You can’t control the economy…

You can’t control the economy, but you can control your practice.

By: Ken DeRouchie

I have recently been interviewing doctors around the country regarding how the economy has been affecting their practice and what they have been doing to keep their practice financially viable. I have found that many of the doctors I’ve spoken to have simply shrugged their shoulders and accepted the down-turn in the economy. Many say there’s nothing they can do about the economy and, because of that, are producing less and making much less money. At the same time, most of them who feel this way have done little to nothing in terms of making any changes in the management of their practice to combat the exterior forces that are impeding the growth and solvency of their business.

This brings to mind an old saying: “If you always do what you’ve always done, you’ll always get what you’ve always gotten”. Simply put, if everything is changing around you and you don’t change and adapt with it, you will be unable to combat the external forces – very real forces – that are slowing or stopping your practice growth. It is imperative that if you want to continue growing in the economic environment that we are all experiencing, you must be able to adapt the management of your practice to the current state of your area, your local economy, the changing demographics of your area, etc. Most practice owners can grow in a booming economy. We’ve seen that during good economic times. But only those who have sound management skills, either inherently or through training, can adapt successfully to difficult times.

In August of 2007 I conducted a user poll on The Practice Solution Magazine’s web site in which 169 practice owners participated. The survey question was “The economy of the past 6 years has negatively affected my practice?”. 51% of the doctors answered :yes”.

I decided to follow this up with another user poll in November of 2007. 171 practice owners participated.

The topic of this was “When there are slow periods of the year, I …”.

46% of the doctors replied that [they] “live with it until it picks up again”

24% of the doctors replied that [they] “do extra marketing/promotion to make sure we don’t lose money”

16% of the doctors replied that [they] “schedule vacations at that time”

4% of the doctors replied that [they] “have a hard time making payroll”

11% of the doctors replied that [they] “wish there was something I could do to counter this”

You can see that only 24% of the doctors surveyed were actually doing something proactive to handle the slow periods! Obviously, you aren’t in a position to change the country’s economy, but you can , if you know how, make effective changes in your practice to combat slow periods.

Realize that the above surveys’ were conducted prior to the recent economic collapse. I therefore conducted a third survey in the last few months in which 71 practice owners took part. Since effective marketing of a practice is essential during poor economic periods, I decided to ask the question “On your new patient/client forms, when you ask the question “How did you find out about our practice”, what do you do with the answers?”

65% said [they] “Do Nothing”
1% said [they] “Enter it into a data base then nothing”
20% said [they] “Send a thank you card”
2% said [they] “Too busy to do anything with it.”
11% said [they] “Use this info for future marketing campaigns”

As you can see, only 11% were doing something useful with this vital data!

From these 3 surveys I conclude that:

  1. Many practices across the country are hurting from the effects of the economy.
  2. Most of them aren’t doing anything about it.
  3. When they are getting new patients in they don’t even bother to strengthen or further the actions that got those new patients in.
  4. The ultimate result of all of this is most practice owners that are completely the effect of the economic environment and not in control of their practice.

If this in any way sounds somewhat or a lot like what you are going through, read on. .

Things that you CAN control:

The following list includes links to articles written about specific areas in your practice that YOU DO have control over. If you are feeling a negative impact from the economy, I highly recommend that you hunker down and dig in. There’s a lot of ground to cover here but you will find this time well spent.. You do NOT just have to shrug your shoulders and “live with it”, you CAN take back control of your practice! These articles and others in this issue of Solutions can help you.

– Your appointment schedule – Cancellations/No-shows-rescheduled appointments

– Giving Great Service

– Marketing (internal and external)

– Staff efficiency

– Collections and Receivables

– Staff salaries and production bonuses

If you get in control over each of these areas in your practice you can very effectively “out create” the external forces that are negatively impacting your practice. If, however, you simply keep doing what you have always done and don’t change your operating basis, you will find yourself on a slippery slide with a crash at the end of the ride.

