Newsletter WRVMA...IN THIS ISSUE: SPRING 2015 Newsletter Editor: Stephanie Quirini (800) 876-9867 • [email protected] Advertising: Stephanie Quirini (800) 876-9867 • [email protected]

Member Value

Education and Career

Development

Public and Community Relations

Voice of Veterinary

WRVMA Operations

WRVMANewsletter

SPRING 2015

2 Westchester-Rockland Veterinary Medical Association

COMPLETE SPECIALTY SERVICES• Acupuncture• Cardiology• Critical Care & Emergency• Dentistry

• Dermatology/Allergy• Internal Medicine• Medical Oncology• Neurology

• Radiation Oncology• Radiology• Surgery

COMPLETE EMERGENCY SERVICES• 24-hour care & monitoring• Fully equipped intensive care unit• Emergency surgery• On-site diagnostic laboratory• Digital radiography & ultrasound

• Oxygen therapy• Advanced pain management• Continuous pulse/oxygen/blood/

ECG monitoring• Critical Care Specialist

What’s NEW at ASC? • We welcome KarenOberthaler, VMD, DACVIM-Oncology to our Oncology Department.• We also welcome our two new surgeons KendraHearon, VMD, DACVS, Fellow of Surgical

Oncology and CaraBlake, DVM, DACVS joining JenniferBonczynski, DVM, DACVS.

Animal Specialty Center

Emergency 24/7

OUR PASSION IS

COMPREHENSIVE SPECIALTY CARE

9 ODELL PLAZA, YONKERS, NY 10701 • AnimalSpecialtyCenter.com

914-457-4000

CIATO IOSS NA ARY MN EI DRE ICT AE LV

R RTE OSE CH KC LAT NSE DW

Member Value


Development


Voice of Veterinary

WRVMA Operations

Westchester-Rockland Veterinary Medical Association 3

IN THIS ISSUE: SPRING 2015

Newsletter Editor:Stephanie Quirini (800) 876-9867 • [email protected]

Advertising:Stephanie Quirini (800) 876-9867 • [email protected]

Publication address:WRVMA NewsletterNYSVMS100 Great Oaks Blvd., Ste. 127 Albany, NY 12203

WRVMA Newsletter, an official publication of the Westchester-Rockland Veterinary Medical Association, is published quarterly and distributed free of charge to all active members of the WRVMA. Questions or comments regarding its content or distribution should be directed to the following address: NYSVMS, 100 Great Oaks Blvd., Ste. 127, Albany, NY 12203. Opinions expressed in articles and editorials of WRVMA Newsletter are those of the authors and are not necessarily those of the WRVMA. None of the content of the WRVMA Newsletter may be reproduced or reprinted without the prior written permission of the publisher. Postmaster: Send address changes to: 100 Great Oaks Blvd., Ste. 127 Albany, NY 12203


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Financial Management

Practice Manager

Association

Classifieds

News to Use

Strategic Plan 2015-2017+ page 8


WE’RE HERE FOR YOUR PATIENTS, WORKING HAND IN HAND WITH YOU

914-241-7700 546 BEDFORD RD. (ROUTE 117)

BEDFORD HILLS, NY 10507Katonahbedfordvetcenter.com

Katonah Bedford Veterinary Center

KATONAH BEDFORD VETERINARY CENTER SPECIALTY SERVICES• Acupuncture

• Cardiology

• Clinical Studies

• Dentistry

• Dermatology/Allergy

• Emergency

• Internal Medicine

• Integrative Medicine

• Medical Oncology

• Ophthalmology

• Surgery

COMPLETE EMERGENCY SERVICES• 24-hour care & monitoring• Fully equipped intensive care unit• Emergency surgery• On-site diagnostic laboratory suite• Digital radiography & ultrasound


ECG monitoring

What’s NEW at KBVC? •Opthalmology is back Full Time! We welcome CoreySchmidt,DVM,(practicelimitedtodiseasesoftheanimaleye)!

