Originally Published by Today’s Veterinary Business, December 2018
Use of the internet, particularly social media, can be a double-edged sword, especially in the workplace. On the plus side, it can be a wonderful vehicle for marketing your practice and otherwise connecting with clients and potential clients. On the darker side, what happens when an employee posts content that can have a negative impact on the practice? Should you respond? If so, how should you respond? If a post is offensive, do you have the option of disciplining, even firing, that employee?
Because people in general are so openly sharing thoughts and opinions on social media, it’s not surprising that many experts believe that terminations based on employees posting inappropriate content will continue to increase. Handling this type of issue at your practice can be challenging for your human resource team, given that this is a fairly new type of problem to tackle – but, finding the right approach is crucial, given that just one post has the potential to blow up into a public relations and human resource disaster.
So, how do you respond to, say, a sexist-sounding post on an employee’s page? Although you don’t want to over-react or react emotionally in the moment, and you don’t want to micro-manage your employees, here’s the crux of the situation, distilled into just one sentence. How much potential damage could a particular post have on your practice’s reputation?
What’s important is that you respond fairly, not allowing one person who, say, has a knack of being humorous in his or her posts more leeway for the same type of material that another employee posts in a more serious manner. And, if you choose not to respond, be aware that you’re still really responding – giving the message that you either are fine with the posts or you aren’t concerned with the messaging. And, although a non-response is sometimes the right choice, in today’s business environment, your practice could also be harmed by this more passive approach.
What You Can – and Cannot – Do
At a minimum, you should create a policy about your employees’ use of social media while at work. Be clear about what an employee can and cannot do, and then consistently adhere to that policy. You have the option of banning social media use entirely while on the job. If, of course, someone’s job includes posting for the practice, you’ll have to clearly delineate what is and isn’t permissible during work hours.
However, you cannot ban employees from talking about work-related issues online when they aren’t at work, and they are legally permitted to discuss topics with one another on social media that fall within protected concerted guidelines. Employees can, for example, discuss their dissatisfaction about management style at the practice, how much they’re getting paid and so forth on Facebook or Twitter, as just two examples.
Employees are not protected and can be fired, though, when they discuss these issues online with someone outside of the practice, as this no longer falls into the category of co-worker dialogue about the workplace. They can also be terminated for sharing information that is deemed confidential, including but not limited to trade secrets.
Employees aren’t protected when talking about a workplace topic that isn’t related to employment terms. If someone calls a manager “lazy,” that communication may ultimately be protected. If the employee posts, though, that the manager is “fat,” then that may open the employee up for termination. Or if an employee posts that “my veterinary office is full of ugly people,” this is leaving the realm of employment-related discussions.
It can be difficult to discern when a post crosses the line, so your practice may need help with an attorney experienced in this type of law to determine legalities of particular posts. Note that laws can differ by state so, if your company has practices in more than one of them, you may not be able to make blanket social media policies. Employee protection is especially strong in California, Colorado, Louisiana, New York and North Dakota. Also, be aware that employee protection about social media postings applies to unionized as well as non-unionized employees.
Hate Speech and Protected Classes
You can fire employees who engage in hate speech. Sometimes a post clearly contains hate speech, while at other times, it is borderline. Hate speech is defined as communication that has no purpose or meaning other than expressing a feeling of hatred for a particular group, perhaps focused on race, ethnicity or gender, sexual orientation, national origin, religion and so forth.
When Creating a Social Media Policy for Your Practice
Your policy should contain clear guidelines about what is and isn’t permitted while at work, and also explicitly state that trade secrets and the like must remain confidential. The policy should ask employees to not use social media to post defamatory material that could create a hostile work environment. It is also reasonable to ask them to preface any social media remarks made about the practice online with a disclaimer that you don’t represent your employer’s point of view. It makes good sense to be proactive, too, and run your social media policy past your practice’s attorney.
As a creative solution, some companies are providing social media breaks for their employees throughout the day, perhaps 15 minutes in length, a couple of times per day. This can give everyone a chance to relax and refresh their minds. The goal isn’t to completely restrict your employees from ever using social media (which isn’t do-able, anyhow) but to encourage moderate use in appropriate ways. If you want to use this strategy, outline specifics in your social media policy.