How to Survive Today’s Economic Time’s

by Shaw Millerman

Recently the President addressed the nation regarding the economic situation we are all experiencing in this country and around the world. It is very clear that we are now seeing the very obvious signs of a national recession, despite whatever spin may be put on it by the politicians from both sides of the aisle. We know now, because it is becoming very clear to diverse business owners everywhere, that the crisis is not just going to be limited to the finance sectors or the housing sectors. And we know that it is likely to get a lot worse before it gets any better and that it won’t be over for some time. The economic problems go deep and it could possibly be a decade before we’re able to fully recover. That’s a moderate time frame, not overly optimistic or the doomsday scenario that some would have us believe.

That’s what’s happening today.

We have worked with health care professionals for over 25 years and have gone through several periods of down economic times – some called them recessions, some called them “stagflation”, as well as a variety of other names. Whatever cute label one wants to attach to tough economic times, there is no fooling people with the fact that the economy in general, and their specific economic situation is far from ideal. And today, it is stated as being the worst economic situation since the Great Depression of the 1930′s.

What we have seen happen with stand alone health care professionals during a recessionary period such as this is that the doctor/owner “tightens up”. By this we mean that they usually get very worried, get “conservative” and reduce their promotion. They may start letting go of staff people and make do with fewer personnel. They often cut corners and consequently the quality of their service may begin to suffer. When the quality of service goes down patients become unhappy and start looking for another practice. They look for a practice that provides better service. Doctors who act in this manner will begin to lose some portion of their patient base. Thus it can make it a perfect time for doctors who don’t succumb to such thinking to capture more market share and increase their productivity.

Our clients generally thrive during recessions because they know what to do. They have learned how to manage their practice through objective means. They know how to effectively market without it costing an arm and a leg. We’ve been through three of these economic downturns/recessions and we’ve seen how our clients are able to take advantage of the situation rather than be the effect of it. In fact, as part of our surveying, we recently found out that, on average, our clients who are trained and skilled in practice management, have been increasing their productivity by 10% to 15% percent during those years the nation has been in recession. And this includes all socio-economic areas of the country. This type of growth is generally not true for the average practice owner.

Our clients thrive because they are able to prepare for down economic periods. They know how to closely monitor all of key areas of the practice and thus are in control of the practice. They know if they are understaffed or overstaffed, or if they have underutilized staff. Our clients have efficient systems that keep “busy work” off their desks. They don’t have a desk full of backlogged activities. They don’t give new projects to overloaded staff people. They make realistic plans based on objective data and don’t squabble with their spouses over finances. They hire, train, and monitor staff objectively and systematically and they have composed a business plan, marketing plan and financial plan they can refer back to and review and re-evaluate as necessary.

This is called running good control over your practice. And that doesn’t mean, as some people think, that it means not having fun at work or not having relaxed staff people or having people obsess constantly over profit instead of paying attention to people and service. It simply means that you know what is going on in your practice, that your staff know their jobs and work well as a team together and, because of that, you and your staff enjoy the work environment much more.

Objective systems are the component that allow staff people to remain calm and competent. When they know their jobs inside and out, it allows them to respond creatively to unique and unanticipated situations. It allows them to be calm and composed even when work backs up or the amount of office traffic could easily overwhelm them. Staff become accountable and self motivated because their work is measured by objective statistics. They are productive rather than just busy.

Prior to the current economic situation, we have seen a large percentage of practices and businesses supported and inflated by the bull markets. But this often was an artificial inflation, built on credit and people living outside their means. Now that credit is less available, it becomes obvious which offices have the infrastructure capable to handle the change. It isn’t enough to do the same old thing. Every income source must be maximized and must be maximized with the best interest of the patient in mind. Staff must be able to communicate the importance of delivering the highest quality of care without seeming to be solely motivated by profit.

Everyday we work with practice owners to put together plans and implement those plans. We do this so practice owners are able to grow and thrive in a sane manner, in economic uncertain times, and in a time frame that allows the creation of a stable infrastructure. Not only is this possible in these times but it is essential to your financial future.

To survive any activity, you must be trained and knowledgeable in that activity. You wouldn’t be an effective doctor if you weren’t adequately trained in your profession. The business environment is very tough right now. The fact is that your practice is a business and the better you are trained in the running of your business – i.e. practice management – the better you will be able to not only survive this economic crisis, but to actually be able to expand during these tough times.

