of action plans and scheduled follow-
ups. The goal is also to report the compliance of any previously scheduled action plans,
programs, or projects
o Attends meetings with ALL current written action plans, projects and binder in hand
o Submits to Director of Medical Services and the ED a “Weekly Compliance Report” by 8PM every
Monday. This report shortens the time needed during meetings to discuss what is done and not
done. Sends by e-mail or hard copy with the following:
1. Listing of completed items assigned on the current weekly action plan.
2. Listing of completed items assigned or planned from last week’s dept. head meeting.
3. If any item is not completed as assigned a description of:
 Why it was not completed
 When it will be completed.
 Date and time you previously notified the DMS in advance of any items that
were not going to be completed on time.


Action Plans and Reporting:

 Provides a written COMPLIANCE REPORT on applicable parts of last week’s action plan and all
pending programs/projects to director of medical services every Monday evening by 8 PM.
 Completes any assigned weekly action plan steps by deadline of 8 PM Mondays.
 Develops an effective weekly action plan for their department based on the stats and condition
formula associated with those stats by 2 PM every Monday and turns in to the director of
medical services. – THIS IS UPCOMING FOR SOME TIME IN 2015.
 Is SCHEDULED for an average of 2-6 hours per week OFF OF THE FLOOR for management time
(meeting planning, evaluations, employee training or corrections, check-ins with employees, etc.)
 Enters current data on Weekly Stat Log Monday by 8 PM for total number of cancelled
appointments, No shows, and booked appointments.


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 Accurate and efficiently MANAGES the 3 numbers above via employee supervision, training,
leadership and action plans.

MONTHLY:

 Submits completed minimum of 4-5 weeks of reception staff schedule to director of
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admin for approval by the 15 for the following month.
 Scheduling of reception staff is based on the hours budgeted. – Refer to procedure 4005.1 “Scheduling
Staff and Payroll Budget” under Director of Administration.
 Turns in performance reviews (by employee and department head) and suggestions for pay raises to DMS
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by the 10 of the month for those employees due for reviews the NEXT month .
 Monthly checklist is completed by 28 of each month and turned in to DMS and filed in the proper folder
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in the reception area.






























































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Introduction:
The Reception Manager will spend approximately 90% of their time performing receptionist duties. While
performing these duties, they should also be observing and evaluating other receptionists to guide and assist
them. This position will set an example for all other receptionists. Delegate those receptionist tasks that can be
handled by others and which tend to take time away from Receptionist Supervisor management duties.

The Reception Manager will devote approximately 10% of their time to management duties. These duties include
special projects, implementation of new ideas and/or procedures and employee management (training, discipline,
scheduling, etc). Prioritize projects and complete them in the order of greatest importance. Focusing attention on
one or two projects at a time will help reduce stress levels and ensure greater accuracy. This position must know
when to say they are too busy to take on a new project.
MAJOR DUTIES
Provide strong leadership and supervision to receptionists.

Set standards of performance that must be met to effectively keep the reception area and the hospital running
smoothly.
Oversee the daily operation of the front office and delegate duties to each employee to ensure daily tasks are
accomplished.
Provide support and assistance in the area of discipline.
Be fair and impartial to each employee in regards to scheduling and discipline.

Assist the Executive Director and Office Manager in developing methods that will improve the morale of the
receptionist staff. Receptionists need to know that they are vital to the operation of this business and are
appreciated.
Provide instruction and training to receptionists.
Provide input on employees for annual review.

Mediate any interpersonal problems.
Meet every Tuesday at 10am with the Executive Director and Office Manager to discuss any problems or
improvements.

Give prompt attention to requests for meetings, repair and supplies.
Whenever needed, assist with emergency scheduling.
Provide adequate and compensated time to fulfill the responsibilities of the job.
Periodically review front desk operations for efficiency and accuracy. Make recommendations to the Executive
Director as to ways in which the front desk can be enhanced.
Be the first line person to care for client concerns regarding charges, payment issues, or client concerns.
Maintain Revolution reimbursement program.

Complete the weekly inventory for the reception area before Every Wednesday.

OTHER SIGNIFICANT FACTS

Skills and Knowledge:
Knowledge of hospital procedures and operating instructions for making appointments, assembling patient
medical records, recording test results, relaying information regarding patient’s condition, and compiling and
submitting data on patients treated.
Knowledge of the spelling and meaning of commonly used terminology of veterinary medicine to accurately record
results of tests and file veterinary medical reports according to alpha, numeric or subject matter headings.