Sharing Your Social Media Policy with Employees
How you share the news about your social media policy can go a long way in determining how well it is received. For example, you could pick a day to get some pizzas for your employees, and use that as an occasion to have a discussion on your social media policy. Explain why having the policy is so important in today’s times, and educate them on the problems that can arise when this form of communication isn’t appropriately used.
As you share the role that social media and its messaging plays in your practice’s culture and values, using a helpful approach is more likely to be successful than leaving the impression that you don’t trust your employees and plan to monitor their every message. And sometimes, by simply educating employees on privacy setting options in social media, you can help to prevent an unpleasant situation.
Share examples of appropriate/acceptable posts and ones that cross the line, and be open to questions, concerns and employee feedback. Getting employees to buy into your policy is a big step forward.
Monitoring Social Media
In general, avoid monitoring a specific employee’s social media accounts to watch for inappropriate comments. If you’re aware of a controversial comment, let that employee know how you plan to investigate and then review the situation with him or her. Then do exactly that.
When you follow up with the employee, get his or her side of the story. In some cases, the comment is so inflammatory that termination may be the only response. Other times, what the employee has to say may provide context that allows for lesser forms of discipline. Remember to be consistent and to follow up appropriately with everyone involved at the practice. As needed, update your social media policy and share it with all of your employees.
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The Veterinary technician profession has been subjected to variability since birth. Today, it faces a new, and hopefully positive, change with discussions about modifying the profession’s title to “veterinary nurse”. A movement lead by the National Association for Veterinary Technicians in America (NAVTA) has illuminated differing opinions between those in and outside of the profession.
Veterinary Technician History
The profession began in 1908 when the Canine Nurses Institute made its first organized effort to train English “Veterinary Assistants”. Over the next eighty years, the profession grew. First, the American Association of Laboratory Animal Science created three different levels of “animal technician” certifications at research institutions. Next, the US Army, Purina, and State University of New York (SUNY) established “animal technician” training programs in the 1960’s, which the AVMA then began regulating in 1967. The AVMA waited until 1989 to adopt the term “veterinary technician”, feeling until then that people would be confused with the “veterinary” modifier.
Michigan State University and Nebraska Technical Colleges were the first animal technical educational programs accredited by the AVMA. There are now 230 AVMA accredited veterinary technician education programs. Of these, 21 offer four-year degrees and nine offer distance-learning (online) options. Even before the AVMA adopted the term, the North American Veterinary Technician Association (now called the National Association of Veterinary Technicians in America) was formed in 1981. It works alongside the AVMA to protect the profession and encourages veterinary technician specialty developments. However, the profession has not grown uniformly across the United States.
In the United States, 37 states have established “veterinary technician” licensure, 10 states have non-profit organizations that implement voluntary credentialing, and 5 states/territories do not have any credentialing systems. This means that being a veterinary technician today could mean that either the state government regulates your credentialing, you are privately credentialed, or someone gave you the title “veterinary technician” when you started working at a veterinary practice and there is no credentialing system in your state.
Pros of “Veterinary Nurse”
The profession is fragmented by more than their state’s accreditations. Depending on their location, Veterinary technicians currently have varying titles. There are 19 states that use “certified veterinary technician”, 15 states that use “registered veterinary technician”, 14 states that use “licensed veterinary technician”, and Tennessee uses “licensed veterinary medical technician”. With this amount of fragmentation within the profession, how do we as veterinary professionals expect the general public to understand or trust a veterinary technician’s job description? As such a close-knit profession, we forget the foreignness of our commonly-used terms. Most clients underestimate the value of their veterinary technician simply by not knowing the education process. In fact, in a NAVTA survey to human nurses, 71% did not know the difference between veterinary assistants and technicians. Yet, we are baffled when we find that credentialed veterinary technicians are repeatedly unhappy and facing low income, compassion fatigue, lack of recognition and career advancement, underutilization of skills, and competition with individuals trained on-the-job. Due to this culture, the profession has incredibly high turnover rates despite its increased demand by the growing veterinary industry; veterinary technicians are projected to grow 30% by 2022.