Letter to the Editor – Sleep Medicine

Letter to the Editor
By David E Lawler, DDS, D. ABDSM
Bloomington, IN


This week, I had the pleasure of being interviewed for an article in The Practice Solution Magazine by one of your research staff. As a result of this interview, I want to encourage you to step back and look at a different topic with a broader perspective.

You are a practice management magazine whose perspective should clearly be focused on that topic. However, there are opportunities in dentistry that are rarely looked at that, especially in these troubling economic times, should be more widely discussed.

The addition of sleep medicine to my practice of dentistry has been, not only the most rewarding professional thing that I have ever done, it has been a wonderful cushion in a time of economic down-turn. If the absence of pain, bleeding or swelling, a great deal of dental services are highly discretionary and can be delayed. However, people always need air and those people with sleep-breathing disorders have their air supply greatly reduced during the night as well as their quality of life during the day and their overall health. All they need is the proper information and a therapy that they can tolerate to accept treatment.

Last week I was asked to speak to the annual meeting of the Indiana Self-Insurers Association on the management of these sleep-breathing disorders with oral appliance therapy. This was a room full of people who are intimately aware of the cost of medical care. They were wide-eyed as I showed statistics showing the dramatic drop in medical costs associated with the proper management of these disorders. In addition, there were quite a few present that now know that the annoying sound coming from their bed partners as they sleep is the sound of these people fighting for their next breath.

Similarly, yesterday I spoke to a state-wide respiratory therapy conference at our local hospital on sleep-related breathing disorders like snoring, upper airway resistance syndrome and sleep apnea and their management with oral appliances. At the break following my discussion, I was surrounded by attendees at this conference who wanted to tell me that they now recognized in themselves or their spouses, the conditions that I had just talked about. These are people who are intimately and professionally familiar with the process of breathing but who were unaware of the many forms these disorders take that allow them to remain unrecognized. Similarly, there was a sizable number who knew they or a family member had a problem but were unaware that there was an alternative, patient friendly, therapy as a substitute to the traditional CPAP therapy that they could not tolerate.

These sleep-related breathing disorders are epidemic in our society, with as many as one in five adults having a sleep breathing problem significant enough to affect their health. Since these occur only during sleep, the vast percentage of people suffering from these disorders have no clue that they are affected. Occasionally a bed-partner will say something, but usually that is only to complain about the noise disturbing their own sleep. Even those people seeking regular medical care usually are undiagnosed, since only a very small number of physicians question their patients about sleep quality. Those people who are fortunate to get a diagnosis are routinely prescribed a therapy that as many as 50% refuse or fail within the first six months of use. Those who remain undiagnosed, or who are diagnosed and yet unmanaged because they cannot tolerate their prescribed therapy, go on to live shortened lives of diminished quality with medical expenses easily doubling those who are diagnosed and able to tolerate therapy.

Oral appliance therapy can offer life saving treatment to untold thousands of people if they only knew about it. Dentists would gladly add this therapy to their existing practice model if they knew how easy it was for them to recognize these problems in their existing patient base.

Sleep medicine is a very young field of medicine. Because of that, physicians are only now starting to connect the dots between these disorders and many of the problems that they commonly treat. What is necessary is more public recognition of these disorders and this is where I believe strongly you can play a role.

I was very impressed by the amount of time and the intensity in which researcher focused on his interview this week. I am fully convinced that he is more than qualified to develop this topic in order to give it the attention your readers deserve.

Thanks, in advance, for your consideration.

David E. Lawler DDS, D. ABDSM
Diplomate American Board of Dental Sleep Medicine
The Center for Sound Sleep
2909 Buick Cadillac Blvd.
Bloomington, IN 47401
812-339-6013 fax
Better health through restful sleep

The Times they are a Changing.

As an employer and a manager, I long ago learned the value of keeping up to date on the ever -changing rules of doing business in my home state.

Recently, I was presented with a concern of an employee that wanted to take maternity leave from work as afforded to her by the Federal Medical Leave Act. Having some familiarity with the act, I was about to point out to her that the FMLA only applied to those companies with 50 employees or more. As our company employs only 40 employees in a private firm, I told her that I would of course look into her request and get back to her the next day. I am very glad I did.