•Welcome our new surgeon ThomasMonaco,DVM,DACVS joining JosephPalamara,DVM,(practicelimitedtosurgery).

•Also welcomeAlexandraSahora-Andrews,DVM,DACVIM(Oncology),our new full time oncologist at KBVC, joining Drs.Gill&Bergman.

•Clinical studies in: feline anemia, canine MCT, T-cell lymphoma & canine osteosarcoma vaccine (OSA).

Emergency 24/7


WE’RE HERE FOR YOUR PATIENTS, WORKING HAND IN HAND WITH YOU

914-241-7700 546 BEDFORD RD. (ROUTE 117)

BEDFORD HILLS, NY 10507Katonahbedfordvetcenter.com

Katonah Bedford Veterinary Center

KATONAH BEDFORD VETERINARY CENTER SPECIALTY SERVICES• Acupuncture

• Cardiology

• Clinical Studies

• Dentistry

• Dermatology/Allergy

• Emergency

• Internal Medicine

• Integrative Medicine

• Medical Oncology

• Ophthalmology

• Surgery

COMPLETE EMERGENCY SERVICES• 24-hour care & monitoring• Fully equipped intensive care unit• Emergency surgery• On-site diagnostic laboratory suite• Digital radiography & ultrasound


ECG monitoring

What’s NEW at KBVC? •Opthalmology is back Full Time! We welcome CoreySchmidt,DVM,(practicelimitedtodiseasesoftheanimaleye)!

•Welcome our new surgeon ThomasMonaco,DVM,DACVS joining JosephPalamara,DVM,(practicelimitedtosurgery).

•Also welcomeAlexandraSahora-Andrews,DVM,DACVIM(Oncology),our new full time oncologist at KBVC, joining Drs.Gill&Bergman.

•Clinical studies in: feline anemia, canine MCT, T-cell lymphoma & canine osteosarcoma vaccine (OSA).

Emergency 24/7

www.NYSVMS.org

Veterinarians Needed to Staff Hall of Veterinary Health at the Great NYS Fair

NYSVMS will once again sponsor the Hall of Veterinary Health at the Great NYS Fair in Syracuse. This is the number one way NYSVMS promotes veterinary medicine to the public in a fun, hands-on way!

In order for the Hall to be successful, volunteers are needed to staff the Hall each day. Interact with fairgoers and educate the general public while giving back to the profession!

Volunteers receive two complimentary admission passes; one complimentary parking pass; a stipend to cover meal and travel costs and for those located more than 100 miles from the Fair, a stipend to help cover overnight room costs. If you are interested in volunteering, please send your name, region, address, email, phone number and the day(s) you would like to [email protected].

The New York State Fairgrounds is immediately adjacent to Route 690 just West of Syracuse. It is easily accessible from the New York State Thruway (Rt. 90) from the West and East, and from Route 81, North and South.


Asset Allocation: A Step to Balancing Your Portfolio

FINANCIAL MANAGEMENT

As the global markets continue to fluctuate, many investors and their portfolios are feeling the effects. Therefore, a sudden dip or rise in a portfolio may be the perfect time to take a look at whether one’s investments are truly diversified and assets are properly allocated among the different asset classes (e.g., equities, fixed income, and money market/cash equivalents). Asset allocation and diversification are techniques used to manage risk to balance the risks versus rewards of an investment portfolio. However, neither asset allocation nor diversification can prevent investment loss or assure a profit.

For many investors, investing typically begins with the purchase of a stock, a bond or a mutual fund. Over time, other investments may be added because many people understand it may not be prudent to invest in a single investment. However, simply “spreading money around” in various investment vehicles doesn’t necessarily create a properly diversified portfolio.

A sound portfolio management strategy begins with diversification – that is, dividing investments among major asset classes. Since each type of asset class has unique characteristics, they will rarely rise or fall at the same time, creating somewhat of a buffer in your investment portfolio. An investor can then make finer distinctions within each asset class by combining different assets to help soften the risks and losses within the portfolio although in no way do they eliminate them all together.

