Quicksand fees will sink a practice.
Those are fees determined by watching and adopting other practices' fees to set our own.
It is quite simple to set objective fees by basing them on our individual in-house costs.
The reality is that each practice is unique.
Considering that there are at least 18 different small-animal practice niches, we need a clear, simple system to assess our
specific situation in setting fees.
Many practitioners get a bit defensive when discussing fees with clients, staff and others.
That's often because we may not fully realize how we arrived at our fee schedule. If we were secure in that knowledge, we
might simply say, "Yes, the care is expensive."
We know that veterinary practices over time have become less profitable in the face of rising expenses.
Expenses may be categorized into four basic groups:
Fixed expenses (rent and other general), variable expenses (drugs, supplies, support labor), salaries and profit groups.
Veterinary salaries have risen, largely at the expense of cannibalized net profits.
Rising fixed, variable and veterinary labor expenses have cut net profit, making practices less valuable.
These realities should tell us that we must understand how to set fees that will keep the practice healthy.
Income is gathered from three groups: outpatient services, inpatient services and ancillary services (boarding, grooming and
(For this discussion, we will not consider ancillary services.)
In most practices, outpatient and inpatient services are generated at a 70:30 ratio.
Outpatient services generate 30 percent of the overhead and inpatient services 70 percent.
For clarification, inpatient areas include patient wards, surgical set-up, in-house laboratory set-up, radiology, the treatment
room and dental set-up.
Therefore, we have 30 percent of the overhead generating 70 percent of the revenue, with the inpatient overhead of 70 percent
generating 30 percent of the overhead.
This 70:30 ratio is a veterinary- medicine and business-paradigm flaw that is driving changes within the profession while
limiting the profession's advancement.
We cannot expect the profession to address this dilemma, but many individuals are doing so.
With the 70:30 and 30:70 numbers, we can look to practices that are largely wellness practices without the inpatient zones.
We see that these niches are doing quite nicely.
In my travels to places like the Netherlands, where most practices are outpatient-based and with limited inpatient capabilities,
I see practices that are quite profitable.
Successful private practices start with excellent staffs. That probably is more important to inpatient services than outpatient
So why does the inpatient zone generate only 30 percent? Three basic reasons:
Not enough staff, too few offered inpatient services and inadequate fees.
Inadequate inpatient fees
If inpatient services are provided at cost or below cost, the practice cannot afford to offer them.
Many veterinary hospitals function this way, and this hurts their profits.
Most practice managers agree that income is linear with support staff. Double the support staff leads to double income, more
Yet many still consider labor a fixed expense. Support-staff labor is linear and thus is a variable expense.
For the fee schedule to accurately reflect the expense relative to the income, support staff hands-on duties must be treated
as a variable.
Because support staff is linear, the labor cost can be popped into an algebra equation.
Let us consider a dog in the hospital for a day and its basic daily needs for 24 hours. (Chart A, p. 49)