How can we, without spending incredible amounts on advertising, uplift our veterinary technicians in the public (and practice’s) eye? Many have suggested using the familiar and applicable “nurse” title. The word “technician” implies an individual who has mastered veterinary science and technology, while “nurse” incorporates caring for animal patients into the description. Heather Predergast, RVT, CVPM, SPHR, a specialist with Patterson Veterinary Supply, Inc., discussed the need to abolish the profession’s fragmentation. She noted that “there has long been a need for common credentialing in this area. The responsibilities and job tasks of a veterinary technician have evolved over time and are inaccurately described by the term ‘technician’, implying a definition of their identify based on technical tasks. The term ‘veterinary nurse’ will incorporate the art of caring for patients from a patient-centered perspective, in addition to the science and technology.”
For these reasons, NAVTA has launched the Veterinary Nurse Initiative in an action to unite a single title, set of credential requirements, and scope of practice. This movement would hopefully provide recognition to the profession and elevate its credibility by requiring further education. Like human nurses, differing titles would recognize individual’s efforts for further education. To distinguish associate and bachelor’s degrees, NAVTA has proposed designating Registered Veterinary Nurse for associate degrees and Bachelor of Sciences in Veterinary Nursing for bachelor’s degrees.
Australia and the United Kingdom have already changed the name to “veterinary nurse” with large success. As the movement poses potential in the States, many academic institutions and corporations, such as Purdue, Midmark Corporation, and Patterson Veterinary Supply Inc. have published endorsements for its change; however, the initiative does face fair opposition.
Cons of “Veterinary Nurse”
Many veterinary technicians still opt to keep their current title. When questioned in a 2016 NAVTA survey, the majority of veterinary technicians (54%) favored the term “veterinary nurse”, over a third (37%) wanted to keep the title “veterinary technician”, and the remaining surveyed were undecided. Most of the pro-technician responders attributed their answer to disbelief that it will be possible to change the title. Some current veterinary technicians have voiced unease at their unsure futures after working their entire careers in a state that does not require licensure. Another similar situation arises for those that have passed the veterinary technician national examination but have not graduated from a school accredited by the AVMA committee.
While, ideally, this veterinary nurse initiative works to unify the profession and ensure quality standards, we must realize that we may be alienating a population of technicians at the end of their careers that would be offended if required to pay for an accredited teaching program and learn alongside new, inexperienced future technicians. Another important consequence to consider is liability. Currently, liability for veterinary technicians falls to the veterinarian on all cases; however, human nurses have their own liability to practice under their license governed by a separate board. This is a consideration essential to address as we raise the accountability of veterinary nurses.
The Veterinary Nurse Initiative has faced opposition outside of the profession as well. In fact, the veterinary technicians initially opposed to changing the name also noted conflict with human nurses in any past attempted title changes. The Veterinary Nurse Initiative investigated this further by sending a survey to three nursing groups. Two of the three declined to even acknowledge the survey, potentially indicating apathy for veterinary-related topics. Of the one group that did complete the survey, 66% did not object to “veterinary nurse”; however, regardless of whether or not they were opposed to the title change, almost all of the responders incorrectly assumed a veterinary technician’s educational requirements. An analysis of the opposed responses to the nurse title found that the objectors believed technician education was subpar to human nursing and the title was not deserved by veterinary technicians. It suggests that the human nursing profession worries about maintaining the quality of its own title and hopes to avoid misrepresentations.
In the past, other professions, not similar in scope to human nurses, have attempted to claim a “nursing” title. For example, a Christian medical community attempted to title their “spiritual healers” as “nurses”; however, they did not share nearly the same amount of education rigor. When confronted with a potential title change in the veterinary profession, human nurses mistakenly worry that the term “veterinary nurse” will also encompass veterinary assistants. This confusion highlights the need for public awareness of technicians – if the closest human counter-part profession does not understand a technician’s role or certification, how can we expect the general public to know any differently? The veterinary profession must raise awareness to the public about the differences between its assistants and technicians.
