How should I allocate my time while building a new hospital?

By Sarah Nichols, contributing writer, and Sarah A. Chadwick, assistant editor

Q. I plan to build a new hospital, but I worry about devoting adequate time to the project without neglecting my practice. Does a building project affect revenue, and how can I best handle this time commitment?

A. Before construction begins, spend a year planning the facility, says Dr. Robin Downing, co-owner of Windsor Veterinary Clinic P.C. in Windsor, Colo., winner of a 1995 Practice of Excellence Award, co-sponsored by Pfizer Animal Health and Veterinary Economics. A thorough plan lets the architect and building contractor focus on the construction details. As you plan, read about Veterinary Economics' Hospital Design Competition winners and design trends. "Visit other hospitals and list features you like and dislike," Dr. Downing suggests.

Time commitments during the construction phase depend on how much information you initially give your architect, says Dan Chapel, AIA, NCARB, owner of Chapel Associates Architects Inc. in Little Rock, Ark., and a Veterinary Economics Editorial Advisory Board member.

"Define what you want the building project to resolve," says Chapel. "Tell your architect the number of features (exam rooms, runs, cages, etc.) you want, and establish which services you'll provide before you begin drawing."

Dr. Downing also suggests involving staff members and clients in planning. "Show them what you're designing," she advises. "Discuss why you're changing the facility. Clients will accept temporary inconveniences if they know when the change will happen. Update employees weekly."

Construction site visits don't require much of the veterinarian's time, Chapel says. Architects or engineers trained in veterinary hospital construction methods should monitor the site and keep you informed. Limit yourself to weekly visits and an occasional on-site conference to address last-minute changes. Explain your time constraints to the architect early, Chapel advises. Set a schedule and budget that works for everyone.

With proper planning, the project shouldn't affect revenue. Dr. Downing kept her practice running during a three-year remodeling project. Practice revenue grew 15 percent to 18 percent during the project. Research financing options, and start saving early to minimize financial constraints.

August 1999 Veterinary Economics