Animal shelters perform critically important work for their communities. Although some shelter workers are paid employees, volunteers are often needed to help shelters meet their daily obligations and long-term goals. Unfortunately, some shelter volunteers experience dissatisfaction with their work, which can affect their work performance and the overall effectiveness of the shelter operation.

This year’s Animal Care Expo in Fort Lauderdale, Florida, featured an interactive workshop that addressed some of the issues shelter volunteers face. The discussion also highlighted some of the things shelter volunteers say they like about the work they do.

This lively session was moderated by Steven Rogelberg, BS, MS, PhD, chancellor’s professor and director of organizational science at the University of North Carolina at Charlotte, and two of the university’s doctoral students, Eleanor Williams and Haley Woznyj.

The moderators presented data from a large survey of shelter volunteers conducted by the Volunteer Program Assessment (VPA). VPA is an online, validated, diagnostic survey that polls volunteer workers at nonprofit organizations regarding their feelings and attitudes, as well as their reactions to the volunteer program. The survey also gathers information about what the volunteers perceive as the program’s greatest strengths and areas for growth. After the volunteers take the survey, a VPA consultant works one-on-one with the shelter’s volunteer coordinator and presents the shelter with a summary report.

To date, VPA has been administered to approximately 19,000 shelter volunteers at 175 shelter organizations to generate the data discussed in the current study. Once challenging areas were identified, the moderators worked with session attendees to develop solutions for addressing the issues volunteers face and improving the overall volunteer experience.

Although the session focused on animal shelter volunteers, many of the challenges workers reported are shared by people who work in other fields. Veterinary technicians and assistants, support staff, receptionists and even veterinarians themselves may experience some of the same feelings about the work they do. Therefore, the recommendations discussed in the workshop can easily be expanded to help improve work satisfaction for veterinary team members as well. For example, one of the challenges that most organizations participating in VPA face is role ambiguity, which refers to not knowing exactly what is expected of a volunteer or staff member. “This is certainly a feeling that veterinary staff might experience,” Dr. Rogelberg said. He and his colleagues discussed a range of solutions for reducing feelings of role ambiguity, such as focusing on training, ensuring that job descriptions are accurate and regularly updated, and possibly creating duty checklists for each role.

The moderators also described how the VPA survey covered numerous areas of volunteer experiences, including daily routines at work, the work environment itself, interactions with other volunteers and employees, and feelings about the overall philosophy and mission of the animal shelter — much of which can be translated to the veterinary hospital.

The good news is that survey respondents noted several positive things about their volunteer experience, including:

Feeling that their work is meaningful to the organization’s mission

Feeling committed to the organization and its mission, and believing strongly in what they are doing

Having confidence in the quality of their work at the shelter

Feeling satisfaction with the volunteer coordinators at the shelter

Survey respondents also indicated several areas of concern, including:

Role ambiguity: volunteers often don’t feel like they know what they’re supposed to be doing and which tasks should be prioritized

Feeling unrecognized and unappreciated for donating their time and resources to help the shelter’s cause

Dissatisfaction with relationships with paid staff members

Dissatisfaction with communication at the shelter facility

Lacking a voice or the chance to participate in decision making, and not feeling like their input has value

Once problem areas were identified, the rest of the session permitted attendees to break into small groups to come up with ideas for addressing the difficulties shelter volunteers face. Suggestions included:

Produce written job descriptions and a daily checklist of duties, so volunteers understand what is expected of them

Improve training for volunteers before they start working, and offer retraining opportunities for volunteers who have experience but want to grow in the organization with additional duties and responsibilities

Promote volunteer appreciation by learning the volunteers’ names, thanking them when they arrive for work and again when they leave, and working to build a culture of mutual appreciation between volunteers and employees

Initiate a volunteer-of-the-month program, feature the selected volunteer in the organization’s newsletter and present the designated volunteer with a plaque or reward

Recognize milestones, such as offering a small pin for completing a certain num- ber of volunteer hours

Increasing satisfaction with paid staff: 

Develop mentor programs (involving paid staff) to help volunteers better understand the organization and their role in it

Create a weekly or monthly newsletter to let volunteers know what is going on in the organization

Create a social media space (such as a Facebook group) where volunteers can communicate with one another

Conduct shift meetings and invite volunteers, so that both volunteers and other employees have a voice and an opportunity to participate, which will promote improved teamwork

The VPA originated from a partnership between the University of North Carolina at Charlotte and the Humane Society of the United States. It is maintained by faculty and graduate students at the university’s organizational science doctoral program and its university partners.

