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CVPM Study Questions > Acronyms/grouped concepts > Flashcards

Acronyms/grouped concepts Flashcards

1
Q

Five key factors to evaluate hiring:

A 
Veterinary/staff ratio
Veterinary production
Team members’ production
Hospital flow
Staff payroll percentages
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2
Q

Five types of interview questions

A 
Initiative
Motivational
Attitude
Personal
Management
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3
Q

4 C’s of successful onboarding

A

Compliance
Clarification
Culture
Connection

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4
Q

EASE to facilitate onboarding

A

Encouragement
Align
Solve
End distractions

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5
Q

Three most common reasons staff leave

A

Lack of positive feedback
Lack of training opportunities
Failure of management to include the strategic vision of hospital

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6
Q

9 ways to enhance employee development and productivity

A 
Shared purpose
Tools to do the job
Standard operation procedures (SOP)
Performance standards
Engage and empower
Recognize and reward
Physical fitness
Personal focus
Team focus
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7
Q

Two goals of appointment scheduling

A

Eliminate client wait time

Maximize efficiency of doctors, support staff, and the facility (eliminate downtime)

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8
Q

Two keys to a successful veterinary practice

A

Delegation and empowerment

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9
Q

SMART management of daily work assignments

A 
Specific
Measurable
Agreed
Realistic
Timebound
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10
Q

Three common types of employee reviews

A

360° peer review
Self review
Job satisfaction survey

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11
Q

Three approaches to employee evaluations

A

Formal performance reviews
Coaching conversations
Corrective action discussions

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12
Q

Four disciplines necessary for effective performance reviews

A

Hold employees accountable

Teach employees to identify, deploy, develop strengths

Align performance appraisals and review systems around developing employee strengths

Design and build each role to create world-class performers

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13
Q

Rule of 3 regarding corrective action discussions

A
  1. If the situation is enough to catch your attention, take note
  2. The 2nd occurrence, take note to determine if start of a pattern
  3. 3rd occurrence warrants a conversation
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14
Q

ABCDEF Formula for Corrective Action Discussion

A 
Awareness
Behavioral expectations
Consequences
Decision confirmed
Employee involvement
Follow up
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15
Q

Top 3 issues that cause conflict at work

A

Gossip
Lack of training
Lack of communication

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16
Q

4-step method for successful conflict intervention

A
  1. Confront the behavior
  2. Talk it out
  3. Hold team members accountable for solutions
  4. Follow up and feedback
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17
Q

3 Steps of disciplinary procedure

A
  1. Verbal warning
  2. Written warning
  3. Final warning
    > termination
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18
Q

8 exceptions to At-will employment

A

Collective-bargaining agreements

Contracts with specific length of employment

Dismissal based on race, sex, color, national origin, or religion (Title VII)

Dismissal based on pregnancy (Pregnancy Diability Act)

Dismissal based on age if over 40 (ADEA)

Dismissal based on refusal to work in unsafe condition or rights protected by OSHA

Dismissal based on personal bankruptcy (Bankruptcy Reform Act)

Dismissal because of jury duty

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19
Q

Types of healthcare coverage

A
  1. Fee for service
  2. Managed care (includes HMO, PPO, POS)
  3. Section 125 plans (utilize HSA, FSA)
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20
Q

3 types of retirement plans (regulated by ERISA = employee retirement income security act)

A

SIMPLE IRA = Short Incentive Match Plan for Employees Individual Retirement Plan

401(k)

SEP = Simple Employee Pension Plan

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21
Q

Documents to include in personnel files

A

Employment application, resume, interview notes, background checks

Job description

Offer of employment letter

Performance evaluations, education, training

Disciplinary documents

Federal and state mandated forms (EXCEPT I-9)

Copy of degrees, diplomas, certifications

Employee action forms such as wage, position changes

Leave of absence and attendance records
(EXCEPT FMLA)

Employee record showing date of hire, compensation rate, history of raises, promotions, demotions, emergency contact info

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22
Q

Store the following employee records separately:

A
  1. Payroll files
    * employees name, address, SSN
    * birthdate if minor
    * work schedules, pay rates, wage deductions
    * benefit records
    * Time clock records for each pay period
  2. I-9
  3. Medical records
  4. Any document that cannot be used in the decision for hiring, firing, promotion, or demotion
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23
Q