The Federal Medical Leave Act does indeed apply to employers with 50 or more employees. (For further information on the FMLA CLICK HERE.) Had I just left the matter at that, I would have made a grave error and would have created an unfortunate problem for my company and our employee. What I discovered was that my state also has a medical leave act called the Oregon Medical Leave Act. If I had not taken the time to really look into the issue and not just work from one source I would have made a costly mistake.

In a past issue of “Hot Tips!” I mentioned the importance of visiting your state website and encouraged our readers to really take the time to stay up to date on the issues relevant to managing employees. Since we are a management resource for the health care filed, I felt it important to take this a step further for anyone reading this. I therefore did some further research and can now give you the exact website that you can go to find your states labor department. From reading through the site you can find the relevant laws and rules that will apply to a variety of employee situations and decisions you often make, similar to the example I gave above.

Below you will find, listed by state all of the sites in one easy to use location.


I hope you find your state’s web site just as valuable and informative as I have in Oregon. As always, if you have a specific concern with a legal problem, or if you have a specific legal question, always consult a licensed and board certified attorney in your state.

Ken DeRouchie
Managing Editor
The Practice Solution Magazine
Published by Silkin

For more information about how to better manage your practice and how to attain the goals you first set when starting out in practice, contact Silkin Management Group at 1-800-695-0257 or e-mail us at You can also ask us about obtaining a free practice analysis.

Click on this link to see a video presentation about Silkin Management Group’s services.

The Problem with Policy

My employee was late 3 times in the last 2 weeks. Per our office policy, I am supposed to suspend her for one day with out pay. We are really busy this week and I really need her to work. What should I do?

The problem that you have here is not uncommon. Unless you enforce the office policy, you will render the policy null and void by setting a precedent. Written policy not consistently enforced is not office policy. Office policy adherence is determined by continued enforcement by management.

Why you should have policy: Policy is the guiding principle behind the operation of any organization. Policy sets the ground rules and develops group agreement of how things “should be”. In order for any office to function most effectively as a team, agreements must be known and adhered to for smooth, efficient coordination and cooperation. As long as people know what the rules of the activity are, and those guidelines are clearly presented as being in the best interest of the activity, the policies will normally be followed. Any conflict can usually be resolved by reference to existing policy within the organization that covers such situations.

By not enforcing the policy, you send a signal to the group that policy is only enforced some of the time. It can open you up to discrimination claims by disgruntled employees who feel you follow policy for some people, but not others. You may also find your self in a situation of not being able to enforce this same policy at a later date.

You need to have office policy. But, if you have policy and don’t enforce it, or only sporadically enforce it, it can be more troublesome than not having any policy at all as it can open you up to legal claims.

The lesson is to have good, understandable, workable office policies and see that they are followed consistently.

Ken DeRouchie
Managing Editor

The Practice Solution Magazine 

Note: This article is not intended as legal advice nor should any statement made in this article be construed as legal advice. If you have any questions about the labor laws and rules of your state, contact your state labor board or labor attorney.

For an example office policy, or for more information about how to better manage your practice and how to attain the goals you first set when starting out in practice, contact Silkin at 1-800-726-1810 or e-mail us at You can also ask us about obtaining a free practice analysis.

Click on this link to see a video presentation about Silkin’s services.


Employee dishonesty can take many forms. No one seems to be exempt, and tough economic times only make matters worse. Although embezzlement can happen at all levels, we have encountered a number of situations in small to medium sized companies where employees were trusted and often thought of as family. When embezzlement is discovered, there is not only the reality of economic loss, but a real feeling of betrayal. After discovery, your options may be limited. The key is to establish and diligently adhere to a system of checks and balances, to minimize opportunities.

Establish Procedures

The first step is to meet with your certified public accountant, or attorney, to establish the correct procedure for your business. This alone can be difficult, because in many instances your loved and trusted bookkeeper will feel like he or she isn’t trusted. Although the feeling is understandable, you can explain that it is something that must be done because (a) it is the correct business practice; and (b) it will confirm the great job your bookkeeper is currently doing. Furthermore, should your bookkeeper become ill or otherwise unable to perform his or her duties, the procedures will already be in place for the replacement. Don’t get talked out of this step, or you could be talking to us, or someone like us, under more strenuous circumstances.