In 1999, the VPA was created when its originators realized that euthanasias create stress for people who have to perform them or participate in them. This encouraged VPA to look at this issue and other factors that affect the daily lives and stress levels for shelter volunteers. Part of VPA’s mission is to help managers of nonprofit organizations better understand and manage their volunteer programs by exploring the organization’s strengths and weaknesses through the eyes of volunteers. The organization is subsidized by grants, so there is no cost to the shelter programs or other nonprofit groups for agreeing to be surveyed.

As suggested by the moderators, the workplace challenges described here are not unique to animal shelter volunteers. Through its extensive activities and surveys, VPA has provided services to help religious groups, hospitals, law enforcement agencies and other nonprofit entities. The strategies that evolve from these surveys can also certainly apply in the veterinary space as well, Dr. Rogelberg said.

Dr. Todd-Jenkins received her VMD degree from the University of Pennsylvania School of Veterinary Medicine. She is a medical writer and has remained in clinical practice for over 20 years. She is a member of the American Medical Writers Association and One Health Initiative. 

Articles

Managing Your Practice

Shelter survey results and suggestions can help veterinary practices keep team members happy and engaged.

Improving Satisfaction Among Shelter Volunteers (and Perhaps the Rest of Us, Too)

Choosing between unexpected health care expenses for a pet or ending that pet’s life is never easy. But pet health care costs are not trivial, and many owners do ultimately decide on economic euthanasia. This decision is difficult for both the pet owner and the practice team, particularly in light of the increasing medical and technological advances that make veterinary diagnosis and treatment more accurate and effective than ever before.

The fact is that veterinary practices simply cannot afford to treat every pet whose owners do not have the funds to pay. Extending credit or offering payment plans through the practice is becoming less and less common, largely because practices are unwilling to take on the risk.

But other, less risky options are available for practices that want to offer clients some way to alleviate the sticker shock of pet health care. The benefits of all these options are twofold: pet owners can afford the care their pets need and veterinarians can focus on delivering the best possible care.

Here we explore third-party credit cards, payment plans and loans, which are welcome alternatives for many pet owners who do not have cash or credit available to them. Many of these companies offer brochures and online advertising displays to help practices educate their clients about these offerings.

Private-label credit cards are offered by such companies as CareCredit, Wells Fargo and Citibank. Many pet owners are already familiar with these types of cards because they are also used to finance human health care, such as dental, vision and other services. The practice must be enrolled for clients to apply for the card.

, for example, is a credit card with a revolving line of credit that can be used repeatedly to pay at any location within CareCredit’s network of enrolled providers. There are two basic financing options:

Pet owners spending more than $200 pay no interest if the debt is paid in full within 6, 12, 18 or 24 months.

If a longer term is needed, the client has fixed monthly payments for terms of 24, 36, 48 or 60 months until the debt is paid.

Clients can apply quickly and easily, and credit decisions are usually made instantly. Once the application is approved, the cardholder can use the card at the practice multiple times as long as the purchases are within the approved limit.

The approval rate for third-party credit cards is often higher than for typical credit cards. Clients who are not approved are likely a poor credit risk.

Other common options for third-party financing include payment plans and loans. Companies that offer pet owner payment plans include 

. Loans can be obtained from companies such as 

Payment terms and APR vary among lenders; some require automatic withdrawal from the client’s bank account. Processing and convenience fees are often, although not always, paid by the borrower. Most of these companies do not require the practice to pay startup or subscription fees; others require the practice to pay a fee with each transaction. On the plus side for the practice, there are often no associated administrative tasks and the practice receives payment in full as soon as the service is rendered.

In most cases, in order for clients to take advantage of these offerings, the practice needs to be signed up as a partner. Once the practice is enrolled, clients can begin to borrow. In some cases the practice has the final say in whether to approve a client.

Clients who can’t afford to provide adequate care for their pets hurt your bottom line. Because you both want what’s best for the pet, it behooves practices to offer clients third-party payment options as an alternative to shelling out hundreds or even thousands of dollars at one time. Practices that offer these financing options are able to focus their efforts on delivering care, not on whether clients can afford that care. Not only does the practice bring in more revenue because clients are able to pay for more and better care, but client retention and loyalty increase and health outcomes for patients improve.

Maureen McKinney, associate editorial director of 

 and the children’s magazine Animal Tales. 

Offering clients additional payment options is a smart business decision that can help increase revenue, improve pet health and enhance client relationships.

The Benefits of Third-Party Financing

Content marketing is the backbone of modern business promotion today. If your veterinary content is not performing well, then your marketing strategy is not performing well. Of the many possible reasons why, one of the most common is a basic misunderstanding of content marketing.