The main objective of diversification is to match the characteristics of the various investments and their asset classes to percentages allocated within your investment portfolio so that the allocated percentages match the most important aspects of your personal investment profile. For example, your tolerance for risk of loss, the ability to handle the ups and downs of a volatile market, and what you ultimately seek to achieve through investing should all inform how you allocate your investment dollars to different asset classes.

Investing according to your risk tolerance helps to keep you from making rash decisions when it comes to your investment portfolio. One way to measure your risk comfort zone is to ask yourself how much of a loss in a one-year period you could withstand and still stay the course. Finding an appropriate match of your tolerance for risk against the different volatility levels of returns is the ultimate goal of asset allocation. For example, if the thought of potentially losing 10 percent of your portfolio’s value over the next year for the potential to gain 20 percent within the next five years makes you uncomfortable, you may want to consider a more conservatively allocated portfolio. The potential for higher returns usually involves taking a greater degree of risk.

Lastly, understanding how long you want to invest in order to meet your goals is important. In fact, it may be the thing that makes you


choose one investment vehicle over another. Your personal time horizon extends from when you implement an investment strategy until you need to begin withdrawing money from an investment or investment portfolio.

You may wonder at this point how much should be invested in each asset class. The short answer is that asset allocation is more a personal process than a strategy based on a set formula. There are guidelines to help establish the general framework of a well-diversified and properly allocated portfolio but no two portfolios are alike. Keep in mind, a properly allocated and diversified portfolio will not guarantee against a loss, and there is no guarantee that an allocated or diversified portfolio will outperform the market.

When crafting an asset allocation strategy, make sure to take all of your assets into account, including your retirement savings

and any other investments you may. That way, you can ensure that all your assets are working together to help meet your goals and objectives throughout all stages of your life.

Delivered courtesy of Steve Herskovits, AWMA, Financial Services Representative, Staffordshire Financial Group, an office of MetLifeFor more information on MetLife products and services, please contact Steve Herskovits, Financial Services Representative with Staffordshire Financial Group, an office of MetLife, 2200 Northern Blvd., Ste. 200, East Hills, NY 11548 at (516) 686-7191, [email protected], www.staffordshirefinancialgroup.com.

The MetLife Premier Client Group is a distribution channel of Metropolitan Life Insurance Company (MLIC), New York, NY 10166. Securities and investment advisory services offered through MetLife Securities, Inc. (MSI) (member FINRA/SIPC) and a registered investment adviser, 1095 Avenue of the Americas, New York, NY 10036. MLIC and MSI are MetLife companies.The foregoing discussion is general in nature and not intended as specific advice. Neither MetLife nor its representatives are engaged in rendering tax, accounting or legal advice. A qualified professional should be consulted regarding the effect of such considerations on the matters covered in this publication. ###L0315415941[exp0416][All States]

Changing BehaviorChanging Lives

Veterinary Behavior Consultations, PCEllen M. Lindell, VMD

Diplomate, American College of Veterinary Behaviorists

Phone: 845-473-7406 Fax: 203-826-5570 E-mail: [email protected]

