Today’s Veterinary Business provides information and resources designed to help veterinarians and office management improve the financial performance of their practices, allowing them to increase the level of patient care and client service.
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18 Today's Veterinary Business Business A month later, she stopped by a specialty lender's booth at a veterinary conference. She learned that unlike conventional banks, these lenders focus on the specific needs of the veterinary profession. She also learned: • Veterinarians statistically have among the lowest default rates of any profession. • Her business pro-forma would be a key basis for the loan amount rather than how much equity and collateral she could muster. • The U.S. Small Business Ad- ministration offers programs for startups. After review and approval of her business plan, it was game on again. Veterinary Math Seeking space in a popular and growing strip center was the right choice for Dr. Kate. Now she need- ed guidance on how to build and fill her clinic. After identifying her funding source, she engaged a specialty design firm. She didn't know how many exam rooms, treatment tables, cages and runs would be needed, and in how many square feet. She knew her target caseload, but how would she translate that into the physical requirements? Companies with wide experience provide the expertise and answers. First is the project definition: how big, how much and on what schedule? The design firm takes the number of FTE DVMs and other information, including the projected caseload and hours of operation, and determines the required number of exam rooms. Similarly, other components are quantified, resulting in the overall size need. The firm also can consult on trends in veterinary medicine: growing acceptance of dental care and wellness programs; digital records and real-time data entry; feline-friendly features; customer service; advances in imaging, diagnostic and treatment modali- ties. They all influence an efficient flow pattern. What quickly became apparent was the need to minimize initial capital costs. A new practice has a lot of expense items, so the budget for each category must remain rea- sonable and be as tight as possible. A Matter of Timing Often overlooked is the project schedule. This is especially critical for a startup. Cash and debt man- agement is paramount if Dr. Kate is to survive the initial months before profitability. Once a project is started and debt incurred, the goal must be to generate income as fast as possible. The time needed for revamp- ing a building versus constructing one from scratch is much shorter: on average, three to four months com- pared with eight to 10 months. That's just the build phase. Design and engineer- ing approvals and permitting are faster and less expensive with an existing, qual- ity commercial space. But caution: This may not hold true when renovating an older property. The last thing you need is to be saddled with asbestos mitiga- tion or a failing foundation. Newer commercial spaces offer great advantages but come with their own cautions, chief among them zoning. Not all commer- cial properties allow veterinary use, espe- cially if the boarding of animals is desired. This is where commercial real estate agents will be useful. A good agent will know the area's zoning limitations and will limit offerings to spaces where a clinic is allowed. Be cautious of locations that require a variance or special-use permit. The process is often lengthy and costly. In the end, the project could be denied. Choosing the Builder After site selection and soon after the design work starts, the next order of business is searching for a contractor. A good contractor is a valuable resource for budget and constructability issues. What makes a good contractor? The obvious factors include a repu- tation for quality construction and for meeting schedules and budgets. The not-so-obvious red flags may involve communication, dedication to the goal, and generally caring about you and your dream. Ask for recommendations from veterinarians who recently completed a project. Read local business publications; companies winning awards are usually the quality builders. Don't assume a big company isn't interested in smaller projects. Cast a wide net and then work to a shortlist of two or three candidates. So, it's time — financing in place, design done, builder se- lected, permits in hand. Today the action begins as trucks, tools and workers show up. Over the next weeks and months, Dr. Kate's hospi- tal begins to come together. One day the jumble of studs, wires and pipes has been trans- formed into exam rooms. For the first time, Dr. Kate is able to walk through what looks like a clinic. Her clinic. It's still rough, still dusty, but she feels it. Her dream is close to becoming a reality. Future articles will describe these steps in more detail along with strategies for getting the hos- pital you've always wanted. Constructive Criticism columnist Paul Gladysz is the principal architect at BDA Architecture. The firm specializes in the planning, design and construction of animal care facilities. The installation of veterinary equipment marks a milestone for a new hospital and signals that opening day is near. What makes a good contractor? The obvious factors include a reputation for quality construction and for meeting schedules and budgets. Business CONSTRUCTIVE CRITICISM