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 newhospital, but I worry about devoting adequate time to the projectwithout neglecting my practice. Does a building project affect revenue,and how can I best handle this time commitment?

A. Beforeconstruction begins, spend a year planning the facility, says Dr. RobinDowning, co-owner of Windsor Veterinary Clinic P.C. in Windsor, Colo.,winner of a 1995 Practice of Excellence Award, co-sponsored by PfizerAnimal Health and Veterinary Economics. A thorough plan lets thearchitect and building contractor focus on the construction details. Asyou plan, read about Veterinary Economics' Hospital DesignCompetition winners and design trends. "Visit other hospitals and listfeatures you like and dislike," Dr. Downing suggests.

Timecommitments during the construction phase depend on how much informationyou initially give your architect, says Dan Chapel, AIA, NCARB, owner ofChapel Associates Architects Inc. in Little Rock, Ark., and aVeterinary Economics Editorial Advisory Board member.

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

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

Construction sitevisits don't require much of the veterinarian's time, Chapel says.Architects or engineers trained in veterinary hospital constructionmethods should monitor the site and keep you informed. Limit yourself toweekly visits and an occasional on-site conference to addresslast-minute changes. Explain your time constraints to the architectearly, Chapel advises. Set a schedule and budget that works foreveryone.

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

August 1999 VeterinaryEconomics