Currently, as the veterinary nurse initiative gains a foothold in Ohio, the Ohio Nurses Association and its 170,000 members have fought its new legislation, arguing that the state legally defines the term “nurse” as caring for humans and that no other person or profession may insinuate that they practice as a nurse. With similar nurse title protection in about 24 other states, the veterinary nurse initiative is likely in for its fair share of conflict as it continues to grow.
The debate over the title of veterinary technicians remains controversial both in and outside of the veterinary community. As with any impending change, it is important to recognize its potential benefits and shortcomings in order to formulate the best strategy to improve the profession. If the Veterinary Nurse Initiative ends up being successful, the change will likely empower today’s veterinary technicians and reduce the profession’s current high turnover rates.
Have you ever looked out your clinic window on a nice day and wished you could smuggle yourself outside for just an hour? Does it sometimes feel like moving a mountain to organize an hour to go to a doctor’s appointment? Who doesn’t want more time away from the office or crowded hospital? Who wouldn’t prefer having more ability to make their own decisions when it comes to work schedules and how your practice conducts its business? Flexibility and getting away from the office are just two reasons why a growing number of veterinarians are making the jump to mobile practice, in some cases leaving the traditional brick-and-mortar practice behind entirely. Perhaps the rise of corporate consolidation, compassion fatigue and the need for greater work-life balance are additional factors driving a sub-set of the profession to consider a different way.
Hitting the road as a mobile practitioner can have a number of benefits but, like everything else, there are also downsides to consider: gas prices, lower revenues, longer days and, of course, traffic! Still, the practice model continues to expand, with a growing number of small animal veterinarians making the switch to a model previously dominated by large animal practitioners. This article will explore some of the complex issues and logistics – along with advantages and disadvantages – that come with this practice model. That’s because, when considering whether mobile practice is the right next step in your career, or if it’s a viable service to add to your existing practice, it’s important to delve beyond the obvious. Now that you’re daydreaming of hitting the road, let’s examine things on a deeper level.
Making the Finances Work
The decision to go mobile must make financial sense. Indeed, this is the barrier most veterinarians see as a road block. Mobile practice, however, is not unlike any other business where viability and profitability come down to expense and revenue. To see if your vision can become a reality, first create a detailed business plan.
A recent article in Veterinary Practice News found the cost of starting a stationary small animal clinic to be approximately $1,000,000 (including most standard equipment). However, a mobile clinic startup cost was estimated to be roughly $250,000, a quarter of the price. Obviously, the equipment you choose, real estate pricing and the scope of your practice all have a significant bearing on the initial startup costs, but there is no denying mobile has a much smaller buy-in. Today’s vet school graduates are likely to have upwards of $135,000 of debt associated with their education, according to recent AVMA data, making investing in a mobile practice seem a more practical choice. As a mobile practitioner, your investment is not subject to all the forces that affect a real estate holding. With brick and mortar, if the neighborhood takes a turn for the worse or you have a dispute with a neighbor, you’re locked in for the long haul. As a mobile clinic, though, you are at the whim of gas prices. Currently gas prices are $2.09/gallon, a significant expense in a vehicle likely to get poor mileage per gallon – and fluctuations in gas prices will also include upward ones, adding to the expense.
Will you be a small, large or mixed animal practice? What are the needs of your intended service area? Understanding your market and where your revenue streams are likely to come from will determine what set up is best for you. Many would argue that having a 26-foot vehicle may not make sense if you only intend to see mostly horses. However, if you are a small animal practitioner and plan to provide a standard of care that is similar to stationary practices, bigger may be better. You may wish buy a larger vehicle to accommodate a dental unit, x-ray equipment and surgical suite. Several companies offer ranges of options for veterinarians from built-ins for trucks and SUVs to vehicles with more square footage than your apartment in vet school. Keep in mind that, as a small animal practitioner, what you gain in fuel efficiency (cost) with an SUV versus 26-footer, you may lose in revenue, having to refer to local practices for anesthetic procedures, radiographs and so forth.