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Personal contacts are with animal owners affected by a variety of problems, visitors and other healthcare team
members. Considerable tact and diplomacy is required. Must accurately relay owner’s account of the medical
complaint(s) for the animal(s) involved to the healthcare team members who will be involved in treating the
patient(s).


PHYSICAL EFFORT
The physical demands described here are representative of those that must be met by an employee to successfully
perform the primary functions of this job. While performing the duties of this job, the employee is frequently
required to bend, stand, stoop, walk, sit, talk, and listen; may be required to walk or stand for long periods of time;
will use hands to manipulate, handle, or feel; will reach with hands and arms. The employee must be able to
occasionally lift and/or move up to 50 pounds.

WORK ENVIRONMENT
While performing the duties of this job, the employee is exposed to hazards associated with aggressive patients;
hazards associated with infected animals and controlled substances; exposure to unpleasant odors and noises;
exposure to bites, scratches and animal wastes; possible exposure to contagious diseases.


























































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13001 - ANTECH RESULTS AND TESTS AVAILABLE:


 To view lab results, trends of results for patients, disease incidence maps, available tests, etc. online go to:
o www.antechonline.com or www.zoasis .com
1. Account #: 11584
2. Online ID: 35659
3. Username: legacyvet
4. Password: legacyvet

 To request a test NOT entered into AVImark, charge it to the client, and run the test for a patient.
o Login to the website(s) above.
o Find the test you would like to run
o Write down the cost to the clinic.
o Go to the patient’s record and enter treatment code 8056 “Misc Fee”
o Double click on the treatment in the patient record.
o Change the name from “Misc Fee” to the test name and antech code #.
o CHANGE THE CLIENT PRICE TO 2.5 TIMES OUR COST.
o Ask your tech or TA to fill out a requisition form by hand

Note: There are several reasons we do not keep a large lists of tests available in AVImark. The primary reasons are
that we keep the tests most commonly used, the most cost effective for the client and hospital, and avoid the
tedious task of keeping with price changes on the multitude of tests antech has available. This approach also
allows doctors to view all current tests available through Antech Online rather than what is in AVImark or available
when the Antech book was printed.












































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13001.01 - Attendance and Tardiness Tracking


Results Statement: To assure great patient care and exceeding customer expectation by
making sure are team:
1. Arrives to work.
2. Arrives on time…and
3. Arrives prepared for patients.


Primary Responsible Positions: Lead Tech (for all techs and TA’s)
Lead Receptionist (for all receptionists)
Kennel Manager (for all kennel staff and bathers)

Why: We have and attendance and tardiness policy (see policies and general
procedures). Staff will often show up to work late or not at all if the
policy is not KNOWN and ENFORCED.

In order to provide great patient care and client service (top two
priorities for everyone) staff must be on time and be at work.
How:
1. Print a new form every Tuesday morning
a. Staff Shares  Procedures Manual (date)  Forms-
Misc
2. Monitor each staff member’s attendance and time daily for
your area and complete form for the day…
a. Log into AVImark
b. Click on Utilities
c. Click on Time Card
d. Choose the employee to review time card
e. Complete the Attendance and Tardy form daily
3. Attach any documents related to absence (doctor’s note)
a. If staff is absent the day Tracking form is due, notate
when to expect doctor’s note or other documents
4. Completed form and documents are due in the Director of
Admin’s box by Monday at 8pm


















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Drill Questions for “Attendance and Tardiness Tracking”:

1. Why is it important to monitor time and attendance daily?
2. What happens if we don’t know the policy? If we don’t enforce it EXACTLY as written?
3. When is the tracking form due?
4. Where are the completed form placed?
5. Go through one employee tracking both the attendance and tardiness on ONE EMPLOYEE
over the LAST 14 days. Show your trainer how you showed if they were on time or missed any
days. Get a pass when you do it correctly.

































































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13001.1 - Bite Reporting

See director of admin procedure on bite reporting















































































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13001.15 - Call Recording Performance

Results Statement: To assure great customer service and ultimately caring for more pets.
We do this by everyone who answer the phone books every possible
appointment opportunity. This procedure monitors the call performance
and corrects any situations where we are obtaining this result.



Position Responsible: Lead Receptionist

Participating Positions: Receptionists, Exec Director

Recorded Calls:
● Listen to calls daily via Patient Pursuit. The “Pursue Box” will be the main
focus, as it contains missed opportunity calls.
● Call missed opportunities back as soon as possible to book the missed
appointment.