You create some content and put it online. That’s content marketing, right? Wrong. Content marketing is a strategic, multiphase process that can easily be derailed by a misstep at any point. Here is your guide to troubleshooting and optimizing every stage of your veterinary content marketing.

The process does not begin with writing a blog post. First, you need to know why you are writing the post, who will read it and how it will turn that person into a new client.

Define your goals and priorities. Do you want new clients similar to those you have? Are you hoping to break into a new market or expand your reach? Do you want to increase the volume of certain types of procedures or certain species of pets? Are brand awareness and reputation building your priorities?

Identify your target market. In addition to demographic information, consider potential new clients’ social media habits, lifestyles and interests. What do they want to know? What would they want to read?

Choose the best platforms. Content can be distributed on social media, via email, in a newsletter or on your blog or website, among other options. Wherever you publish, you want to build an audience. Choose your preferred channels, and provide fresh content regularly.

Develop a strategy. Invest some thought into exactly what you want to accomplish. Do you want the viewer to visit your website or subscribe to your newsletter? Does your content guide the person toward those actions? How will your website or newsletter convert that person into a client?

With a clear marketing strategy in mind, it’s time to begin creating. Neither readers nor search engines will be impressed by poor-quality, low-value content. Whatever you publish should be well written, professionally presented and error free. Beyond those basic requirements, “quality” means compelling, engaging content that provides value to the reader. Choose topics that will interest your target market and provide useful information.

A common cause of content marketing failure is lack of skills and knowledge. The specific problems tend to differ between in-house and outsourced marketing teams.

In-house teams often lack writing, editing, design, social media and digital marketing skills. You and your staff specialize in veterinary medicine, not marketing. Effective in-house content creation usually requires either hiring people with the necessary expertise and experience or investing in training for your current team.

Outsourcing is a popular solution that can deliver and distribute timely, well-crafted content. Unfortunately, marketing professionals are unlikely to have extensive veterinary knowledge or be familiar with the details of your practice and branding. If you outsource content, choose a provider that specializes in your field, if possible. Work closely with the marketer, answering questions and conveying as much information as possible about your practice.

Like planning, this very important part of the process tends to be overlooked. Once content is created, it needs to be optimized and presented in the best possible way at every step.

 Verify facts, proofread text for grammar and writing style, and check video for sound quality and visual flow. If the content is destined for social media or a similar platform, verify that word count, image sizes and other specifications comply with the applicable requirements and best practices.

 Targeted keywords should appear naturally in the flow of text. If they are overused or inserted where they seem out of place, readers will quickly lose interest.

 Is your content unique? If portions duplicate that of other websites, your search ranking will suffer. You might even be in violation of copyright laws.

Effective content is user-centric. Its primary purpose should be to educate, entertain or otherwise provide value. The content placement, call to action and subtle mentions of your practice accomplish the goals of marketing. If the content is overly promotional and brand-centric, it will read like an advertisement. People seeking information are unlikely to read an ad.

 The importance of visual impact cannot be overstated. People will notice images before they read the text. Choose pictures carefully and add infographics or other educational graphics to illustrate a point when possible. Break up long blocks of text with subheads and bulleted lists, because many people scan a page instead of reading every word.

Publishing your content is the simplest step in the process. However, simply “putting it out there” doesn’t guarantee an audience.

Search engine optimization (SEO) is one of the most significant factors determining the performance of website content, which entails optimizing not only the article but also the entire website. The primary components of SEO include responsive design, compliance with web standards, strong backlinks, meta information, clean coding and fast loading time.

Similarly, content published on social media will perform better if your profile is optimized with your complete business information, a good header and profile pictures, and a significant following.

The final — and most overlooked &mdash; step in distribution is promotion and crossposting. Post links to your blog posts and website articles on your social media accounts. Include social sharing links on your website and in newsletters. If you publish a lot of content directly to social media, consider embedding a stream in your website. Promote your newsletter on your website and social accounts.

If planning, creation, optimization and distribution are done well, then your content should perform well. Unfortunately, between the high number of variables and ever-changing habits of internet users, success is never guaranteed. By analyzing the performance of each marketing campaign, you can identify what topics and types of content your audience prefers and which tactics are most effective.

Google Analytics can provide a wealth of information about what is happening on your website, and most social media platforms provide some analytic information. However, those tools may not give you the granular data needed to track the performance of individual pieces of content. Work with your IT and web development teams to implement advanced tracking strategies, including codes embedded in content, call tracking to identify the source of leads and split testing, which compares per- formance of variations of the same campaign.