The average monthly expenses as reported in a survey conducted by LaBoit, Inc., a mobile unit manufacturer, were estimated at $6,050 to include vehicle payments, service of vehicle, fuel costs, insurance, supplies, cell line, advertising, pharmacy and professional services. That’s a yearly cost of roughly $72,600. However, this estimated cost does not factor in the most significant expense of any hospital budget: staff salary (including yourself) and benefits. Most mobile practitioners choose to have an assistant to help answer calls, schedule appointments, maintain the vehicle, and various other tasks that work to increase practice efficiency and decrease veterinary exhaustion. As a start, consider two salaries: a veterinarian (you) and a technician. The national median salary for a veterinarian is $87,590 and, for a technician, the average salary is $31,070. To more closely approximate actual cost per employee, it is recommended to multiply salaries by a factor of 1.5 to include benefits and other employer costs. Then there are practice insurance policies, marketing, taxes, accountant fees and possibly fees for a payroll service.
On the upside, mobile practices have the added perks of no property taxes and no rent! Purchase of larger veterinary mobile units comes with the benefit of free marketing as you are essentially driving a billboard around all day. If the schedule is open, strategic parking can result in high visibility and real bang-for-the-buck marketing.
How wide of an area will you cover? This is paramount when establishing your business plan. If you plan to cover a large swath of a county, you’d better have either a fuel efficient vehicle and/or a higher than average client transaction to counter the simple fact that a larger area means more transit time. Maybe you can serve a large area but only visit the northern part of the county on Mondays and Wednesdays, and book the southern part on Tuesdays and Thursdays. Not unlike your traditional stationary clinic, there must be sufficient population to not only support but to grow the practice over time. The beauty of mobile practice, though, is that you can go where the clients are and you have the freedom to refine your territory for maximum efficiency.
According to an informal survey of mobile practitioners who purchased units from LaBoit, Inc., the average house call fee was $50. It should be noted that this fee is assessed to clients for your driving to them and the convenience that provides. Some practitioners develop a stratified house call fee schedule based on the amount of miles a call would be from a central location on a map.
House call fees may highlight another difference between large animal and small animal mobile clientele. A large animal client may view you driving to them as a necessity, not a convenience, making a $50 to $60 fee unpalatable to some. If you are planning to offer small animal service, understand that the cost of the practice model must be shifted to the clients, so be sure the market you serve would tolerate the $50-$60 more per transaction that is necessary to offset the cost of keeping gas in the tank.
Let’s do some math:
Days of operation X average transactions X number of clients per day X weeks in a year = average gross revenue
If we fill in numbers reported in the LaBoit survey, we get:
5 days/week X $250 average transaction X 5 clients/day X 50 weeks/year = $312,000
While this number may be underwhelming when you look at revenue from a multi-doctor stationary practice, the key is of course to consider the other factor in determining profit: cost.
$312,000 revenue – 250,590 cost = $61,410 profit
You must also have a realistic financial project that accounts for building a client base from zero. If your projections are accurate and the business is able to stick to the budget in your business plan, you should have some profit left to reinvest in your practice. Maybe you purchase a new piece of equipment, invest in marketing or reinvest in staff.
Form a Business Entity
The rules and tax benefits that govern what type of business entity you may wish to form varies from state to state. In some states – California, for example – veterinarians are not allowed to operate as a limited liability company (LLC) or a limited liability partnership (LLP). As such, California veterinarians form entities such as a sole proprietorship, partnership or corporation, under which they conduct business. Forming a corporation can protect its owner(s) or shareholders from being personally liable for any corporation obligations, liabilities and/or debts. The two main flavors of corporations are “C” and “S” corporations. With an “S” corporation, in the event of practice sale, there is only one tax levied upon the sale, whereas with a “C” corporation the sale is double taxed. For these reasons, the great majority of veterinarians choose to form “S” rather than “C” corporations. It is imperative to seek out the advice of a knowledgeable corporate accountant on which business entity is best for you.