Call Grading:
● Lead Receptionist will sit down with each receptionist off the
floor once weekly and review a random sample of 3-5 recorded calls.
Grades will be based off of the corporate grading rubric. This
grading rubric can be found under “Forms-Misc” in the hospital
manual.
○ Sign into the call recording software. Find appropriate
calls.
○ Play the calls through speakers so that both the
employee and supervisor can listen and make comments
throughout this session.
○ Each listening session should take 15 minutes or less.
○ If further training or correction is needed, protected
private time will be scheduled off the floor to re-train on the
“Phone Shoppers” procedure (under receptionist manual)
with drills and policy sign-offs.
● Lead Receptionist will conduct a once-monthly phone etiquette
workshop that will include:
○ Mock call drills and role playing
○ written procedure refresher/re-training
○ “A” grade phone calls for examples.















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Call Performance:
● Receptionists with a “B” call grade average or higher will be eligible for
clinic bonuses.
● Receptionists with an “A” call grade average for the week will receive an
incentive.
● All employees with a “C” call grade average or below will re-read and re-
train on the receptionist “Phone Shopper” procedure (Dr. Parker’s
“Handling Shopper Calls” video), complete quiz and training and sign-off
on this policy again.

Quiz/Drill for Call Recording Procedure:
1. Why do we have this procedure?
2. What if we didn’t do this? For the clients? For the staff? For you? For the business?
3. How often do you listen to recorded calls?
4. How often do you listen to call with each receptionist? While they are on-the-floor?
5. How often do you have a phone call etiquette workshop?
6. How are you going to remember to do this daily, weekly, and monthly steps? Hint: Checklist?
7. Show your trainer where you log into the call recording software.
8. Log in and listen to at least one recent call with your trainer watching.
9. Using the grading rubic fill out this form based on this one call. Show it to your trainer.
















































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13001.2 -Checklists and Follow-ups by Department Heads

Result Statement: To assure all daily checklists and follow-up lists are COMPLETED.











Primary Responsible Position: Department Heads

Participating Positions: Execs

How: The lead for each department will review following each day for
the previous day to ensure all tasks were completed:
1. Follow-up list
2. Checklist

Department heads will report this on their weekly checklists to
document this was done.

Drill/Quiz for “Checklists and Follow-Ups by Department Heads:
Explain how and when you will assure checklists and follow-up lists are completed each day?
How are you to report this to YOUR supervisor?



13002 - COMPLICATIONS IN CARE – SURGICAL OR MEDICAL
HOW TO HANDLE

If we have a patient who has complications following medical or surgical care we will handle it
in one of two ways:
1. If the complication is a result of OUR ERROR then the original service AND ALL
remaining care to correct this complication is completely free to the owner. Everything
will be entered into the patient record under the appropriate doctor with the regular
prices then a “8052 Professional Discount” is entered and the price is changed to a
negative amount under the same doctor to make the total charges as pertains to the
complication are zero. Services unrelated to this complication are charge at regular
prices.


Examples:


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i. A patient was given an injection overdose due to someone misreading or
the syringe.
ii. A patient was dispensed the wrong pills and had a reactions to the
medication.
iii. A patient gets into a fight with another dog in our care because one of
the dogs was not on a leash in the hospital as required.


2. If the complication was NOT UNDER OUR CONTROL and there was no way of us
knowing how could have prevented it the owner pays only for medications and

products. We discount any exam fees using the “8052 Professional Discount” as above.

Examples:
i. A patient has a suture reaction after a spay.
ii. A patient has a vaccine reaction that we had no prior history of.
iii. A boarder is vomiting despite us giving the proper care, food, monitoring,
etc.



Note: On some occasions patients under our care are not responding to our treatment plans or
are getting worse even with our best efforts. THESE ARE NOT COMPLICATIONS AS DESCRIBED
ABOVE. These cases may require multiple exams, medications, etc, all at regular price.






































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13002.1 – Hiring, Training, and Correction Guidelines


As a supervisor:

HIRING:
 I will assure proper steps of hiring procedure (HR101) are followed for the employees under me.
 When choosing candidates for hire I will assure I am using objective guidelines to make sure it is the
proper fit for the hospital and the position. The best candidate should most closely match the “ideal
candidate” listed in HR101 procedure.
 I am responsible for the employees that are under my supervision, both new hires and existing staff.