The next step is to go back to the first step. Take the information gathered from analytics and use it to refine your strategy. In reality, there is no final step in content marketing. It is a continual cycle that should evolve to keep up with trends, incorporate new technology and meet the needs of your audience. You will be rewarded with new clients and stronger customer loyalty to help your veterinary practice thrive.

Naren Arulrajah is president and CEO of Ekwa Marketing, a full-service internet marketing company that focuses on SEO, social media, marketing education and the online reputations of veterinarians/practice owners. If you have questions about marketing your practice online, call 855-598-3320 to speak one-on-one with Naren. 

Your Online Toolbox

Stimulating interest and action among new and prospective clients is not as simple as it might seem.

The Five Pillars of Content Marketing

It’s OK to admit that sometimes we enjoy a little drama — on screen, that is. Reality shows, soap operas, game shows and even news segments feed our need for a little excitement as we watch tension build in on-screen relationships. Where we generally do not enjoy theatrics is in our daily lives, either at home or at work. Drama means conflict, and no one enjoys conflict.

In the workplace, drama results in job dissatisfaction and decreased productivity. Unnecessary drama may lead to symptoms of fear, anxiety and stress among staff, potentially jeopardizing the safety and well-being of patients. Even though many of us say that we hate drama and want to avoid it, the truth is that we often have trouble dealing with it appropriately.

It is easy to label coworkers as “gossipers,” “space cadets” or “drama queens” in an attempt to gain a better understanding of why they act the way they do (see Labeling Drama Makers). However, the crux of the problem may actually be the labeling process itself.

For example, labeling someone on your veterinary team as a “whiner” may feel like a step in the right direction for dealing with this person, but often the situation ends with the root cause of the conflict never being resolved, thus allowing the drama to continue — only now with a label.

Let’s say the “queen bee” label is affixed to the manager at your practice. Every time the schedule is handed out, someone on the team makes a comment about how it is “par for the course” or “so-and-so always gets her way.” The label is assigned, but the drama continues. Labels do not solve the drama. Instead, they are used as a type of defense mechanism that fuels even more workplace drama.

Workplace drama stems from a dysfunction in work relationships. If team members develop a deeper understanding of “drama relationships,” they can develop confident communication to resolve the real issues at hand. Familiarity with two theories can help: the Karpman drama triangle

According to the Karpman Drama Triangle, any given drama includes three players: victim, rescuer and persecutor. These three roles interact with one other as represented in 

 has a “poor me” mentality, does not take responsibility for his or her feelings, and actually sets the stage for a drama triangle to form. Victims have a need to involve others in their conflict; they feel powerless, helpless or hopeless; and they see themselves as unable to handle situations.

The rescuer is a person who helps relieve the victim of that victimhood. This person has a “let me help you” mentality, setting out to assist but usually offering only short-term repairs that keep the victim dependent on the rescuer. Rescuers have trouble saying no, constantly try to fix other people’s problems, have a need to be the hero and are often considered control freaks.

The persecutor is a person, condition or circumstance that dominates and maintains a one-up position over the victim. Persecutors have a need to win every argument, are defensive and sarcastic, blame others, criticize harshly and justify their behavior.

It’s important to note that a person does not always operate from the same position. For example, Jane (victim) has a problem with Ned (persecutor), so she goes to Pam (rescuer).

Pam talks to Ned, who didn’t realize there was an issue. Ned becomes frustrated and turns to Bill (his rescuer) and asks him to talk to Pam — and the triangulation continues. How might you break that cycle? Have Jane talk directly to Ned, or consider inverting the triangle.

Instead of viewing the drama triangle in negative positions, turn it into a more positive relationship. In the Empowerment Dynamic (

), the victim is now the creator, the persecutor is the challenger, and the rescuer is the coach.

In this dynamic, the creator asks, “What do I want?” and thoughtfully evaluates the situation, then chooses appropriate steps toward an outcome rather than focusing on the problem. The challenger asks, “What is my intention? ” and provokes others to take action, such as learning something new or making a decision, then provides an opportunity to choose a response or take action. The coach asks, “How do I see others?” and helps develop a vision and an action plan, then provides encouragement and support.

Notice the difference? There is no more “poor me” victim but, instead, an empowered team member taking responsibility for what he or she wants; no more rescuing but, instead, coaching, supporting and encouraging; no more negative persecutor but, instead, an opportunity or challenge.

Consider this scenario: Kathy has been labeled a “whiner.” As soon as Claire posts the schedule, Kathy starts whining about it. She complains to Dr. Bob, who goes to Claire and requests fixes to the schedule. Claire then adds to the drama by deliberately giving Kathy shifts she doesn’t want. The drama cycle continues, with Kathy as the victim, Claire as the persecutor and Dr. Bob as the rescuer.

