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New Ways to Manage Your  Veterinary Practice with Financials Mark J. McGaunn, CPA/PFS, CFP® President MJM Financial Advisors, LLC 114 Turnpike Road, Suite 107 Westborough, MA 01581-2861  phone: (978) 405-3133 e-fax: (978) 776-2609 e-mail: [email_address] web: www.mjmfa.com
Today’s Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Great Number Deluge ,[object Object],[object Object],[object Object]
Lots of Responsibility ,[object Object],[object Object],[object Object],[object Object]
Bad Tech Solutions Not Better… ,[object Object],[object Object],[object Object],[object Object]
Use Your Data ,[object Object],[object Object],[object Object]
Know Your Stuff ,[object Object],[object Object]
Reporting Basics ,[object Object],[object Object],[object Object],[object Object]
Basis of Accounting ,[object Object],[object Object],[object Object]
Income Statements (P&L) ,[object Object],[object Object],[object Object]
Comparisons & Budgets? ,[object Object],[object Object],[object Object]
Cost Structures ,[object Object],[object Object],[object Object]
Variable Costs ,[object Object],[object Object],[object Object]
Helpful Hint… ,[object Object],[object Object],[object Object],[object Object],[object Object]
Simple QuickBooks Format ,[object Object],[object Object],[object Object]
AAHA Chart of Accounts Balance Sheet ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
AAHA Chart of Accounts Income Statement ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Benchmarking ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Benchmarking ,[object Object],[object Object],[object Object],[object Object],[object Object]
Your Primary Competition Is.., ,[object Object],[object Object],[object Object]
Key Performance Indicators ,[object Object],[object Object]
KPI ,[object Object],[object Object],[object Object]
KPI ,[object Object],[object Object],[object Object],[object Object]
KPI ,[object Object],[object Object],[object Object]
KPI ,[object Object],[object Object],[object Object]
Potential KPI’s ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Underlying Principles ,[object Object],[object Object]
Visual Trends Inspire ,[object Object],[object Object],[object Object]
KPI - Dentistry
People Factor ,[object Object],[object Object],[object Object]
Other Industries Global management consultant McKinsey & Company reports since 1997 30 largest worldwide companies (market cap) have seen their profits per employee rise dramatically.  5 year reward system trend in leading US financial planning firms now centered on fixed-based structures, leading away from variable-based because return on labor statistics were a wild card (IA Mag.)
[object Object],[object Object],[object Object],[object Object],New Practice Metrics
Do Homework Before Move? 89% 68% 49% ROL  Client moved to new practice building in 2005-staffed up for expected demand
Other Uncommon Metrics ,[object Object],[object Object],[object Object],Calculate Financial Impact Of Negative Variances Examine  Numbers Convert Numbers to Ratios Observe Trends Compare to Benchmarks
Boring But Effective 2 2 6 Complaints 8 22 21 New Patients $9,887 $18,225 $6,122 Checking Balance $10,222 $11,212 $10,492 Payroll 11 16 21 Surgeries 185 211 225 Pt. Visits April 17-24 April 9-16 April 1-8
Presenting Dashboard Data ,[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],Dashboards
Practice Cockpit Indicator ,[object Object],[object Object],[object Object],[object Object]
Developing a Dashboard ,[object Object],[object Object],[object Object],[object Object]
Dashboard Keys ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Visual Symbols
Practice Cockpit Indicator
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Balanced Scorecard
Balanced Scorecard ,[object Object],[object Object],[object Object]
Balanced Scorecard ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Balanced Scorecard ,[object Object],[object Object],[object Object],[object Object]
How Scorecards Help? ,[object Object],[object Object],[object Object]
Show Concepts Clearly ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Four Views ,[object Object],[object Object],[object Object],[object Object],[object Object]
Scorecard Framework
Link Measures to Strategy
Scorecard Review ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Financial Perspective Customer Perspective Internal Process Perspective Employee Growth Perspective Revenue Strategy Productivity Strategy Compensation Strategy Operational Excellence Pet Need Solutions Client Education Operations Efficiency Marketing Drive Innovation Employee Competencies Technology Infrastructure Responsibility Practice Vision & Strategy
Blank Strategy Map Balanced Scorecard Strategic Theme: Process Improvement Customer Satisfaction Financial Performance Employee Satisfaction Objectives Measurement Target Initiative Statement of what strategy to  achieve and what’s critical to its success. How success in achieving strategy will be measured and tracked. Level of performance needed. Key action programs required to achieve objectives.
Customer Perspective - Implement PetCare TV ®  & dental education in waiting areas -Document!!! -Develop staff communication plan (DVM, tech, kennel, recept., other) & training 100% DVM recommended follow through (PMR review) Compliance Year 1-45% Year 2-60% Year 3-75% Percentage of patients compliant with semi-annual screenings and recommendations Encourage patient owner compliance with AAHA dental screening recommendations over current 30% standard Initiatives Target Key Performance Measure Objective
Internal Processes Perspective -Functional areas responsible for part of each protocol -Training!!!  -Develop staff communication plan (DVM, tech, kennel, recept., other) & training 80% of all practice visits covered by formal written protocol Target Coverage Month 1= 20% Month 2-9=60% Month 10-12=80% # of Protocols Written # of Missed Charges Found on Random Charge Audits Develop diagnostic and therapy protocols for practice to ensure consistent medical treatment and care Initiatives Target Key Performance Measures Objective
The Result! ,[object Object],[object Object],[object Object],A special thanks to Elizabeth Bellavance, DVM (Camlachie, Ont.) for her Balanced Scorecard expertise!
Financial Strength Index (FSI) ,[object Object],[object Object],[object Object],[object Object]
FSI ,[object Object],[object Object],[object Object],[object Object],[object Object]
FSI Critical Key Factor is… ,[object Object],[object Object],[object Object],[object Object]
Other FSI Factors ,[object Object],[object Object],[object Object]
In Closing ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Contact Information ,[object Object],[object Object],[object Object]