Content of job description

A

Position title

Summary of job including goals/objectives

List of duties and responsibilities

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24
Q

3 purposes of manuals

A

Reference tool for standards of care and practice guidelines

Training and instruction

Define standard to which employees can be held accountable

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25
Q

3 primary functions of patient and procedure logs

A

Allow convenient storage of important data

Improve quality of patient care and client service

Facilitate charge capture and auditing processes

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26
Q

3 types of patient and procedure logs

A

Hybrid logs (combination of patient and procedure logs)

Patient logs (any record showing that patients received a specific service)

Procedure logs (helps ensure tasks are completed)

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27
Q

DEA =

A

Drug Enforcement Administration

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28
Q

CSA =

A

Controlled Substances Act

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29
Q

Drug categories

A 
Adulterated drugs
Misbranded drugs
Prescription/legend drugs
OTC = over-the-counter
Extra-label
Generic
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30
Q

Components of a prescription label (federal)

A
  1. The statement “Caution: federal law restricts this drug to any use by or on the order of a veterinarian”
  2. Recommended route of administration
  3. Quantity/proportion of each active ingredient
  4. Names of all inactive ingredients if drug is not oral
  5. Identifying lot number/manufacturer
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31
Q

4 conditions for compounding medications

A
  1. Vet believes there is a legitimate need to alter the approved drug to adequately medicate patient
  2. Current VCPR
  3. Patient has a medical condition that requires prescribed medication
  4. Vet determines that a compounded drug is needed
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32
Q

FDA oversees

A

Pet food

Pet dietary supplements

Animal biologic (vaccines, bacterins, diagnostic kits)

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33
Q

EPA oversees

A

Pesticides relating to pets

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34
Q

3 types of Ethics

A

Social
Personal
Professional

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35
Q

4 branches of Veterinary Ethics

A
  1. Descriptive (Study of ethical views of veterinarians/professionals regarding behavior and attitudes; what is right and wrong)
  2. Official (Standards set by professional organizations)
  3. Administrative (set by regulatory agencies/VBOG)
  4. Normative (The search for correct principles of good and bad)
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36
Q

4 types of moral problems in veterinary medicine

A

Peers
Clients
Animals
Society

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37
Q

Elements of informed consent

A

Consent given freely

Treatment and diagnoses explained in understandable terms

Risks, benefits, prognosis must be stated if treatment/diagnostics proceed

Prognosis if no treatment selected must be stated

Alternative treatments, including risks, benefits, costs discussed

Client given an opportunity to ask questions and get answers

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38
Q

4 elements to consider applying law of unjust enrichment

A
  1. More valuable animal = greater chance of financial recovery
  2. More emergent needs = more leeway to provide emergency care
  3. That attempted to reach owner prior to medical care
  4. The extent of emergency care required to stabilize the patient was reasonable
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39
Q

4 A’s to rise above moral distress

A

Ask if distress is present

Affirm commitment to address

Assess readiness to act
* if struggling, consider 4 R’s:
      > Relevance 
      > Risk
      > Rewards
      > Roadblocks

Act

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40
Q

Aspects of SOPs for ethics/law

A
  1. Develop policy regarding shredding of confidential info
  2. Develop liability release form for volunteers, interns, students
  3. Follow a VMA for updates regarding Fairness To Pet Owners and compounding regulations
  4. Develop medical record standards that are defensible
  5. Develop standards to handle client communication, conflict, and complaints
  6. Ensure protocols meet state requirements daily, not just when inspected
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41
Q

Two types of law

A
  1. Civil law
    - Tort law
    - Contract law
  2. Criminal



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42
Q

3 (or 4) elements of a contract

A
  1. Offer
  2. Acceptance
  3. Consideration (parties promise something they weren’t legally obligated to do or not do)
    (4) . Intent to contract
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43
Q

3 situations that may question capacity to contract

A
  1. Minors - Have the right to avoid or disaffirm contracts made when of minor age
  2. Mental disability
  3. Intoxication/substance abuse - was sober party aware of intoxication or took advantage of it?
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44
Q