It’s time for a change. Kathy needs to think more like a creator, Dr. Bob needs to take on the role of coach, and Claire needs to step in as the challenger. How does this change look?

Dr. Bob must coach and guide both Kathy and Claire to identify what they each want to achieve, what skills or resources they require, what is and is not working for them, and what steps to take next.

Kathy needs encouragement to evaluate what she really wants and then choose appropriate steps, rather than complaining, to achieve a better outcome. Claire needs to admit to her intentions: Is she being passive-aggressive with Kathy, or does she intend to get Kathy to evaluate the situation and make a firm decision?

It is never easy to deal with drama. The process becomes even more difficult when we label a single individual and fail to identify other players involved in the conflict. Look at any drama that occurs in your veterinary practice. Is there more than one person involved? Maybe you can begin to see at least three people involved in a drama triangle. Once you identify the players, you unlock the door to finding a quick and easy solution.

Louise S. Dunn is an award-winning speaker, writer and consultant who brings over 40 years of in-the-trenches experience and business education to veterinary management. She is founder and CEO of Snowgoose Veterinary Management Consulting, which helps veterina-rians develop strategic plans that consistently produce results.

Emerald D. How do we un-label those we have labeled? Power of TED website. 

powerofted.com/un-labeling-what-you-have-labeled

. Published November 11, 2016. Accessed July 19, 2017.

karpmandramatriangle.com/pdf/thenewdramatriangles.pdf

. Published August 11, 2007. Accessed July 19, 2017.

Emerald, D. The TED triangle. Power of TED website. 

Johnson, RS. Escaping conflict and the Karpman drama triangle. BPD Family website. 

bpdfamily.com/content/karpman-drama-triangle

. Modified October 6, 2016. Accessed July 19, 2017.

Forrest, L. The three faces of victim — an overview of the drama triangle. Lynne Forrest website. 

lynneforrest.com/articles/2008/06/the-faces-of-victim

McIntyre, MG. Seven employees that drive managers crazy. Your Office Coach website. 

yourofficecoach.com/topics/lessons_in_leadership/effective_leadership/seven_employees_that_drive_managers_crazy.aspx

Ditch the conflict and develop confident communication to resolve workplace issues.

Creating a Drama-Free Workplace

Selena Maranjian, a longtime writer for the financial services company The Motley Fool, recently presented a fascinating yet simple three-question quiz

 that two-thirds of a sample group couldn’t ace. (See The Three-Question Financial Quiz.)

Before you read any further, please take the quiz and write your answers somewhere — on a piece of paper, your cellphone, your tablet, your computer or even your hand. Just write them down somewhere so there is no confusion.

Rest assured that nobody will know. It will be our little secret.

Here are some statistics reported in the article.

Only half of Americans aged 50 and older answered the first two questions correctly.

Only one-third of Americans answered all three quiz questions correctly.

Results were generally similar among the broader American population as well as people outside the country.

Eighty-one percent of Americans with a high school degree couldn’t answer all three questions correctly.

Fifty-six percent of Americans with college degrees didn’t get all three questions right.

Answers were similar among people “in relatively rich countries with well-developed financial markets, such as Germany, the Netherlands, Switzerland, Sweden, Japan, Italy, France, Australia and New Zealand.”

Performance was markedly worse in Russia and Romania.

The authors of the original study concluded that people who couldn’t answer the questions displayed “widespread financial illiteracy.” Because financial illiteracy is one of my (very few) pet peeves, I was very interested in this whole international socio-financial experiment. The questions were designed about a decade ago by Olivia Mitchell, a Wharton business school professor at the University of Pennsylvania and executive director of the Pension Research Council, and Annamaria Lusardi, a George Washington School of Business professor and academic director of the Global Financial Literacy Excellence Center.

“In a quest to learn more about wealth inequality, they’ve been asking Americans and others these questions for years, while studying how the results correlate with factors such as retirement savings. The questions are designed to shed light on whether various populations ‘have the fundamental knowledge of finance needed to function as effective economic decision makers,’” wrote Maranjian.

So, why should you care about the questions? “Because, not surprisingly, the more you know about financial matters and money management, the better you can do at saving and investing and the more comfortable your retirement will probably be,” continued Maranjian.

In case you were stumped by the questions, let me explain the correct answers.

Suppose you had $100 in a savings account and the interest rate was 2 percent per year. After 5 years, how much do you think you would have in the account if you left the money to grow?