TRAINING:
 I will assure EVERY new on-the-floor employee under me will be trained to AT LEAST level 1 training as
indicated on the training before being scheduled or placed on the floor EVEN FOR ONE MINUTE.
 I will assure the training forms and procedure sign-offs are properly signed BEFORE employee is
considered trained.
 I will assure training will ONLY be considered complete if the ALL steps are complete with Reading,
Answering quiz questions, Drilling/practice, and Sign-off sheet for procedures – (RADS).
 UPON STARTING I will make sure every new employee has scheduled a 20 minute meeting with Dr. Julius
and direct supervisor in AVImark with 3 WEEKS OF START DATE.
 I will assure ALL FORMS are completed appropriately and present during that meeting with Dr. Julius and
the employee’s direct supervisor.

CORRECTIONS:
 When correcting employees I will ALWAYS refer to procedures and policies in a POSITVE WAY.
 As supervisor I will make sure all day-to-day corrections (schedule issues, 5-10 minute corrections, simple
forgetful mistakes) corrections will be handled by the DIRECT SUPERVISOR.
 I will ALWAYS keep my director of administration informed of these corrections IN WRITING either by e-
mail or a private note on a full-size piece of paper.
 As a DIRECT SUPERVISOR any correction that requires a meeting time and “sit-down” discussion I will
transfer to the director of administration in WRITING (e-mail or private note on full sized piece of paper)
explaining the situation completely referring to how it pertains to procedures and policies.
 As a supervisor I always agree to PRAISE in public and CORRECT in private.
 I will never correct when I have strong emotional feelings.
 I will give my juniors the benefit of the doubt when determining the truth in any situation.
 I will assure to be proactive when determining proper staffing.

I WILL BE RESPONSIBLE AND ACCOUNTABLE FOR THOSE THAT I SUPERVISOR. I UNDERSTAND THAT TO BE A
GOOD SUPERVISOR I MUST HAVE A HAPPY AND RESPONSIBLE GROUP OF PEOPLE UNDER ME. I WILL TAKE ALL
APPROPRIATE ACTIONS TO MAKE SURE MY AREA IS PERFORMING WELL AND COMPLETING ALL
RESPONSIBILITES




______________________________ ________________________________
Signature Date






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13003 - INCLEMENT WEATHER PROCEDURE:

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 following:
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 numbers.
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 accordingly
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:









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How to e-mail our entire AVImark database:

















































































[18]

13003.001 – Marketing Reaches Stats and Plan


Result Statement: To help more pets and more people. To assure we keep New Clients :
Marketing Reaches at or above 75%. As a result, more pets will be
healthier and/or happier while, at the same time, we get to do more of
why LVH exists, to add value to the lives of people and pets.






Primary Responsible Position: Lead Receptionist

Why: This assures that both:
 Our marketing expenses are effective at getting phone calls
 Our receptionists are effective at converting at least 75% of
marketing reaches to new clients.

When: Deadline is every Monday night by 8 PM.

Where: Director of Administration inbox or e-mail








































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How:
1. Print the Marketing Reaches Stats and Plan Form
a. Found in: Procedures Manual (date)  Forms-Misc 
“Marketing Reaches Stats and Plan”
2. Collect ALL the weekly marketing reaches log stats.
3. Combine all of the numbers to get these numbers:
a. Number of marketing reaches for the week
b. Number of new clients for the week
c. Percentage of New Clients : Marketing Reaches (should
be over 75%)
d. Percentage of New Clients : Marketing Reaches for
EACH receptionist for the week.
4. At the bottom write brief written plan with dates for the

receptionists that are below 75%. This plan should be in a positive,
helpful, and supportive way. Use the action steps for
emergency/danger/non-existence for down stats. Found under
“Form-Misc” in the procedures manual.

Drill/Quiz for Marketing Reaches Stats and Plan:
1. Why do we have this procedure? What happens if we did not?
2. How does it make things better for YOU?
3. Go through last week’s weeks stats for marketing reaches log. Fill out the form completely.
4. Discuss the stats and plan with your trainer.
5. Get a pass and sign off when both you and your trainer are confident you can handle it
independently every week.


































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13003.005 – New Client Verifications


Results Statement: To assure great client service and to ensure clients get all our
communication.








Primary Responsible Position: Lead Receptionist
How:

1. Ensure the NCNP for the week aruploaded and entered correctly into
AVImark. Once verified the RL will initial the NCNP form. All NCNP
forms will be kept in the designated binder for the current month.
2. Ensure the NCNP forms for the week are uploaded and entered
correctly into AVImark. Once verified the RL will initial the NCNP forms.
All NCNP forms will be kept in the designated binder for the current
month.
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3. By the 1 of each month, Ensure all NCNP forms have been scanned,
and initialed by both the receptionist and CC for the previous month.
4. Ensure the NCNP for the week are uploaded and entered correctly into
AVImark. Once verified the RL will initial the NCNP form. All NCNP
forms will be kept in the designated binder for the current month.



