Community Veterinary Partners is proud to announce a new partnership with Manhattan Cat Specialists and Arnold Plotnick, DVM, MS, ACVIM. Located in New York City’s Upper West Side, Manhattan Cat Specialists is CVP’s first feline-only veterinary partnership. “At CVP we are extremely excited to partner with Manhattan Cat Specialists and Dr. Plotnick” Says Scott Kirker, Vice President of Finance. “Their level of service and devotion to the cats of New York City is truly one of a kind, and we can’t wait to see what the future holds for our partnership.”
Dr. Arnold Plotnick received his veterinary degree from the University of Florida in 1988 and then completed an internship in small animal medicine and surgery at the University of Pennsylvania. He worked as an associate veterinarian at the Cat Hospital at Towson in Md., and then returned to academia and completed a residency in small animal internal medicine at Colorado State University. Dr. Plotnick became board certified in internal medicine in 1997. He served as chief of staff of VetSmart Pet Hospital in Columbia, Md., before returning to his home town of New York City to become vice president of Animal Health at The ASPCA.
Dr. Plotnick is also a well-known writer. He authored CatFancy’s “Ask the Veterinarian” column for many years and is a frequent contributor to Catnip magazine. He is a co-author of The Original CatFancy Cat Bible, and is the current author of “Body Parts” in Catster magazine. He is also the writer of the popular blog “Cat Man Do.” Dr. Plotnick is extremely passionate about veterinary medicine as well as New York, “After the tragic events of September 11, 2001, I was inspired to play a part in the renewal of New York by founding Manhattan Cat Specialists in January 2003.” Says Dr. Plotnick, “I have devoted myself solely to feline medicine since then, and Manhattan Cat Specialists has blossomed into the premier feline-only veterinary practice in New York City. I am proud to move forward with Community Veterinary Partners.”
About Community Veterinary Partners
Community Veterinary Partners invests with veterinarian owners who want to continue running the medical side of their practice, but want help with the day-to-day administrative and team management tasks. CVP currently has 14 partner hospitals in its family. Find more information about Community Veterinary Partners and its family of veterinary hospitals at www.cvpco.com
We’re Looking For An Experienced Groomer!
Our partner hospital, Aston Veterinary Hospital, is seeking an experienced professional groomer to join their team. Aston offers a great environment, team and a flexible schedule. If you or someone you know is interested, please call Karen Moyer at 610-494-5800! http://www.astonvet.com/
Each fiscal quarter we ask our Member Network hospitals to share their financial results with us. We then pull the data together and produce a benchmarking report. Benchmarking is a great way to see how your hospital is performing compared to your peers.
For the third quarter of 2014 (from June through September), our Member Network hospitals showed a strong recovery from a slow first half of 2014 Of the 25 hospitals in our group, 14 reported growth vs. the prior year. Across the network, the median change in revenue was 4 percent vs. Q3 2013 and ranged between -13% and +13% (for non-startup veterinary practices.)
Stop by booth 4118 for a FREE “Meet The Experts Series” featuring some of the nation’s leading veterinary business experts. Join us at our booth to sit down with one of five outstanding professionals in the fields of practice management, accounting, finance and business strategy. You’ll get answers to your questions, learn about new resources and more!
Written By: Katina Palm- Community Veterinary Partners: Field Operations Manager
Finding the right person for the job is key to your hospital’s success. As hospital owners and managers, we tend to be naturally drawn to applicants that are similar to our own strengths and weaknesses. Sometimes, this may lead to a hire that isn’t the perfect fit for the position. Don’t be afraid to hire someone unlike yourself. Instead, strive to hire someone that can provide the skills that you require- the differences may be just what your hospital needs to successfully fill this position.
To get you started:
Before you build your job ad, start by updating the job description to insure that the role you are trying to fill is highlighted. Be as specific and clear as you can. Mentioning specific tasks and situations that the role may encounter can help a prospective candidate see if they are a good fit. Sometimes job ads can be generic when they should be much more specific. Don’t be afraid to ask for what your want in your candidate.
If you are seeking a manager, you will want to attract a certain person.
– A generic job ad could say something as simple as: “Looking for strong managerial skills”
– A more in depth ad should say “Seeking an experienced manager who has at least two years of management experience in a customer service based industry.
If you are seeking a receptionist, consider using similar phrases:
– “We strive to provide excellent customer service and we depend on our reception team to lead this process. Customer service experience is required.”