Offering behavior consultations in Westchester and Fairfield Counties since 1993

~~~~~~~~~~~Visit our website for a complete list of

convenient locations inWestchester, Fairfield, Dutchess

and New Haven counties

www.lindellvetbehavior.org

Phone (914) 674-4141 Fax (914) 674-4140

Jane Cho, DVM, DACVO James Gaarder, DVM, DACVO

Providing personalized, attentive, and

experienced ophthalmic care

for your patients and clients

conscientious care by board-certified ophthalmologists in a personal setting over 30 years combined experience specializing in ophthalmology rapid communication with referring veterinarians easy to reach from all major Westchester roads

Veterinary Eye Specialists PLLC is an independent business providing ophthalmology services only.

www.vesny.com

Member Value


Development


Voice of Veterinary

WRVMA Operations


STRATEGIC PLAN 2015-2017+ Westchester-Rockland VMA


Member Value


Development


Voice of Veterinary

WRVMA Operations


penetration of 50 percent of the potential DVMs.

D. Specialty Sectors – Identify the unique needs of veterinary sectors to ensure they are included in the association.

E. Ethics Process – Promote the values of the ethics process for consumer dispute resolution.

F. Committee Involvement – Increase member engagement through committees, task forces and micro tasks.

G. Collegiality – Strategically plan opportunities for members to network and meet colleagues; fun events, etc.

H. Quarterly Newsletter – Maintain quality content as well as opportunities to highlight members and promote suppliers.

I. Website – Deliver members-only access to information through a WRVMA website; in collaboration with NYSVMS website.

J. Ancillary Personnel – Include practice managers and licensed veterinary technicians in WRVMA.

K. Visiting Students – Identify veterinary students who are visiting during school breaks to introduce them to the association.4

II. Education and Career Development (Education Committee oversight.5)

A. Continuing Education – Continue monthly member dinners and CE.

B. Technology Investment – Transition to digital formats to deliver education through enhanced technology.

C. Career Resources – Explore programs and information that benefit

practitioners from entry to retirement; i.e. job openings, practice management seminars, succession planning services, etc.

D. Access to Expertise – Promote and facilitate member access to peer expertise, e.g. round tables, shadowing, etc.

III. Public and Community Relations (Committee appointed with task forces for specific strategies.6)

A. Brand Awareness – Update the WRVMA logo and brand.

B. Social Media – Identify a suitable social media platform to improve interface and communications with members and the public, i.e. Facebook, Linkedin.

C. Website – Leverage the NYSVMS website to promote an exclusive WRVMA website.

D. Animal Response Teams – Maintain role in the Westchester and Rockland county animal respect teams.7

E. Community Service – Recognize and promote the charitable efforts provided by veterinarians in the community.

F. Annual Giving Project – Identify an annual cause, i.e. Dogs for Heroes, scholarship fund, etc. for which members can rally support for a single project.

G. Media Relations – Position WRVMA as a source of qualified expertise as issues may arise.

H. Agriculture Outreach – Maintain relations with agricultural organizations.

advocacy and collegiality in our community.

GoalsThe leadership set five key goals to advance the mission and serve the members. The plan is intended to guide WRVMA through as far as 2020.

I. Member Value – Providing benefits and services exclusive to members.

II. Education and Career Development – Delivering continuing education and the resources to serve veterinarians from entry to exit.

III. Public and Community Relations – Promoting the expertise of veterinarians in our community and their charitable contributions.

IV. The Voice of Veterinary – Advocating for the veterinary profession.

V. WRVMA Operations – Supporting organized veterinary medicine at the local, state and national levels.

Strategies Within each goal, the leadership set strategies and priorities. In many cases, committees were aligned with the goal areas (indicated in italics).

I. Member Value (Membership Committee to champion.)

A. Member Awareness – Increase member and prospective member awareness of the work of WRVMA, the strategic direction and the benefits of membership.2

B. Surveys – Conduct surveys in varied formats to gather member input to guide board and committees.3

C. Membership Growth – Increase member market share by ten percent net gain per year to exceed

