May 2014



Phone (908) 823-4607- [email protected]

A Wildlife Policy Within a Clinical Setting: Implementing the DOs and DON'Ts of Wildlife Handling and Treatment

















As veterinarians, we are trained to treat a variety of species throughout our four years of advanced schooling. The types of animals that we may treat on a day-to-day basis can include but is not limited to: dogs, cats, horses, cows, pigs, sheep, guinea pigs, rabbits, lizards, birds, and other exotic animals. As such, we know that each and every day in a clinical setting can bring surprises, emergencies, and unexpected curveballs. Typically, these situations involve events and animals that can be categorized into "routine" emergencies - a dog that was recently hit by a car, a dystocia calf, or an equine colic quickly come to mind. Although these situations can be undoubtedly tense and different on an each-case-scenario basis, a general guideline is typically instilled within the mind of a veterinarian or the practice itself on the steps to follow to achieve the best outcome for the patient and the client. A history regarding the patient is taken from the client, a physical exam is (usually) performed, treatments are administered as necessary, and diagnostic tests are run.  


But what happens when a caring, uneducated animal lover spots an injured deer on the side of the road, or a downed bird in a field during the middle of a hike - and decides to rush that wild animal to your clinic's front door step? In these situations, or "wildlife" emergencies, most veterinarians and/or clinics will not have a general guideline or policy in place to quickly follow. Typical questions will arise, such as: what am I allowed to do with this sick or injured wild animal? Or, what resources or agencies are in place to help guide me along in this treatment process?


(Click here to read full article)

Performance Appraisals - A Year Long Process



Last month we talked about creating SMART goals for employees.  This month let's discuss the actual appraisal.  Each performance appraisal cycle (mid-year and year-end) consists of Four Phases. In each phase, the partnership between the supervisor and employee is essential for success.


Phase 1: Establish Performance Plans

Supervisor and Employee:

  • Discuss and agree upon Performance Goals (SMART) for key job responsibilities. Jointly complete performance goals. Performance Goals reflect the results expected in key areas of the employee's job and must be specific and measurable. Performance Goals will comprise a percentage (as determined by you) of the Overall Performance Rating.

  • Discuss and agree upon expectations on competencies. Jointly review Core Competencies. Core Competencies are work related behaviors/skills that contribute to the employee's performance results. Core Competencies will comprise s percentage (as determined by you) of the Overall Performance Rating.

  • Identify employee's development needs and actions. Jointly complete an Employee Development Plan.

  • Agree upon follow-up dates to review progress throughout the year.

Phase 2: Ongoing Coaching and Feedback


  • Supervisor tracks performance, providing continuous feedback, coaching and counseling.

  • Employee keeps supervisor informed of progress, problems and any performance expectations needing modification.

  • Supervisor/Employee meet on an informal basis to discuss and document progress on performance goals, competencies and development plans.

    • Prior to the informal performance appraisal meeting, employee and supervisor review and evaluate goals, competencies, and developments separately based on individual perceptions. Supervisors and employees can attach an additional page with comments or further description of ratings.

    • The employee gives the supervisor a completed, signed self-assessment performance appraisal form prior to the meeting.

    • Supervisor completes a copy of the performance appraisal form prior to reviewing employee's self-evaluation and provides to the practice manager for review before discussion with the employee.

    • During the informal performance appraisal meeting, supervisors and employees discuss the extent to which the employee has demonstrated progress towards completing annual goals, demonstrated core competencies and has shown progress in achieving developmental goals.

    • The employee's performance appraisal form completed by the supervisor includes ratings to date, summary comments and signatures. The completed performance appraisal form is given to the practice manager to be filed the employee's personnel file. This completed form monitors performance progress for the initial 6-months period in order to communicate clarity around goals and expectations.

Phase 3: Plan and Prepare for the Full-Year Performance Review Discussion


  • Supervisor and employee individually review performance results for the entire year.

  • Employee completes a copy of the self-assessment performance appraisal form, signs and forwards it to the supervisor prior to the full-year performance review discussion meeting.

  • Supervisor completes a copy of the performance appraisal form prior to reviewing employee's self-assessment and provides to the practice manager for review before full-year performance review discussion with the employee.

  • This full-year performance appraisal is used to evaluate the employee's overall performance rating for the entire year. The PMP process does not average the ratings from the initial 6-months performance review.

  • Supervisor schedules a time to meet with the employee for the full-year performance review discussion. 

Phase 4: Conduct the Full-Year Performance Review Discussion


  • Supervisor and employee review and discuss full-year performance, evaluating goals and competencies and completion of development goals.

  • The employee's performance appraisal form completed by the supervisor including ratings for the full-year performance review, summary comments and signatures is given to the practice manager to be filed in the employee's personnel file.




In This Issue
A Wildlife Policy Within a Clinical Setting
Performance Appraisals
Bayer Usage Study.. Phase 3
HR Calendar






Bayer has released their latest phase in the Bayer Usage study.
Dr. Ian Spinks, president and general manager for Bayer Healthcare LLC Animal Health Division, North America, stated five of the primary takeaways  (as reported by AAHA's Seth Davis) from the latest study are that:
  1. Visit volume and revenue are still decreasing, but the decline in visits has slowed.
  2. There is a growing recognition of opportunities to better serve cats.
  3. Veterinarians have a growing understanding of their capacity to help more cats.
  4. Veterinarians often have good intentions when it comes to improving cat care, but they need stronger follow-through.
  5. Respect and awareness for the AAFP are increasing among veterinarians.

Click here to read the full study. 



HR Calendar - Are You Prepared?


 In November 2013, we published our recommendations for an ANNUAL HR CALENDAR that you should be addressing in 2014 regarding Human Resources related activities. This is just a gentle reminder to keep you proactively prepared to administer or address each event in a timely manner for the upcoming 2nd quarter.  

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2014 - Veterinary Business Advisors, Inc.

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