– “Veterinary experience is recommended, but not required.”
Remember that veterinary information can be taught, but personality is less likely swayed with training.
Success is measured by skill and personality. Take the front desk for example. Your selection of a Client Service Representative should be someone outgoing and comfortable working directly with people. Hospitality and good customer service are essential skills that will make your clients feel welcome. This person should also have an eye for detail and an ability to think outside the box to maximize the client experience.
Your technical team will vary depending on their area of expertise. Exam room techs should connect easily with the clients and patients. Your client’s perception of his or her visit is primarily based on an emotional response since how they feel is critical. Surgical and laboratory technicians will likely have a different demeanor as they are more specialized in tedious tasks. For smaller hospitals, it is sometimes necessary to find techs that are able to adapt to wearing many hats and this requires good communication during your interview process to find the right fit.
You should have a job description for each role within your hospital. Use this tool to clearly spell out your expectations to candidates to determine their skill level. These are also great to refer to when you are reviewing resumes and interviewing.
Wait until you find the right fit for the job! In a future blog, I will discuss how to set up new hires for success.
Do You Know What Your Veterinary Practice Real Estate is Really Worth?
Part 1- Creating Liquidity and Building Improvements
Written By: Daniel Eisenstadt and Ian Widensky of Calico Real Estate.
Thirty years ago nearly every owner of a veterinary practice owned (or wanted to own) the real estate where his or her practice was situated. While this continues to be the norm for many owners, like so many other aspects of veterinary medicine, “the times they are a changing.” Today, more practice owners are recognizing that their practice and building are different assets and that viewing each separately can create greater financial value and more flexibility.
In many other healthcare fields (dentistry, physical therapy, etc.) practice owners rarely own their own real estate, choosing instead to focus on building the business of their practices. Most owners enter into long-term leases for well-equipped facilities in good locations. In fact, most corporate groups that acquire veterinary practices utilize the same principles and negotiate long-term leases as part of a purchase agreement.
Similarly, certain consultants and advisers have come to view the separation of practice and property as a good way of creating options for owners. Says Dr. Karen E. Felsted, CPA, MS, CVPM, president of PantheraT Veterinary Management Consulting, “Traditionally, practice owners have sold their real estate when they’ve sold their practice. This is a good option for some practice owners but not necessarily for all. An opportunity to cash in on the value built up in the real estate without having to sell the practice gives veterinarians more financial choices and the ability to customize their succession plan to their individual needs.”
Although no situation is alike, there are several scenarios where value can be created by viewing and treating the practice real estate as independent from the practice:
After years of building a successful practice, many owners are content to practice for another decade (or more) and enjoy the stability of owning a healthy business. But many admit to feeling a financial crunch as their children grow older and head off to college. Many want to buy a second home or travel more, but feel unable to do so.
Some veterinarians may be concerned that selling the practice real estate separate from the practice may make a future sale of their veterinary practice less attractive. In fact, as long as a lease is assignable by the practice owner to a future buyer of the practice, the sale of the real estate will not restrict the sale of the practice. And, though some associates may be interested in buying real estate few associates and no corporate buyers will pass up the chance to buy a good practice because the facility is leased.
For most veterinarians their practice represents their largest financial asset. But without selling the practice, many see no easy way to create liquidity. Some veterinarians in this situation work harder to meet their increased personal financial needs while others put off personal needs and/or the responsible preparations for retirement. For these veterinarians, a sale of their real estate to a landlord that will lease the property back to the practice can be a creative solution to address this financial need.
After years in the same building, many practice owners recognize the value (or the impending need) of renovating and/or expanding their physical plant. But many of those same owners choose to defer these large-scale projects for financial reasons or because they don’t want to take on additional debt late in their careers. Regrettably, the decision not to renovate can compromise their ability to recruit quality associates or future buyers, detract from the customer and patient experience, and lead to a deterioration in the practice’s value. Few consider the option of selling their building to a landlord who will invest and manage a renovation project and integrate these costs over the course of a long-term lease.
Coming Soon: Part 2 of “Do You Know What Your Practice Real Estate Is Really Worth?”- Diversification and Maximizing Value.
We’re on the lookout for an entrepreneurial marketing manager. Here’s the full job description where you can also apply for the position.
We have several openings for veterinarians, technicians and (at CVP) a senior accountant.
Check out our employment page for more details.