Value our RVTs

I distinctly remember the year that I was on call for our city hospitals during an Easter weekend. I was prepared for gastroenteritis, toxicities and the usual assortment of holiday cases. Surprisingly, the prize for most frequent case type went to blocked cats that weekend. It was hour 14 of a very long Sunday. I had just finished catheterizing my 5th cat of the weekend, as a 6th one came through the front doors. Exhausted, slightly hungry and smelling somewhat like a litter box, I sat down and opened the patient file. At that moment I heard the registered veterinary technician (RVT) bring the distraught client into the exam room and begin the appointment. By the time I entered the exam room, the owner was calm and even had a small smile on her face.

Upon reflection, I know that it was the expertise, compassion and dedication of the technicians that got not only myself, but our clients through that weekend and many others. CVMA past-president, Terri Chotowetz, wrote a President’s Message last year calling technicians unsung heroes, and I wholeheartedly agree. I’m no longer in general practice and have moved to industry, but as I travel throughout Canada visiting hospitals, the positive influence that technicians have is even more clear. Most veterinarians acknowledge that registered veterinary technicians are an essential member of the hospital team, yet we may not truly understand the significant contribution they make to our daily lives.

This year, the Ontario Association of Veterinary Technicians (OAVT) commissioned a study exploring the value that registered veterinary technicians bring to Ontario companion animal practices (1). This was the first study of its kind in Canada; 163 managing employees and practice owners spanning all geographic regions in Ontario participated, and the result was a significant economic pattern. For instance, for each additional RVT per veterinarian, gross revenues increased by over $78 000 per veterinarian. Of course, there would be a threshold reached where the ratio of RVTs to veterinarians would not make financial sense, but this statistic is powerful, nonetheless. Another interesting finding is that the more RVTs are paid per hour, the higher the clinic gross annual revenue per veterinarian. Clinics that paid an RVT greater than $21 per hour earned $122 342 more gross revenue per veterinarian per year (this statistic was calculated after controlling for the effect that geographic location has on practice revenue).

The OAVT study highlights substantial economic benefits to fully utilizing an RVT. Another benefit is that popular buzz term, work-life balance. By delegating tasks that are not related to a veterinarian’s primary role, the veterinarian can focus on using his/her medical and surgical skills. Almost 25% of clinics in the OAVT study reported that their veterinarians often or always perform RVT duties. Delegate appropriately and the result is more free time spent on other endeavors that bring you joy, instead of spending extra time outside of regular work hours writing files and calling clients back at the end of the day.

There was one other finding in the OAVT study that didn’t surprise me: 80% of respondents found it difficult to hire RVTs. In conversations with veterinarians across the country, the frustration of a workforce shortage has been voiced time and time again. I wonder if the hospitals at which veterinarians are performing RVT tasks are doing this because they want to, or because there is no other alternative? There is no cookie-cutter solution to the workforce shortage, nor for retention of a great RVT. Location is always one of the biggest restrictions. A hospital location may be more rural than an RVT wants, or the cost of living may be too expensive for them to accept employment in a city hospital. Location is simply one variable that is out of our control. Competitive wages is a factor that can be controlled, and does make a big difference as the OAVT report illustrated. Also consider an individual development plan that would include more challenging responsibilities and opportunities for education.

For those who are fortunate to have a great RVT team, don’t take it for granted. Continue to empower them. Ask them how they want to contribute to the success of the practice, and how you can help them do it. Their ideas may be disruptive to the norms established, and this can be positive. We’re creatures of habit and tend to avoid change, but this movement outside the comfort zone can contribute greatly to the economic success of your hospital, and to the job satisfaction of your team.