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New Ways To Manage Your Vet Practice With Financials

  • 1. New Ways to Manage Your Veterinary Practice with Financials Mark J. McGaunn, CPA/PFS, CFP® President MJM Financial Advisors, LLC 114 Turnpike Road, Suite 107 Westborough, MA 01581-2861 phone: (978) 405-3133 e-fax: (978) 776-2609 e-mail: [email_address] web: www.mjmfa.com
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  • 31. Other Industries Global management consultant McKinsey & Company reports since 1997 30 largest worldwide companies (market cap) have seen their profits per employee rise dramatically. 5 year reward system trend in leading US financial planning firms now centered on fixed-based structures, leading away from variable-based because return on labor statistics were a wild card (IA Mag.)
  • 32.
  • 33. Do Homework Before Move? 89% 68% 49% ROL  Client moved to new practice building in 2005-staffed up for expected demand
  • 34.
  • 35. Boring But Effective 2 2 6 Complaints 8 22 21 New Patients $9,887 $18,225 $6,122 Checking Balance $10,222 $11,212 $10,492 Payroll 11 16 21 Surgeries 185 211 225 Pt. Visits April 17-24 April 9-16 April 1-8
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  • 51. Link Measures to Strategy
  • 52.
  • 53. Blank Strategy Map Balanced Scorecard Strategic Theme: Process Improvement Customer Satisfaction Financial Performance Employee Satisfaction Objectives Measurement Target Initiative Statement of what strategy to achieve and what’s critical to its success. How success in achieving strategy will be measured and tracked. Level of performance needed. Key action programs required to achieve objectives.
  • 54. Customer Perspective - Implement PetCare TV ® & dental education in waiting areas -Document!!! -Develop staff communication plan (DVM, tech, kennel, recept., other) & training 100% DVM recommended follow through (PMR review) Compliance Year 1-45% Year 2-60% Year 3-75% Percentage of patients compliant with semi-annual screenings and recommendations Encourage patient owner compliance with AAHA dental screening recommendations over current 30% standard Initiatives Target Key Performance Measure Objective
  • 55. Internal Processes Perspective -Functional areas responsible for part of each protocol -Training!!! -Develop staff communication plan (DVM, tech, kennel, recept., other) & training 80% of all practice visits covered by formal written protocol Target Coverage Month 1= 20% Month 2-9=60% Month 10-12=80% # of Protocols Written # of Missed Charges Found on Random Charge Audits Develop diagnostic and therapy protocols for practice to ensure consistent medical treatment and care Initiatives Target Key Performance Measures Objective
  • 56.
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Editor's Notes

  1. Seagulls in “Finding Nemo”-we think we are all unique in our own industry, but change the name (doctor, layer, CPA, and we have the same exact problems