Federal employment posters required

A

Families first coronavirus response act paid leave notice

Fair labor standards act and minimum wage

Equal opportunity provisions of the law

FMLA

OSHA job safety and health protection requirements

Employee polygraph protection act

Uniformed services employment and re-employment rights act

Right to join/form unions and associations

State required posters

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45
Q

Cash-based accounting

A

Recognizes revenue when cash received and expenses when paid

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46
Q

Accrual-based Accounting

A

Recognizes revenue when earned and expenses when incurred

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47
Q

Accounting methodologies

A

Cash-based
Accrual-based
Hybrid of both

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48
Q

Key financial statements

A

Income statement a.k.a. P&L

Balance sheet

Cash flow sheet

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49
Q

Income statement a.k.a. P & L

A

Compares current year to prior year

Expenses stated as % of revenue

50
Q

Balance sheet

A

Summarizes assets, liabilities, and equities at the time of the statement

51
Q

Cash flow sheet

A

Shows cash generated minus cash flowing out and total cash at end of period

52
Q

3 steps to analyze P&L’s

A
  1. Compare percentages
  2. Ask questions of the percentages
  3. Implement change
53
Q

Financial reporting elements

A 
Timeliness
Accuracy
Simplicity
Sufficiently detailed
Analytical
54
Q

Financial analysis perspectives

A

Safeguarding assets

Pricing fee/structure

Cost evaluation

Procurement of capital (financing/investors)

Incremental performance

Accountability via departmentalization
(split into profit centers)

Profitability analysis

Return on capital analysis

55
Q

Common KPI’s

A

Total revenue, total transactions by month

Average transaction charge by month

New clients and lost clients per month

Revenue, transactions, and average transaction charge per DVM per month

Revenue by category

Accounts receivable by aging classification (30, 60, 90+ days)

56
Q

Payroll methods

A

Manual payroll

Automated in-house processing

Third-party payroll services

57
Q

Requirements for wage/tax reporting

A

Obtain EIN

Obtain I-9 for each employee

Confirm each employee completed a W-4

Calculate and deduct employees’ income tax

Make required deposits of withheld taxes

File form 941 (employer quarterly federal tax return)

File form 940 (employer annual federal unemployment tax return)

Prepare and distribute W-2s by January 31

Prepare W-3 (transmittal of wage and tax statement) to file with W-2s to IRS

All taxes should be automatically deducted from the practice checking account to ensure payments are on time

58
Q

Information to provide to collection agencies

A

Client’s full name, address, and telephone numbers

Total balance due on account

Client’s occupation if known

Client’s employment address

Client’s drivers license number

Copy of client’s information sheet and signature of client guaranteeing payment

59
Q

Information together for budgeting

A

Last 3 years of PNL and productivity statements

All lease and loan documents

Fee schedule

List of operational changes expected in the next few years and potential effects on revenue/expenses

List of major capital expenses expected in next few years

Employee roster and recent years’ W-2s

60
Q

4 stages of the business cycle

A

Expansion
Prosperity
Contraction
Recession

61
Q

6 steps of budgeting

A
  1. Determine desired financial results
    
  2. Analysis of financial statements
  3. Normalizing the revenue and expenses
  4. Budgeting revenue
  5. Budgeting expenses
  6. Combining budgeted revenue and expense and making adjustments
62
Q

4 expense categories

A

Personnel/labor

Variable expenses/cost of goods sold

Occupancy/facility

Fixed/administrative

63
Q

Steps to normalize revenue and expenses

A
  1. Remove any one time, non-recurring items from the financials used to create the budget
  2. Use an average of the last three years to normalize non-recurring expenses
64
Q

Budgeting revenue considerations

A

Patient volume
Fee schedule
ATC

65
Q

Budgeting expenses by adding the last three years’ growth rate to base expense figure; only works if

A

Practice is established

Expenses were stable over past 3 years

Practice will continue to operate similarly in the following year

66
Q

Adjustments to bring profit closer to target

A

Increase revenue

Decrease expenses

Lower targeted profits (initial may have been unrealistic)

67
Q

4 (5) P’s of Marketing

A 
Product
Place
Price
Promotion
(Position)
68
Q

Redefined marketing elements

A 
Emotion
Value
Virtual
Exceed expectations
Experience
69
Q

SMART goal (Marketing)

A 
Specific
Measurable
Achievable
Realistic but challenging
Time-dependent
70
Q

Pricing advantage strategies

A

Unique
Value added
Value based
Volume

71
Q

Managing online reviews

A
  1. Take time to investigate complaint, talk to staff, and create planned response
  2. Response should include empathy, invitation to discuss; attempt to reach client
  3. Promote positive reviews
  4. Create a positive culture that helps avoid client experiences that cause negative reviews to begin with
72
Q

SWOT analysis

A

Strengths
Weaknesses
Opportunities
Threats

73
Q

Successful marketing plan

A

Gather data (SWOT analysis, client surveys, employee feedback, etc.)