Follow Your Procedures

Establishing procedures won’t help you unless you are willing to follow the established guidelines. It takes a little effort, but nothing equivalent to the forensic work associated with discovering and determining the amount of embezzlement. Where there is embezzlement, seldom is it limited to one method of stealing. Don’t stop looking after you’ve discovered one source of theft. It is like peeling an onion. In one of our cases, the CPA said he was aware of fifty ways to embezzle money, and forty-eight had been employed.


How you react when you discover your loss may have a significant impact on the extent of your recovery. Your emotions will run from anger, to embarrassment, how will you recover your loss. Although our advice is sought with regards to each of the above, our primary focus is usually on how to recover your money.
Acting fast is a proven key. As the victim you have a great deal of leverage. The fear of prosecution is a great motivator. Your initial reaction is to call the police and “throw away the key.” While this knee jerk reaction is understandable, it is seldom a motivation for repayment. Although criminal prosecutions can result in “civil compromises,” these are frequently less rewarding than can otherwise be accomplished.
Strike fast and tie up assets. Locate property and collect what you can. If there is a spouse or significant other, don’t overlook their involvement. If significant amounts were stolen, there is a good likelihood they were  suspicious of what was going on.

Call your insurance carrier. If you don’t have employee dishonesty coverage, get it. Make sure your limits are reasonable. You would be amazed at how much can go missing. We have been involved in cases for small to medium companies where the amounts exceeded $1,000,000.

The banks and credit card companies may be a source of recovery. Under the right circumstances, there can be liability for forgery, negligence and credit card fraud. Third party sources of recovery should not be overlooked, as the embezzlers may not have been a good steward of your money. Insurance claims and claims against banks and credit card companies normally require you to prosecute, but by the time you get to this stage, you normally have little to lose.

If you do not have a procedure of checks and balances, contact your professional today.

Written by:
Bitts & Hahs, Attorneys at Law
4949 SW Meadows Rd., Suite 260
Lake Oswego, OR 97035

From the Editor

For starters, we wish to thank everyone reading our on-line magazine for the massive amount of help you provided in our continual surveying of practice owners. Our survey team was very busy last quarter calling all over the U.S. and Canada. The survey results were very interesting and helped us design the format for this issue of The Practice Solution Magazine.

Given the nature of today’s financial climate, it is not surprising that our survey team found that there is a great deal of attention on the ability of the practice to attract new patients and clients. Our surveys showed that 60% of the professionals we talked to do little or nothing to effectively market for new patients/clients. Therefore we have included in this issue several articles on marketing, with emphasis on internal marketing (rather than fancy and/or expensive advertising) and more specifically, doing effective marketing surveys to find out what your public needs and wants. Knowing the basics of marketing will help attract more new patients – something vital in these economic times.

We have also included a number of articles presenting viewpoints that we think are important for professionals to have during the economic slump we are all experiencing.

As always, we scoured the Internet newswires for profession specific articles that we thought might be of interest and use to our readers.

In the spirit of offering solutions to the everyday business of running a practice, I offer you the next issue of The Practice Solution Magazine.

Cory D. Radosevich
Managing Editor
The Practice Solution Magazine

Veterinary Medicine Contributes to New England Economy

Veterinary Medicine Contributes $3.3 Billion to New England Economy

Newswise – Veterinary medicine contributes $3.3 billion to the economies of New England-and the region faces a shortage of as many as 658 veterinarians by 2014, according to a study released today by the Cummings School of Veterinary Medicine at Tufts University.

The study-undertaken by the UMass Donahue Institute and commissioned by the Cummings School, the only veterinary school in the six-state New England Region-reveals that veterinarians and associated staff comprise over 20,000 jobs in the area. Moreover, for every 100 veterinary medical jobs in the region, an additional 59 jobs are created in related industries, the study indicates.

Clinical practice-providing medical services for household pets, farm and food animals, and exotic animals-represents the largest percentage ($1.1 billion, or 65 percent) of direct veterinary expenditures in New England, which total $1.72 billion. Scientific research and development-which require animal health and husbandry services to test new drugs and devices and better understand animal and human health-comprises the next-largest category, with a total of 23 percent of veterinary medicine spending and 14 percent of the industry’s total employment. Laboratory animal veterinarians are responsible for the welfare of as many as 2 million laboratory animals in New England.