Financing the Operation
Veterinarians often need to seek out loans to finance this operation. This is when a well laid out business plan can really help, as it provides the critical information lenders need to assess the viability of your business and your ability to pay them back. If you have less than 20% of the total cost in your own funds to contribute, you’ll likely need an SBA lender. Depending on your personal financial profile, credit history and business experience, the amounts, rates and terms will vary. In addition to financing through veterinary lenders, (Live Oak, B of A, Wells Fargo), many of the companies that manufacture mobile veterinary vehicles have financing programs in place. You can also investigate local lenders and private investors. It’s important to shop around for the best interest rates and terms for your loan to help bolster the short and long term financial projections. LaBoit, Inc., Dodgen, Bowie, Magnum and Faber are the major players serving the mobile vet market with custom built vehicles.
Other Startup Costs
Initial supply orders can be a heavy upfront cost in any startup, but luckily many vendors offer discounts and payment plans that help with cash flow early on. Regardless of the size and scope of your mobile practice, your initial order will be a fraction of that expected in most stationary clinics. A survey of mobile veterinarians published in DVM360 listed the equipment considered essential to mobile veterinarians, which included: digital scale, portable x-ray machine, portable ultrasound machine, centrifuge and dental equipment. Some of these may come with your custom built unit and be included in the price, while others will need to be separately financed. As a rule of thumb, a startup practice should be able to generate a positive cash flow by about the sixth month.
Insurance, Permits and Paperwork
The AVMA PLIT website has a list of insurance policies packaged for mobile practitioners. For the most part, policies such as workers compensation and employment practices liability are similar to those recommended in stationary practice. Having business/commercial auto insurance is essential in protecting your investments and allowing company employees to drive the vehicle. A general business owner (BOP) policy will protect personal business property in your home, vehicle and temporary off-premise sites like client’s homes. A BOP policy will also cover general liabilities not covered in auto, malpractice or employer coverage.
A business license, DEA license, current state veterinary license and, in some states, controlled drug license are required for mobile practices. A veterinary premise permit may be required, depending upon the state you intend on practicing in: for example, California, Florida and Arizona, among others. The laws governing DEA licensing and veterinary medicine are often a bit gray. Some hospitals will have one DEA license under which associates prescribe drugs within the practice. In the case of mobile practice, you will either be a solo practitioner or likely to not always be present when an associate prescribes/uses drugs, making it a necessity for each DVM to have a DEA license.
Taxes can be a significant drain on a small startup business. If you use your vet-mobile for a combination of personal and business use, then your mileage can be tax deductible. If you use the vehicle for business uses only, then you would not claim mileage but, rather, depreciation. Certain other expenses associated with mobile practice may be deductible, as well, such as gas and maintenance. Understanding tax benefits can be challenging and many veterinary practice owners rely on advice from their tax accountants.
The appeal of being out of the hospital and owning your own practice is obvious and many mobile practitioners list one or both of these two lifestyle perks as being reasons to make the leap into mobile practice. However, there are several drawbacks to the mobile lifestyle you should consider. To serve enough clients per day to generate healthy revenue, it may be necessary to work long days or maybe six days per week. Ultimately this will depend on your fee schedule and the area you plan on servicing, but by the nature of having to drive to your clients, your efficiency will suffer.
Mobile practice can also be more physically and mentally demanding for some. Most stationary practices will offer 20- to 30-minute appointments, of which you may interact with the client for 10 to 20 minutes. In mobile practice, your appointments general run much longer (30 to 60 minutes), hence the appeal for many clients. This means you must be “on”: personable, engaged and social for up to an hour at a time with each client. If you find it difficult to make small talk and general conversation with clients, mobile practice is not for you. As a mobile practitioner, you may be called to place a catheter, draw blood, clean kennels and restrain patients for radiographs, whether or not you choose to have an assistant. Then there’s the traffic and the exhaustion of driving a huge vehicle around town, navigating narrow streets or deciding whether or not your truck will get stuck on that dirt road up ahead. Driving, jumping in and out of a truck, and carrying equipment are all part of the gig that can further contribute to an already physically demanding job, and result in exhaustion.
Having said all that, as a former mobile practitioner technician, I can tell you there is something that feels alluringly right about playing fetch with your patient for 10 minutes after catching them up on their vaccines or examining the cat from hell on the kitchen table without so much as a flick of the tail.