The WRVMA Board of Directors met in January to develop a strategic plan. The plan is intended to guide the work of board and committees for 3 to 5 years. A well drafted plan should be compelling to members and prospective members.

The association was founded in 1968. It is designated by the IRS as a 501(c)(6) trade association. There are approximately 150 members or about a 40 percent market share of the potential practicing veterinarians in the region.1

At the start of the meeting board members expressed their reasons for taking leadership roles, including:

• ProvidingInputandInfluence

• TheRightThingtodoin Organized Veterinary Medicine

• OpportunitiesforCollegiality

• ImportanceofAdvocacyand Protecting against Encroachment of the Practice

• BeingaForceintheCommunity

• ATraditionofFamilyLeadership

• OpportunitytoContributetoCommunity and Profession

In 2014, the association experienced a transition in management, thus the planning allowed for an in-depth look at options to operate an efficient, effective VMA component.

Mission StatementThe mission should identify the organization, who it serves and what it offers. WRVMA has relied on the five purpose statements in the bylaws. The board agreed on a new mission statement after reviewing those of AVMA and NYSVMS.

WRVMA’s mission is to lead and advance the veterinary profession, and promote animal and public health and welfare, through education,



IV. The Voice of Veterinary (Create a committee aligned with the NYS GRLN.)

A. Local Issues – Monitor and report local governmental issues and proposals to the NYSVMS and AVMA.

B. State and National Issues – Promote state and national calls for action by members.

C. Day at the Capitol – Increase representation at the annual capitol visit.

D. Veterinary Political Education Committee – Promote member giving to the PEC to support political candidates.

E. Unlicensed Practices – Monitor and report unlicensed veterinary practices.8

V. WRVMA Operations (Oversight by the Executive Committee.)

A. Management Model – Define the administrative duties needed to manage the association; seek a combination of local administration and NYSVMS management services; and implement first quarter of 2015.9

B. Financial Stewardship – Maintain best practices in the oversight of association resources.

C. Governing Documents – Update the bylaws; develop a policy manual to guide board decisions.

D. Committees – Align committees with the strategic goals and apply a standardized approach to managing committees and task forces.

E. Strategic Plan – Rely on the strategic plan to guide the work of the committees

and board of directors; integrate the strategic goals into the board’s meeting agendas; ensure that the veterinary community is informed on the plan.

Next Steps:• Approvaloftheplanbya

motion of the board.

• Promotiontomembersandprospects.

• Alignmentandappointmentof committees.

• Periodicreviewofprogressatmeetings of the board.

• Threeyearupdate.1 Potential membership of 298 members in Westchester and 65 in Rockland.2 Internal marketing. 3 Members and prospective members. 4 Work with AAVMC to identify students.5 Dr. Jane Cho. 6 Dr. Paul Amerling7 Drs. Tortorice and Saunders8 Use the NYSVMS “roadmap” for reporting.9 Drs. Jason Berg, Robert Weiner and Michael Woltz.

THE 1ST & ONLY VETERINARY HOSPITAL CARING EXCLUSIVELY FOR BIRDS & EXOTIC PETS IN WESTCHESTER & CONNECTICUT

709 Bedford Road (Route 117, off Saw Mill Parkway), Bedford Hills, NY

Tel: (914) 864-1414 Fax: (914) 864-1413 [email protected] www.avianexoticsvet.com Follow us on Facebook: Veterinary Center for Birds and Exotics

COMPREHENSIVE CARE, BOARDING, & EMERGENCY PHONE CONSULTATIONS, 24/7 For birds, reptiles, rabbits, ferrets, guinea pigs, chinchillas, sugar gliders, hedgehogs, smaller rodents (rats, mice, gerbils, hamsters, degus),

amphibians, & other exotic species such as pot-bellied pigs, wallabies, prairie dogs, & sugar gliders

Laurie Hess, DVM, Diplomate ABVP (Avian Practice) Owner, Veterinary Center for Birds & Exotics

President, Association of Avian Veterinarians, 2009-2010 The only full-time, residency-trained, bird specialist & vet caring solely for exotic pets in Westchester & Connecticut

Michelle Ravich, DVM, Diplomate ABVP (Avian Practice)

Lauren Thielen, DVM Intern and residency-trained in avian/exotic pet medicine and surgery

Offering more than 20 years of experience in complete medical and surgical care & boarding of these special pets, including wellness check-ups, post-purchase examinations, diagnostic services & hospitalization for illness, surgery, dental care, grooming, boarding,

geriatric care, emergency services, & behavior counseling