If you make 2 percent on $100, you will have $102 at the end of year one. During year two, you will still make 2 percent, but on $102. This is called compound interest. So you will have a bit over $104. During year three, you will still make 2 percent, but on $104, so you’ll have a bit over $106. And so on. So, for sure you will have more than $102, which means that answer A is correct.

Is this statement true or false: Buying a single company’s stock usually provides a safer return than buying a stock mutual fund.

If you invest $1,000 in a single stock — say, Microsoft &mdash; your risk is high. If anything happens to Microsoft, you could lose a lot of money. However, if you invest $1,000 in a mutual fund, which contains dozens or hundreds of stocks &mdash; perhaps Microsoft, Apple, Coca-Cola and McDonald’s &mdash; your risk is lower because it’s 

spread over multiple companies. This has nothing to do with your return on investment or how much you’ll make. It has to do with diversifying, or not putting all your eggs in the same financial basket. So, answer B is correct. 

(In reality, it’s a bit more complicated than that, because there are supersafe stocks and super-risky mutual funds, but let’s keep it simple for now.)

Imagine that the interest rate on your savings account was 1 percent per year and inflation was 2 percent per year. After one year, how much would you be able to buy with the money in this account? 

Say you make 1 percent on $100 you put in your savings account. At the end of year one, you’ll have $101 in your account. That’s what savings are for: to grow your money safely. But there is a silent thief that erodes your buying power every year — it’s called inflation. If inflation is two percent per year, you will physically have $101, but in reality you can buy only $101 minus 2 percent, or roughly $99. So, answer C is correct.

The three questions in this quiz are designed to test people on three basic principles of personal finance: compound interest, diversification and inflation. In other words: How does money grow? How does diversification reduce your investing risk? How does inflation silently shrink the value of your money over time?

Based on multiple conversations, I’ve concluded that many veterinarians, technicians and managers find these topics incredibly boring. That may be, but regardless of how you feel about the questions, whether you know the answers can affect your personal savings and investments year after year after year.

Here’s the conclusion of the study: People most likely to ace the quiz are affluent. Mitchell and Lusardi attribute one-third of America’s wealth inequality to “the financial-knowledge gap separating the well-to-do and the less so.” Poor financial knowledge leads to poor financial decision making, which leads to money wasted or lost, which leads to delayed or not-so-rosy retirement.

The solution? Educate yourself. It may not be sexy, but it could change your life.

Dr. Zeltzman is a board-certified veterinary surgeon and serial entrepreneur. His traveling surgery practice takes him all over eastern Pennsylvania and western New Jersey. You can visit his website at 

Maranjian S. The simple 3-question financial quiz most Americans fail: can you pass it? The Motley Fool website. 

fool.com/investing/general/2015/03/10/the-simple-3-question-financial-quiz-most-american.aspx

. Published March 10, 2015. Accessed June 26, 2017.

Financial Literacy: Implications for Retirement Security and the Financial Marketplace.

 Cambridge, UK: Oxford University Press, 2011.

Personal Finance - Journal

The answer may depend largely on your level of financial literacy.

Will You Retire Rich or Poor?

People everywhere are striking poses with all sorts of furry friends — from cats and dogs to goats, horses and more &mdash; with surprising benefits for yogis of all species. It’s no wonder yoga with animals is gaining momentum across the country.

There is no such thing as a typical class because these unpredictable and playful creatures own the studio floor (or lawn). It can be a feat in itself to hold a pose as long as desired while a kitten or puppy paws at your ponytail and scampers under your legs. But therein lie the unique benefits. Yoga with animals is said to relieve the daily stresses of life and bring happiness to participants by boosting two of the so-called happy hormones: endorphins (from exercise) and oxytocin (from pet therapy).

Both animal shelters and yoga studios are joining the trend of cat yoga to provide relaxation for participants and promote cat adoption. Yoga with cats is more fun than serious practice as participants share their yoga mats — which seem like catnip for kittens &mdash; with their furry classmates. Humans get the feel-good benefits of bonding with cuddly cats, while the kittens enjoy stimulation, love, affection and socialization.

“You’re not just doing something healthy for yourself,” said Lisa Johns, manager of the Good Mews cat shelter in Marietta, Georgia. “You are doing a bit of good, too, for these shel- ter cats that will only get even more adoptable with the extra time and attention.” Good Mews holds its own cat yoga classes three times a month in the shelter’s cage-free adult cat room—turned–yoga studio.

Dog yoga — “doga,” for short &mdash; allows dogs and their owners to bond through meditation, gentle massage and stretching. According to those who study and practice 

doga, dogs are pack animals, making them a natural match for yoga’s emphasis on union and connection with other beings.

Owners and their pets work as a unit while performing doga. Owners help their dogs perform poses, and sometimes the dogs are used as props while their human counterparts perform their own poses.