According to recent Bureau of Labor Statistics data, the projected veterinarian employment growth rate is healthy, expecting to grow by 9% between 2014 and 20245. This rate is slightly above average expected growth for all occupations (7%), so this is the good news. The bad news is that, for young vets looking for opportunities to own a practice, inventory is limited and continues to decrease each year. With corporate consolidations up to about ten percent of the practices, the independent practitioner is forced to compete with juggernauts.
Mobile service, though, can offer clients a stark contrast to the corporate model and elevate service to a new level. Mobile care is a boutique offering with highly individualized personal care, provided by one or two faces. The mobile model may just be the antidote for corporate consolidation in some areas already dominated by giants and the best option for ownership for the next generation of entrepreneurs. The question remains: how is the market expected to grow for mobile service? A 2002 TIME magazine article noted a steadily growing number of veterinarians who are offering house calls or opening mobile services, with membership in the American Association of Housecall Veterinarians (AAHV) increasing 150% compared to the past decade. LaBoit, Inc., at that time, reported seeing sales increase 40% over each of the past five years. Unfortunately, there is little current published data specific to mobile practice, but that does not mean we can’t assess clients demand for this service.
In 2015, it became official: the millennials have taken over. That is, a Pew research poll indicates millennials are now the largest living generation. What does this have to do with mobile practice, you may ask? A recent study conducted by Trone Brand Energy published in DVM360 shows that 59% of millennials say their veterinarian takes the time to know them, compared with 64% of boomers. The study shows that millennials are less likely to think their veterinarians are very accessible (47%) compared to boomers (78%). Taken together, this suggests that this demographic is looking for accessibility and desires a more personal relationship with their veterinarian to develop a bond of trust.
Another Pew poll found that more than half (53%) of all working parents with children under 18 say it’s very difficult to balance job responsibility with responsibilities to the family. Mobile practice offers a solution. You can have your family pets’ health care needs met while you make dinner or when the new baby goes down for a nap. The client is waiting at home for their appointment and can work, do laundry or cook while they wait. Here, a choice no longer has to be made between the responsibilities to their pets’ health and life’s demands. Is it worth an extra $50 to a mother with three kids to get the two dogs and the cat a medical visit without having to load everyone up into the minivan? Many families would say: absolutely.
Furthermore, since the advent of the internet and the tremendous access to information, today’s client is often more knowledgeable. Clients feel empowered and seek more of a role in the partnership relationship they share with their veterinarians. Emphasis is on the word relationship. Clients seek transparency and active engagement in their pets’ health care. Mobile care offers more of an opportunity to build relationships with owners and to educate them. Mobile service is uniquely suited to provide transparency on both sides of the exam table. When clients can watch you work, they feel involved and can have a greater appreciation for the service you provide.
AVMA published the Bayer Veterinary Usage Study in 2011 that examined the industry’s declining revenues and number of visits (usage). The study cited what they called “feline resistance,” in which data indicated that because many cats hate being loaded into carriers for transport to the vet, 40% of them had not been to the veterinarian within the past year, as compared with 15% of dogs. Owners reported that their cats show signs of stress during veterinary visits, which lead to deferred trips. Many cat owners expressed a desire to avoid the difficulties and unpleasantness associated with bringing their cat to the veterinarian. Perhaps “feline resistance” explains why only 83% of cat owners who responded to the survey said their animal had a primary veterinary clinic, compared with 91% of dog owners. Mobile practice can help bridge this gap by alleviating the unpleasantness, providing health care to the family cat all while tapping into a sizable new revenue stream. The same concept likely also applies to fractious dogs or multi-pet households who under-utilize veterinary care simply due to stress involved with taking their pets in for an appointment.
Getting into the mobile veterinary business is a creative opportunity that offers unique rewards, benefits and opportunities, along with challenges, to practice the profession you love in a whole new way. Mobile practice has a growing role to play in the profession and may represent the most viable path to ownership for the younger generation of veterinarians. Before you hit the open road, though, make sure you’ve got the right road map to guide you.