Office hours Monday-Saturday by appointment & Sunday for emergencies


If you have questions concerning how best to grow and

preserve your assets, whether personally or for your

practice,

If you haven’t explored solutions for the

what ifs...

♦ What if the partner in my practice

passes away, what happens to the

practice? ♦ What if I’m out of commission for six

months due to sickness or injury, how

do I pay my bills? ♦ What if I want to plan for a sound retirement, what are

the steps I need to take? ...

Take it from our mascot Pootie.

To get the ball rolling, call us.

Steve Herskovits, AWMA

Jake Herskovits

Financial Advisors

Financial Services Representatives

(516) 686-7221 [email protected]

–

Metropolitan Life Insurance Company (MLIC), New York, NY 10166. Securities and investment advisory services offered by Met-Life Securities, Inc. (MSI) (FINRA/SIPC), a registered investment adviser. Some health insurance products offered by unaffiliated insurers through the Enterprise General Insurance Agency, Inc. (EGA), Somerset, NJ 08873. MLIC , MSI and EGA are MetLife companies.


Despite Your Best Efforts, Why Aren’t Your Employees More Engaged?

PRACTICE MANAGER

Despite millions of words written and millions of dollars spent on improving employee engagement, the needle has barely budged over the years.

From Gallup’s State of the American Workplace:

“While the state of the U.S. economy has changed substantially since 2000, the state of the American workplace has not. Currently, 30 percent of the U.S. workforce is engaged in their work, and the ratio of engaged to actively disengaged employees is roughly 2- to-1, meaning that the vast majority of U.S. workers (70 percent) are not reaching their full potential—a problem that has significant implications for the economy and the individual performance of American companies. Gallup’s research shows that employee engagement remains flat when left unmanaged.”

Engagement drops with tenureAdded to this rather dismal acknowledgement is the rather telling survey result reported in Driving Business Results through Continuous Engagement, published by Watson Wyatt in 2009:

“Engagement declines with tenure. Engagement drops 9 percent after the first six months and continues to drop after that. Overall, the engagement score for the typical new hire—on board for six months or less—is

more than 11 percent higher than for the typical employee with longer tenure. (pg. 8)”

When combined, this research speaks to a stark reality that most employees have themselves experienced: the flames of excitement, initiative, and “How can I help?” that burn brightly in new hires are soon extinguished by a work experience that leaves the majority (70 percent) trudging through the day, making the best of a tolerable situation, and living for the weekends.

How and why have we failed after all the expense and effort brought to bear on an issue that affects the quality and quantity of employee output and the economic value they create?

This article won’t attempt to identify all the flaws in how we typically approach employee engagement.

An individual experienceInstead, we will address what we see as the primary foundational flaw, which is that most organizations ignore the reality that:

Engagement is NOT a one-size-fits-all experience; It is an INDIVIDUAL experience.

Research has repeatedly shown that within any organization, engagement levels often vary widely across departments, divisions or sites. If you reflect on your own work experience, you have probably worked in


organizations that had pockets of discontent and pockets of high morale. Discontent can exist even in good organizations as can oases of high morale and engagement exist in toxic organizations.

Because engagement is individually-driven, aggregated results from organization-wide surveys do not give a full or accurate picture.

More importantly though, even local engagement measures—and the factors that affect those measures— are still too generic to provide managers with actionable information that will enable them to bring out the best in each individual employee.

Take yourself for example. It doesn’t matter if the majority of your co-workers feel like they have “all the resources they need to do their job well,” if you don’t. If you constantly struggle to obtain the resources you need to do your job well, you are not going to have the same feeling about your job as they do, nor will you be as productive as you could be.

Thus, the inadequacy of aggregated engagement information to assist in engaging people is not solely due to varying engagement levels across an organization’s units.