“People always ask me, ‘Do dogs need yoga?’” said Kari Harendorf, who teaches doga in Manhattan, New York. “I say, ‘No, you need yoga. But your dog needs your attention, and bonding with your pet is good for your health.’”

Doga poses include Upward Paw, in which owners lift dogs onto their hind legs for a gentle stretch, and Chaturanga, in which dogs, supported by their owners, sit with their front paws in the air.

Doga can be relaxing for both owner and pet; helpful for injured, elderly or obese dogs; and useful for owners trying to better connect with their furry friends.

You might think that performing yoga on horseback seems like an extreme way to get a workout — and you’d be right. Even so, plenty of people are doing it.

“[Horseback yoga] is not a question of domination; it is a magical connection with an animal that’s bigger than you,” said Laura Garcia, an equestrian and yoga professional who combines the two as an instructor at La Donaira, a luxury resort in Spain.

La Donaira has more than 70 purebred Lusitano studs for yoga practice. This breed is said to be very tame and easily trained — the perfect yoga partner. To ensure the safety of all, classes are designed based on the participants’ riding and yoga experience. Students are taught to connect with the horse’s breathing, use the animal for support and stability, and hold poses such as headstands and handstands on horseback.

“Whatever level you’re at [with your yoga practice], the relation you have when you’re in silence with the horse, when you breathe together and touch the animal — it’s amazing,” said Manuel Rosell, CEO of La Donaira.

Yoga with goats caught fire in Oregon and Arizona, and now classes are popping up around the country. Lainey Morse began offering sessions on her Oregon farm after yoga instructor Heather Davis said it would be the perfect location to practice poses. Goat yoga classes take place several times per month, sometimes followed by wine tastings.

Arizona Goat Yoga was created by April Gould, who for years worked with her Nigerian dwarf goats, training them to go on her back while she performed push-ups, planks and squats. She partnered with fitness yoga instructor Sarah Williams to offer classes in a side pasture of Gould’s home.

The Wobbly Ranch, a goat sanctuary in Snohomish, Washington, offers weekly two-hour goat yoga classes. Participants go through an instructor-led class surrounded by wandering goats for one hour and can then stay for a second hour, if they wish. Goats roam freely, sometimes rubbing against the participants, lying down next to them or just eating the grass nearby.

“This brings people a lot of joy,” co-owner Amanda Leone Carner said. “It brings the goats lots of joy, too.”

Practicing yoga with, near or even on animals can be interesting, nurturing and fun, but it’s not for everyone. It can be distracting and even dangerous, considering the claws and hooves and teeth in the mix. If you give it a go, just do so carefully and with an open mind. Then, relax and enjoy!

Lifelines

Yoga is going to the dogs &mdash; and the cats and the goats and the horses and the bunnies and the llamas &mdash; with benefits for all.

Roll Out the Mats and Bring on the Animals

According to the Bureau of Labor Statistics, the veterinary profession is growing faster than the average for all professions. As the number of veterinary hospitals grows to meet the increasing demands of pet owners, the need for relief veterinarians is only expected to increase. 

Relief veterinarians fill a need for clinics that are temporarily short staffed, allowing for a practice to stay MS, CMPP open when it might otherwise need to close or cut back on appointments, which can have a significant impact on the bottom line. Being a relief veterinarian can satisfy a desire to practice medicine on a flexible schedule, which can help establish a healthy work-life balance.

Whether you are looking to hire a relief veterinarian or want to become one, you don't need to do it alone. Although you can use direct advertising, such as classified ads, numerous agencies that connect veterinarians to practices have popped up in recent years. Because the need for a relief veterinarian often arises at the last minute, employment agencies provide convenient databases of veterinarians with searchable qualifications. However, word-of-mouth is one of the most common ways veterinarians connect with practices looking for help, and once a practice has found a veterinarian who is a good fit, that person is at the top of the list whenever extra help is needed.

Here we present relief work from both a practice owner’s perspective and the perspective of a veterinarian who has been providing freelance services for years. 

You own a thriving practice, and everything is going well — until you get a call from your best associate. She has an amazing opportunity to travel to Africa to work with endangered species for three months, and she wonders if she could take a leave of absence. You don’t want to crush her dream, but she’s an integral member of your staff. How will you cover her client load, not to mention everything else she does for the practice?