Define goal

Implement a strategy

Create a written action plan

Execute the plan and measure results

74
Q

6 C’s of client relationship management

A 
Consistency
Compassion
Customer service
Convenience
Competence
Cost
75
Q

3 R’s of client retention

A

Recall
Reappointment
Reminder

76
Q

Roles of inventory management

A 
Inventory manager
Inventory researcher
Inventory purchaser
Department lead(s)
Inventory receiver(s)
Inventory document or end tracker
Inventory counter
Bookkeeper
77
Q

5 steps to get inventory under control

A
  1. Print your code or product list and edit (delete inactive, update classifications, remove duplicates)
  2. Reprint the list -  Double check again
  3. Create a list of unconsolidated products and consolidate inventory (only carry one or two products of the same type such as 2 heartworm preventatives)
  4. Count inventory
  5. Begin to enter/receive inventory efficiently and accurately as it is delivered to clinic
78
Q

Inventory variance evaluation

A
  1. Add beginning and ordered/received quantity for the selected item

2. From #1, subtract the number sold in the same period

  1. Compare that number to the physical inventory count at the end of that period
  2. Those numbers should match
  3. If they don’t match the difference is the variance
  4. Any variance is an indication of weakness or problem, although a 1-4% variance on high turn items is acceptable
79
Q

POMR

A

Problem-
Oriented
Medical
Records

80
Q

SOAP

A

Subjective
Objective
Assessment
Plan

81
Q

SOMR

A

Source-
Oriented
Medical
Records

82
Q

Two types of insurance

A
  1. Liability - covers other people, pets, property
    * malpractice
  2.  Property - covers own property
83
Q

4 elements for a malpractice suit

A
  1. Establish duty to practice within standard of care (established VCPR)
  2. Breach of duty - failure to act in accordance with standard
  3. Proximate cause - connection between negligent act of practitioner and harm to the patient
  4. Damages - harm to patient or client as a direct result of negligent act
84
Q

5 scenarios in which a veterinarian can discontinue treatment

A

Animal recovers

Practitioner completes all agreed-upon treatment

Animal dies

Client terminates VCPR

Responsibility for treatment was transferred to another practitioner with client consent

85
Q

Phases of the business life cycle

A

Introductory (vision, innovation, energy)

Growth (efficiency, discipline, talent development critical)

Maturity (manage risks, problem solved, search for growth opportunity)

Decline (decrease demand for services; revisit strategic plan for revitalizing practice)

86
Q

Phases of strategic planning

A

Formulation
Development
Implementation
Evaluation

87
Q

Guardian ad litem

A

Person appointed to protect interests of a minor/incompetent person or an animal

88
Q

Statute of frauds

A

Requires production of written memo before courts will enforce certain types of contracts

89
Q

Parol evidence

A

Signed a written contract present including a clause that the document represents the entirety of the contract - additional oral testimony altering or contradicting terms not permitted

90
Q

Law of agency

A

Involves a person who has been authorized to act on behalf of another

91
Q

Promissory estoppel

A

The party has relied on a promise of another party, and the party relying on the promise incurs substantial detriment due to lack of fulfillment of promise

92
Q

Veterinary Practice Act

A

State’s commonwealth law codified into regulations that describes what licensed and non-licensed practitioners can do/cannot do, describes acceptable medical standards

93
Q

The law of unjust enrichment

A

Created to avoid unjust enrichment of one part at the expense of another
(eg owner receives emergency care at the vet’s expense)

94
Q

Contract law

A

Agreement establishes an obligation

95
Q

Negligence

A

Exists when someone fails to do what a reasonable person of similar skills would have done (eg Comparing a general practitioner to another general practitioner) and results in damages

96
Q

EEOC

A

Equal Employment Opportunity Commission

-enforces laws prohibiting employment discrimination; applies to employers of 15 or more (for at least 20 weeks)

97
Q

IRCA

A

Immigration Reform and Control Act

-reserve jobs for American citizens and legal immigrants; established I-9 requirements; applies to most employers