Aggregated engagement information also does not enable a manager to identify the unique mix of needs, intrinsic motivators, and de-energizers that affect each individual employee’s level of engagement and performance. Those have to be tuned into, and acted upon, for each individual employee, if you want to move the engagement needle.

Thus, successfully addressing employee engagement requires focusing on the

individual employee and their manager, not just aggregated results.

Maximizing Engagement: Start playing ChessThe importance of focusing our engagement efforts at the individual level is further supported by what Marcus Buckingham, co-author of First, Break All the Rules: What the World’s Greatest Managers Do Differently, identified as the key difference between managers who get great results from their people and those who don’t:

“Average managers play checkers, while great managers play chess.”

Because every piece in checkers is the same and operates by the same rule, a one-size-fits-all approach to moving pieces works with checkers. This is obviously

not the case with chess. Each piece has its own “rules of engagement” and ways of optimizing their role. The same is true with employees.

While average managers use a one-size-fits-all approach to managing, great managers customize their approach to each employee’s unique personality, strengths, interests, motivators, and de-energizers.

Great managers know that what works with one employee might not

“While average managers use a one-size-fits-all approach to managing, great managers customize their approach to each employee’s unique personality, strengths, interests, motivators, and de-energizers.”

work with another. They understand the importance of customizing their approach to best fit each individual’s specific motivational mix. Because of this customization, great managers enjoy higher engagement and greater productivity.

Great managers reflect the strategy that makes customer service exemplars like Ritz Carlton best-in-class. Ritz Carlton is an expert at learning from each guest what they need for them to be delighted.

They understand that no two guests are alike in the combination and prioritization of needs and desires that determine their satisfaction. Knowing how to identify and satisfy each guest’s unique set of needs and desires enables them to be best-in-class.

The same holds true when it comes to creating a work

experience that brings out the best in each employee.

Want better engagement? Get specific with informationIf you want the benefits of increased employee engagement, stop acting like you’re dealing with a crowd scene of extras in a movie, and treat each employee/manager relationship as the co-stars they are. Stop relying solely

on aggregated information and start collecting more granular, specific “individual employee and their manager” information that provides your managers with the information they need to bring out the best in each member of their team.

Jacob Schneid has 30 years’ experience as a trainer, coach and consultant in individual, work unit and organizational improvement. His consulting practice, The Momentum Group, focuses on employee performance improvement and organizational measurement.

David Lee is the founder and principal of HumanNature@work and the creator of Stories That Change. He’s an internationally recognized authority on organizational and managerial practices that optimize employee performance, morale and engagement.


Member HappeningsHappy Spring!

I hope everyone survived this unbelievable winter. We diehard skiers have wound down our swishing down the slopes. It’s bittersweet knowing that I can no longer ski, but I am now thinking about getting out in the yard and gardening, bike riding and going hiking with the dogs!

I think the biggest member annoucement involves all of us at Westchester-Rockland VMA. The executive board had a brain storming meeting with Bob Harris, who helped guide us through OUR goals. The result is our strategic plan-the cover story for this newsletter. We are very excited to follow

through and hope that ALL of our MEMBERS will help us with this new direction.

It is official. The Vet School’s James Law Auditorium and buildings by the circle in front of the Veterinary School have been demolished. I am getting picture updates from my classmate, Jeri Cheraskin, who works at the Diagnostic Lab at Cornell. It’s sad!

I haven’t spoken to a lot of our members about their fun times over the winter, so not much to gossip about. The one thing I will mention is that instead of volunteering for the yearly Bark for Life for the American Cancer Society, I, along with 4

ASSOCIATION