Drill/Quiz for “Verifying New Client Information”
1. Why do we do this procedure? How does this procedure help the client and the patient?
2. How does it help YOU?
3. What happens when we do NOT do this?
4. When will this procedure be done?
5. How will you remember to do this procedure?






















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13003.01 – Reimbursements for Revolution & Other Products



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Results Statement: We are reimbursed monthly by the 25 for ALL vendor-sponsored rebates or free
products given to our clients.

Primary Position Responsible: Lead Receptionist

Steps:
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1. Between the 1 and the 5 of each month reports are printed showing all products (revolution
free doses for example) that were given out LAST month.
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2. By the 12 all proper forms or online submissions are completed showing all of the above
products that the clinic needs to be reimbursed for.
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a. By the 12 all of the above forms, reports, and submissions are turned into the Director
of Admin message box showing it’s complete.
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3. By the 25 the products (or rebates) are
a. received,
b. assured as correct by comparing to the above forms, and
c. re-stocked (or deposited in bank if it’s checks or cash).
d. Message is turned into BOTH the inventory manager and D of A’s message box:
i. Showing that it has been received, checked-in, and stock.
ii. Showing that it is accurate


Quiz:
1. Why do we have this procedure? What would happen if we did not?
2. How are you going to make sure it’s done monthly by the due dates without having to
REMEMBER it? Hint: Weekly checklist!
3. Show your trainer how you would print a report showing the amounts of at least one revolution
size sold for the previous month….and how many doses we would get replaced as a result.
4. Show your trainer where and how you would submit the info to the company for
reimbursement.
5. Show your trainer your weekly checklist showing where you are reminded to do this procedure
without having to remember it.
6. Get a pass when your trainer knows you can do this correctly and WANT to.
















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13003.1 - Scheduling Reception Staff:


 See procedure HR210 in the management manual

 Follow exactly as written









































































[23]

EDM’s: To help INDIVIDUAL STAFF MEMBERS

o Department Heads, CC, and Inv Manager:
 30 minutes BI-WEEKLY at 1 PM on Thursdays
 Weekly during probationary periods
th
 Scheduled on staff schedule by the 15 for the following month
 Conducted by DMS or ED.
o On-The-Floor Staff:
 30 minutes MONTHLY starting at 2 PM Thursdays
 Weekly during probationary periods
th
 Scheduled on staff schedule by the 15 for the following month
 Conducted by department heads DMS or ED.




























































[24]

13004 - Submitting an IT issue
 Go to web browser.
 Go to https://dontletitbreak.zendesk.com/hc/en-us
 In the right top corner, click the “Sign in” button

 Enter log in information:
o Email: [email protected]
o Password: petanimal2!
 Once logged in go to the top right corner and select “Submit a request”


1. Complete the form with your name, company name, call back number, and the
problem.
2. We will receive email that submission request has been "opened" meaning it is
received. Lewis will receive email about the ticket at this time and start to fix
problem.
3. Status will be updated by Lewis about the problem.
4. When ticket is complete the email that sent the ticket will receive a "closed"
message that the problem is fixed by Lewis. The Closed email might take a
day depending on the problem so he can be sure it is fixed before he tells us too
soon.












































[25]

13006 - Treatment Plan Reviews by Dept Heads

Result Statement: Department heads and managers are the final TRIPLE check for all of
tomorrow’s treatment plans to assure they are accurate and patients
get proper recommendations.





Primary Accountable Position: Lead Tech, Lead Receptionist

Participating Positions: All Managers and execs


When: The lead receptionist or lead tech will review treatment plans for the
following day before the end of their shift DAILLY.
The kennel manager or other executive will review the treatment plans
if the lead tech or lead receptionist are out of the office.



How: See “Treatment Plan Reviewing” under Techs or TA’s. There should be
3 signatures on each treatment plan, including the lead’s.
THERE IS NO EXCUSE FOR NOT COMPLETING ALL THREE SETS OF
INITIALS DAILY, SEVEN DAYS A WEEK.


Drill for “Treatment Plan Reviews by Dept. Heads”:
1. What two list do you check?
2. When do you check them?
3. Why is it important to check them?
4. What could happen if they aren’t checked?
5. Why are the treatment plans reviewed 3 times?

























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