Today's Veterinary Business

AUG 2018

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.

Issue link:

Contents of this Issue


Page 29 of 75

24 Today's Veterinary Business Business Business CONSTRUCTIVE CRITICISM I fielded a call from a client who was trying to decide whether renovating her clinic would make sense. Her caseload was growing, and she had hired another associate veterinarian. Her hospital was in a profes- sional strip center. Adjacent space that was coming available would allow her to expand the clinic by 50 percent. Coincidentally, another open spot at the opposite end of the center would double her square footage. By Paul Gladysz, AIA, NCARB, CSI, ICC The challenge for her was to decide: • Whether she could afford to take on additional rent. • How much additional space she truly needed. • How much disruption would occur during the work. Little Elbow Room The clinic was a single-doctor practice when she started 10 years earlier. The three exam rooms were adequate for a long time, but now, with three full-time DVMs on the payroll, a bottleneck had emerged. The rest of the layout was sufficient at the beginning, but the introduction of dental, pre- ventive and wellness services had created a space crunch. In addition, she thought the lobby was too large. An analysis showed she could fit a minimally efficient new layout into the current space but that large areas would have to be reworked. On top of all that, the prac- tice had to remain operation - al during any face-lift. Identify the Objective The goal of every renovation is to increase productivity. At AFTER: An inviting, comfortable waiting room and clean, well-organized product shelves. Made to order A practice owner had a tough decision to make about her growing but cramped hospital: tear up the inside, knock down some walls or move. my firm, we consider a clinic to be a business machine. Our job is to make the hospital maximize output through the least amount of ener- gy and expense. A more efficient layout always reduces staff effort and allows for a greater caseload. Veterinary practices need to keep up with advances in not only how medicine is practiced but in areas of increasing importance. This includes being more inviting to feline clients, educating clients on how dental health affects an animal's well-being, adopting new technolo- gy to ensure better outcomes and re- defining the customer experience as new generations of pet owners come aboard. These and other trends need to be part of planning a renovation. A practice owner also needs to consider staff satisfaction and BEFORE: The old lobby's look-but-don't-touch approach kept therapeutic diets behind the counter.

Articles in this issue

Archives of this issue

view archives of Today's Veterinary Business - AUG 2018