The study also highlights a growing critical need for veterinarians in the region. According to Bureau of Labor Statistics (BLS) data, the study found that the region will have 1,036 vacancies for veterinarians by 2014, both through new job creation and retirement of an aging workforce. With an average of 60 percent of Cummings School graduates remaining in New England, trends suggest that 378 of the school’s graduates will enter the region’s workforce, leaving unfilled 658 new vacancies for veterinarians.

What’s more, the study suggests that the region faces a flood of retirements among food animal veterinarians. Over a quarter of the region’s more than 100 specialized food animal veterinarians will reach retirement age by 2014. With current levels of food animal graduates, the Cummings School will be positioned to replace only half of these vacancies. Overall, 43 percent of New England veterinarians are over age 50; by contrast, 56 percent of livestock veterinarians are over age 50. Until 2014, the study suggests, food animal veterinarians will retire at nearly twice the rate of their companion animal colleagues. With the critical role that food animal veterinarians play in protecting the nation’s food supply, this shortage is especially alarming.

“This study confirms the importance and economic impact of veterinary medicine in Massachusetts and New England,” said Deborah T. Kochevar, DVM, PhD, dean of the Cummings School of Veterinary Medicine at Tufts University. “Cummings School is proud to serve the citizens of this region by educating veterinary professionals, advancing biomedical research, and serving as a clinical and public health resource for animals and their owners.”

The study was supported by the Veterinary Medical Associations of Massachusetts, Connecticut, Maine, New Hampshire, Rhode Island and Vermont, the New England Veterinary Medical Association and InTown Veterinary Group. Hill’s Pet Nutrition, Inc., was the study’s lead industry sponsor.

“In order to best understand the health of the animals in New England, we need to understand the industry that cares for them,” said Dr. Christine Jenkins, Director of Academic Affairs at Hill’s Pet Nutrition, the study’s lead industry sponsor. “This study does just that-and we hope it sheds light on the growing need for veterinarians in the workforce to ensure the care and safety of animals in the region.”

The study also revealed interesting findings in each state of New England. Among them:

  • Massachusetts has New England’s biggest veterinary scientific research and development sector, with more than 5 percent of the state’s veterinarians specializing in this area. The state is the fifth-largest in the nation for research animals registered under the Animal Welfare Act and veterinarians support the work of a vital life sciences industry in the state. With 8,000 employees statewide and a total economic impact of $1.3 billion in 2006, veterinary medicine is an essential part of the state economy.
  • In Connecticut, $83 is pumped back into the state’s economy for every $100 spent by the veterinary industry, a multiplier of 1.83. For every 100 jobs in the industry, another 55 jobs in Connecticut are supported. Connecticut boasts a total veterinary economic impact of nearly $1 billion in 2006, the second largest in the region.
  • Maine has the nation’s sixth-highest rate of pet ownership, with 70 percent of households (376,000 homes) owning one or more pets. The veterinary industry represents an economic impact of more than $290 million in the state.
  • New Hampshire residents spend the second-most in the region on veterinary clinical services per capita, at $94. The state also ranks second in median wages for veterinarians, at $78,180. Every $100 of veterinary industry spending in the state supports another $74 of economic activity in the state.
  • In Rhode Island, veterinary medicine employs an estimated 1,110 people, including 189 veterinarians. The industry invests an estimated $81 million on payroll, operating expenses and capital projects, including over $69 million in veterinary clinical practice, $5 million in scientific R&D and $6 million in academia.
  • Vermont has both the highest rate of pet ownership in the region and the nation-74.5 percent-and the region’s highest per capita spending on veterinary clinical services ($97). Additionally, the state boasts the region’s highest rate of veterinary practice ownership (52 percent of clinical practice veterinarians are self-employed).

Several leaders from the biomedical industry in Massachusetts spoke out in support of the study’s findings. “In order for the biomedical and medical device fields to continue to thrive in Massachusetts, we must maintain a very high standard for ethics and care in our research divisions,” said Kevin O’Sullivan, President and CEO of Massachusetts Biomedical Initiatives. “As such, veterinarians are our greatest resource, and provide a crucial element for the growth of the biotech sector.”