A relief veterinarian is a licensed practitioner who fills in when a regular associate is absent. Think of relief veterinarians like substitute teachers. The need may be for only a day (e.g., if someone calls in sick) or for several months (e.g., maternity leave). A relief veterinarian may also be a good option if your practice sees a significant seasonal uptick in clients — for example, if the population swells as the temperature rises in a resort town or during foaling season in thoroughbred country. By not hiring a permanent associate, you avoid a substantial financial commitment in the form of payroll and benefits, and you don’t need to worry about keeping the person busy during slow periods.

The duties of relief veterinarians vary with the hiring practice, but in general they must be able to perform the same functions as the absent associate. Thus, if you have an equine practice, you don’t want to hire a relief veterinarian whose experience is with small animals only. Moreover, you’ll need not only to communicate your medical protocols but also provide insight into your clinic culture, which is the most difficult aspect to convey to someone who will work there for only a few days. For example, if the majority of your clientele expects extensive diagnostics for seemingly minor issues, inform the relief veterinarian, because this may be a challenge if he or she is used to a more frugal approach.

As a practice that hires relief veterinarians, you need to be aware of the many legal and tax ramifications involved. How the government distinguishes between independent contractors and employees is not clear-cut. For example, a veterinarian who fills in for a few weeks at your clinic and then moves on is likely contracting, but one who regularly works for you even once a week might be considered an employee. Not understanding the difference can result in the practice being liable for past income, FICA, unemployment insurance and other taxes, as well as benefits and retirement account contributions.

Practice Profile: We Hire Relief Veterinarians

Mark Helfat, DVM, owns Larchmont Animal Hospital, a state-of-the-art small animal practice in Mount Laurel, New Jersey, that provides a full line of veterinary services for dogs, cats and other small mammals; the practice also examines and treats farm animals, such as goats, sheep and cattle. Opened in 2000, the practice today consists of Dr. Helfat, a veterinarian who works two days a week, two technicians and boarding kennel staff. As a member of the American Veterinary Medical Association Board of Directors, Dr. Helfat often travels, necessitating the hire of a relief veterinarian on a regular basis. 

 spoke with him about the ins and outs of working with relief veterinarians.

I have been using relief veterinary services for about 15 years. I have found most people through word-of-mouth from other practices and currently have two people I readily call on. As a member of the South Jersey Veterinary Medical Association, I am in contact with other veterinarians in the area, and we share names of people we’ve worked with who we’ve liked. Occasionally, someone will come into the office and drop off a card. I’ve looked at the classified ads on the JAVMA website, and they are sometimes helpful, too. Even though I give about two months’ notice, it can still be difficult to fill shifts due to people’s schedules.

I have learned to take time in hiring a relief veterinarian. First and foremost, the person must be competent. But, he or she must also get along with my staff and clients. I generally go on first impressions; taking the person out to lunch is a good way to get to know him or her.

I compensate them well. I pay an hourly wage, and if they go over the allotted time — for example, staying late to address a walk-in &mdash; I pay for the extra time. I also let them use the practice and surgical suite to treat their own pets, and allow them to board their own animals in our kennel at no charge. These perks are greatly appreciated.

I hire relief help as employees, which means that I take out all payroll deductions, and they get a W-2 at the end of the year. Because I make the appointments, I feel they are more employees than independent contractors. This seems to be the safest legal way to go, at least in New Jersey.

What are the qualities of a good relief veterinarian? 

Good relief veterinarians must have the experience to work comfortably on their own, so I don’t hire someone just out of school. The person must be able to walk in the door and get along with the staff, which is not always easy, and clients need to feel they can trust the person. I listen to my staff and clients, and I will not hire someone back if I’ve received unfavorable feedback about him or her.

Do your clients accept the person? Overall, most of my clients prefer me, but I have found that some request the relief veterinarian, which I don’t see as a a bad thing. That just means I hired well.

 You’ve been working in small animal practice since you graduated from veterinary school. After working for a number of practices over the years, you now feel like taking a step back. You don’t want to give up seeing patients entirely because you enjoy it, but you’d like more time to pursue other interests, like writing the great American novel.

If you decide that becoming a relief veterinarian fits in with your career goals, you will join the ranks of the independent contractor, the self-employed, the freelance — a rapidly growing segment of the workforce. Because of the fluidity of the work, it is difficult to know precisely how many veterinary professionals are considered independent contractors, but decade-old data from the Bureau of Labor Statistics assigns the designation to be 7 percent to 8 percent of the overall employed population.

Not every good veterinarian makes a good relief veterinarian. The role requires that you not only possess the prerequisite skills but also adapt quickly to unfamiliar staff, clients, work styles and overall clinic culture. A good relief veterinarian is respectful of how the clinic normally operates and doesn’t assume to know better or undermine normal clinic routine.

A look at veterinary relief work from both the practice's and the practitioner's perspectives.

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