98
Q

FLSA

A

Fair Labor Standards Act

  • any employee working more than 40 hours in one week must be paid overtime unless exempt;
  • regulates employment of minors;
  • applies to all practices,
  • enforced by US Department of Labor
99
Q

Title VII of the Civil Rights Act of 1964

A

Cannot discriminate hiring, promotion, wages due to race, color, religion, sex, or natural origin;
-enforced by EEOC

100
Q

Sexual Harassment Law of 1964

A

Addresses gender based, sex based discrimination;

-defines sexual harassment and holds employers responsible

101
Q

PDA

A

Pregnancy Discrimination Act of 1978
-cannot discriminate based on pregnancy, childbirth, or related medical conditions; -applies to workplaces of 15 or more

102
Q

ADA

A

Americans with Disabilities Act of 1990

  • employers must make a reasonable accommodations for applicants and employees with disabilities unless accommodations impose undue hardship on business operations;
  • applies to employers of 15 or more and individuals on payroll at least 20 weeks per year
103
Q

ADEA

A

Age Discrimination in Employment Act of 1967

  • employers cannot discriminate based on age for persons 40 years or older;
  • applies to employers of 20 or more
104
Q

FMLA

A

Family and Medical Leave Act of 1993

  • eligible employees entitled to 12 work weeks of job-protected, unpaid leave during a 12 month period due to health condition, addition of new child to family, care of spouse/child/parent;
  • applies to employers of 50 or more employees who work 20 weeks or more; -employees eligible if they work 1250 hours during 12-month period immediately preceding the commencement of leave
105
Q

Worker’s compensation

A

Protects employees involved in work related injuries;

  • applies to all employees;
  • states have specific laws pertaining to collection of damages
106
Q

FUTA

A

Federal Unemployment Tax Act
-employers must pay tax to fund unemployed workers with financial support in the event of temporary, involuntary unemployment

107
Q

FICA

A

Federal Insurance Contribution Act

-employee and employer pay to fund Social Security and Medicare

108
Q

ERISA

A

Employee Retirement Income Security Act of 1974
-employees in qualified benefits programs; outlines obligations, rights, rules, communication surrounding these benefits

109
Q

COBRA

A

Consolidated Omnibus Budget Reconciliation Act

  • qualified individuals allowed to extend health coverage on a self-pay basis for 18-36 months after termination;
  • applies to employers of 20 or more and who leave under certain circumstances
110
Q

HIPAA

A

Health Insurance Portability and Accountability Act
-protects employees’ health insurance coverage when they change jobs, limits pre-existing conditions, prohibits discrimination based on health status; -applies to all

111
Q

MHPA

A

Mental Health Parity Act

  • consistent benefits between medical/surgical and mental health benefits;
  • all eligible employees
112
Q

EPPA

A

Employee Polygraph Protection Act of 1988

  • prohibits most employers from using lie-detector tests during or before employment;
  • some exceptions such as security guards
113
Q

FDCPA

A

Fair Debt Collection Practices Act

  • limits what debt collectors can do in attempt to collect;
  • cannot harass, use oppressive tactics or abusive treatment
114
Q

Tax Act of 2003/Section 179

A

Increased amount of eligible property that can be written off in the first year

115
Q

Tax Act of 2003/Section 168k

A

Additional deduction of 50% of remaining balance of equipment purchased that is above the maximum value for Section 179

116
Q

MACRS

A

Modified Accelerated Cost Recovery System

-Established formulaic table to calculate depreciation by the IRS

117
Q

PPACA

A

Patient Protection and Affordable Care Act of 2010

-Mandatory health coverage or pay penalty, certain services must be covered by health insurance

118
Q

CCPA

A

Consumer Credit Protection Act of 1968

-protects employees from dismissal due to having wages garnished, limits amount of garnishment per week

119
Q

FACTA

A

Fair and Accurate Credit Transactions Act of 2003

-amended FCRA to reduce risk of identity theft by regulating how consumer information is handled

120
Q

NLRA

A

National Labor Relations Act of 1935

-protects rights of employees to engage in collective bargaining/unionizing

121
Q

OSHA

A

Occupational Safety and Health Act of 1970

-instituted to provide standards for workplace health and safety

122
Q

USERRA

A

Uniformed Service Employment and Reemployment Rights Act of 1994
-protects service members’ and veterans’ employment rights, including protecting jobs while deployed

CVPM Study Questions (5 decks)

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