Background
Companion animal veterinary practices are increasingly being influenced by a variety of non-clinical trends. There is a growing need for effective leadership and management skills to handle the complexity of modern practice operations. Strong leaders can create positive workplace cultures, improve employee retention, and enhance overall efficiency. Additionally, the emergence of artificial intelligence (AI) is providing alternative options for diagnostics and client management, while subscription-based services and new service models offer predictable costs, benefiting both clients and practices.
Changing demographics of veterinary professionals and pet owners also present challenges and opportunities. A more diverse veterinary workforce demands an inclusive workplace culture, while younger pet owners, such as Millennials and Gen Z, may expect digital first experiences. Technological advancements, like telemedicine and practice management software, can assist in improving operational efficiency and client accessibility, but their use must be carefully considered so not to compromise animal health and welfare.
Economic pressures, legislative changes, and growing environmental concerns further impact veterinary practices. Effective financial management, regulatory compliance, and sustainability initiatives are crucial for long-term success. A better understanding of these non-clinical trends and their potential impact is essential if the global companion animal veterinary community is to embrace the opportunities presented to them, whilst minimising any potential risks to patients, the veterinary team, reputation of the veterinary professions, and wider society.
Recognizing the importance of non-clinical factors on the long-term sustainability of companion animal veterinary practices, WSAVA is now establishing an 8 person project group to map the non-clinical opportunities and threats impacting companion animal veterinary practice now and in the future.
Description of the committee’s work and goal
- Conduct a comprehensive review of existing literature, surveys, and stakeholder inputs on non-clinical factors in veterinary practice.
- Engage with veterinary professionals, veterinary associations, and other stakeholders to gather insights and data.
- Categorize and prioritize the identified issues based on their impact and feasibility of intervention.
- Draft a report outlining key findings, priority areas, and recommended actions. The report will need to be presented in two formats: one for internal use and a second for external publication.
Detailed description of the desired candidates
To effectively address the non-clinical issues and opportunities facing companion animal veterinary practice, the project group should ideally consist of members with a diverse set of knowledge, skills, and experience, such as the following (not exhaustive):
- Veterinary Practice Management: Understanding of the day-to-day operations, financial management, and strategic planning in veterinary practices.
- Human Resources and Workplace Culture: Knowledge of best practices in team management, staff well-being, and creating positive work environments.
- Economics and Business Models: Insight into economic challenges, pricing strategies, and innovative business models such as subscription-based services.
- Client Communication and Influence: Understanding of effective communication strategies, client engagement techniques, and methods to influence client behavior and decision-making.
- Veterinary Practice Experience: Practical experience in veterinary practice management, including roles in leadership or practice management.
- Industry Insight: Knowledge of the broader veterinary industry landscape, including trends, challenges, and opportunities.
- Research and Academia: Background in veterinary research or academia, contributing expertise in data collection, analysis, and evidence-based recommendations.
- Technology Integration: Experience in implementing and managing technological solutions within veterinary practices, ensuring effective adoption and utilization.
- Diversity and Inclusion: Experience in promoting diversity, equity, and inclusion within the workplace, reflecting the evolving demographics of veterinary professionals and pet owners.
- Environmental Sustainability: Knowledge of environmental issues affecting veterinary practice, including sustainable practices, waste management, and eco-friendly initiatives.
- Social Trends: Awareness of societal trends impacting pet ownership, client expectations, and public perception of veterinary care.
Consideration will be given to geographic representation when appointing members to the group.
List of responsibilities from committee members
- The official language of the WSAVA is English.
- Meeting Attendance and Participation: Attend scheduled meetings (virtual or in-person) and actively contribute to discussions.
- Timely Communication: Respond to requests for input and feedback in a timely manner, ensuring smooth communication.
- Collaboration: Work collaboratively with other group members.
- Local Expertise: Provide accurate and relevant advice based on local knowledge and experience in veterinary education, event organization, and industry partnerships.
- All WSAVA committee and project group members agree to abide by the policies and processes set out within the WSAVA Policy and Process Manual.
- All discussions, documents, and materials shared within the group must be treated as confidential unless otherwise indicated by WSAVA.
Remuneration for this role
All WSAVA committee members including the chairperson are volunteers. However, reasonable expenses occurred whilst carrying out WSAVA duties will be reimbursed, in accordance with our travel and expenses policy.
Time commitment
The project group will meet monthly for one hour via video call. All committee members are expected to attend and actively contribute to committee meetings, whether online or in-person, and respond to offline communication in a timely manner. It is likely a longer meeting(s) will be required in the in initial scoping phase. Once a project plan has been agreed by the committee, roles and responsibilities will be delegated to individual group members. In the peak of the project, committee members may expect to provide up to five hours of work a month, but much of this may be self-guided outside of scheduled meetings. It is expected that this project group will disband once the final report is published, and this should ideally be within eighteen months of the group being formed.
Applicant must fill out the application form and provide the documentation detailed below. Please note – Full documentation is required in English. Applications not submitted in English will not be considered.
- Curriculum Vitae
- Letter of Intent
- Letter of Good Standing from WSAVA Member Association*
- Applications must be submitted via this application form
Applications should be submitted before 27 March 2025 – 22:00 UTC
*All nominees for membership of any WSAVA committee/group are required to provide a letter of Good Standing from the WSAVA member organization of which they are a member. This requirement does not apply to nominees who are not members of a WSAVA organization (e.g. non-veterinarians) whose expertise may be necessary for specialist committees/groups. A person of Good Standing is defined as someone who has complied with all explicit obligations of the association and who is not subject to any form of sanction, suspension or disciplinary censure. This letter is not a recommendation from the association that the nominee is the best person for the position. WSAVA committee positions are not chosen by member organizations – the Committee Chair ultimately decides on the best candidate for the position and the choice is ratified by the Membership and Nomination Committee and the Executive Board. This letter indicates only that the WSAVA member association has no objection to the nomination.