other volunteers have moved our efforts towards Wags for Wheels for the Rockland County Meals on Wheels program. We are very excited. It is taking place on May 31, 2015 at Children’s Park in Chestnut Ridge, NY. Anyone who would like pamphlets for their clients, please contact me or direct clients to http://www.mowrockland.org/wags_for_wheels.html.

Thank you in advance.

Dr. Mo

Maureen Saunders, DVM

JUDY PAWLUSIOW MS, DVM Diplomate, American College of Veterinary Internal Medicine (SAIM)

Mobile Internal Medicine Specialist 516.457.2663 (CELL) 516.596.1242 (FAX)

email: [email protected]

www.advancedveterinarymobile.com

Serving veterinarians of Long Island, the 5 Boroughs of NYC,Westchester, Rockland, Dutchess, Putnam and Orange counties for 18 years.

Providing ultrasonography, echocardiography, endoscopy andinternal medicine consultations.

Positions, For Sale and More …


Rockland Home Office For SaleRockland Home Office For Sale: 1.82 acres, pond, stream, waterfall Office: 1006 sqft., private entrance, reception area, 6 treatment rooms. Home: 4 bedroom, 2½ bath, 650 sqft. master bedroom suite, large deck, gas fireplaces, extensive closets, generator, legal rental apartment. Contact: (845) 634-8808.

Part-Time Veterinarian WantedPart-time veterinarian wanted for a new, state of the art small animal hospital in Eastchester, NY. Looking for Saturday shifts of 5 hours with possible weekday shifts. Contact Petchester Veterinary: [email protected] or call: (914) 771-7387.

Part-Time Vet Tech WantedPart-time licensed veterinary technician (or licensed eligible) wanted for a new, state of the art small animal hospital in Eastchester, N.Y. Looking for regular Wednesday shifts with occasional Saturday shifts; other weekday shifts will soon be available. Contact Petchester Veterinary [email protected] or call: (914) 771-7387.

Full-Time Veterinarian WantedGreat opportunity for an ambitious full-time, (possibly part-time), veterinarian to join a great hospital, Tuckahoe Animal Hospital, located 25 minutes north of NYC, right in front of the Metro North Train Station Tuckahoe.

No emergency duty. Organized, experienced support staff allow for very infrequent after hour closings-we don’t stay late! Appointments booked for one half hour. Need to have good medical skills, great people skills, and basic surgical skills

More involved procedures (spay/neuter/dental/mass removal) are done by our surgeons.

Great clientele allow for great work ups and a varied case load. Alternating weekends are expected. Duties will include running all cases in the hospital for 2 days, and seeing clients on the other scheduled days.

Consultant staff consists of 2 Board Certified Surgeons, a Radiologist and a Cardiologist.

The hospital is well equipped with a Hudson Digital Radiology x-ray unit, an ImageVet digital dental radiology unit Abaxis VS2 and HM5 in house blood machine, as well as a Toshiba Xario 200 digital ultrasound unit, and a Cutting Edge MLS Laser unit.

Monthly radiology meetings with our consultant radiologist, as well as other continuing education is encouraged.

Excellent staff with great cases and exceptional benefits (profit sharing/401K). 4-5 years experience with an Internship preferred. Flexible schedule (35-40 hour work week).

Hospital hours M,T,TH,F 8 a.m.-6 p.m., W 8 a.m.-7 p.m., S 9 a.m.-3 p.m.

Contact: Phone: (914) 395-1500; Fax: (914) 395-0079; E-mail: [email protected]

WRVMA ClassifiedsTo place a classified ad in the WRVMA Newsletter, email the ad to [email protected]. Put WRVMA CLASSIFIED AD in the subject line.

Classified ads are free to all WRVMA members whose dues are current and are $50 per issue for nonmembers. Ads should be 40 words or less and will run for two issues or more, depending on space.

CLASSIFIEDS

Positions, For Sale and More …


100 Great Oaks Blvd., Ste. 127 • Albany, NY 12203

WRVMANewsletter

Presorted Standard

US Postage PAID

Albany, NY Permit No. 79

New York State Education Department

Board for Veterinary Medicine (518) 474-3817, Ext. 210

License Registration/Renewals (518) 474-3817, Ext. 410

Pre-registration (518) 474-3817, Ext. 250

Office of Professional Discipline (800) 442-8106

New York State Department of Health

Bureau of Narcotic Enforcement (866) 811-7957

Communicable Disease Questions (518) 474-3186

New York State Department of Agriculture and Markets

Rabies Lab (518) 869-4526

Rabies Certificate Questions (518) 457-0707

Important Phone Numbers and Contacts

Drug Enforcement Agency

New York State Division (800) 882-9539

NYSVMS

Albany Headquarters (800) 876-9867

NYSVMS Affinity Partners

Bruneau Saxton (800) 387-0685

Care Credit (800) 300-3046, Ext. 4519

EnergyPlus (877) 770-3372

TekCollect (866) 652-6500

USI Affinity (210) 524-2030

NEWS TO USE