“The economy of Massachusetts is intrinsically linked with the growth of the biotechnical, pharmaceutical, and medical device sectors-and without a ready supply of veterinarians to oversee the clinical trials for these industries, the growth would be stifled,” continued Thomas J. Sommer, President of MassMEDIC. “The Commonwealth has a great resource in the Cummings School of Veterinary Medicine-not just as a excellent training ground for the next generation of veterinarians, but also as an economic incubator for small biomedical start-ups. This study brings the contributions of the Cummings School and of veterinarians in general to light.”

“The Cummings School of Veterinary Medicine is an essential resource for the Massachusetts life sciences super cluster,” said Robert Coughlin, President of the Massachusetts Biotechnology Council. “The close proximity of this global leader in veterinary medicine is another reason why so many companies and institutions find Massachusetts the best place in the world to do business.”

About the Cummings School of Veterinary Medicine

Founded in 1978 in North Grafton, Mass., the Cummings School of Veterinary Medicine at Tufts University is internationally esteemed for academic programs that impact society and the practice of veterinary medicine; three hospitals that treat more than 28,000 animals each year; and groundbreaking research that benefits animal, public, and environmental health. The school has secured more than $23 million in NIH funding to build a level-3 Regional Biosafety Laboratory for work with infectious disease organisms, the anchor tenant of a life sciences industrial development known as Grafton Science Park.

© 2008 Newswise. All Rights Reserved.

NC State Offers Canine Bone Marrow Transplants

Newswise – Dogs suffering from lymphoma will be able to receive the same type of medical treatment as their human counterparts, as North Carolina State University becomes the first university in the nation to offer canine bone marrow transplants in a clinical setting.

Dr. Steven Suter, assistant professor of oncology in NC State’s College of Veterinary Medicine, received three leukophoresis machines donated by the Mayo Clinic in Rochester, Minn. Leukophoresis machines are designed to harvest healthy stem cells from cancer patients. The machines are used in conjunction with drug therapy to harvest stem cells that have left the patient’s bone marrow and entered the bloodstream. The harvested cancer-free cells are then reintroduced into the patient after total body radiation is used to kill residual cancer cells left in the body. This treatment is called peripheral blood stem cell transplantation.

The machines, once used for human patients, are suitable for canine use without modification, as bone marrow therapy protocols for people were originally developed using dogs.

“It’s not a new technology, it’s just a new application of an existing technology,” Suter says. “Doctors have been treating human patients with bone marrow transplantation for many years, and there have been canine patient transplants performed in a research setting for about 20 years, but it’s never been feasible as a standard therapy until now.”

Canine lymphoma is one of the most common types of cancer in dogs, but the survival rate with current treatments is extremely low. Peripheral blood stem cell transplantation, in conjunction with chemotherapy, has raised human survival rates considerably, and it is hoped that dogs will see the same benefits.

“We know that dogs who have received bone marrow transplants have a cure rate of at least 30 percent versus about 0 to 2 percent for dogs who don’t receive the transplants,” Suter adds. “The process itself is painless for dogs – the only thing they lose is a bit of body heat while the cells are being harvested.”

Contact Information

Tracey Peake, News Services, (919) 515-6142 or

© 2008 Newswise. All Rights Reserved.

Veterinary Researcher Studying Brain Tumors

Veterinary Researcher Studying Brain Tumors in People, Animals

Newswise – A veterinary neurologist on faculty in the Virginia-Maryland Regional College of Veterinary Medicine at Virginia Tech has been awarded funding from the Wake Forest University Translational Science Institute to study innovative approaches for treating brain tumors in dogs, cats, and humans.

Dr. John Rossmeisl, an assistant professor in the Department of Small Animal Clinical Sciences (DSACS), is working with Wake Forest University Medical Center researchers to develop better therapeutic approaches for managing very serious forms of brain tumors called gliomas.

Rossmeisl will work closely with a cluster of scientists and physicians at Wake Forest University and with VMRCVM veterinary pathologist Dr. John Robertson, director of the college’s Center for Comparative Oncology, on the project. The veterinary college is a participating institution on a major translational research initiative at Wake Forest University funded by the National Institutes of Health (NIH).

“Gliomas are an aggressive and deadly form of brain cancer that affects dogs and people,” said Rossmeisl, who is board certified in veterinary neurology by the American College of Veterinary Internal Medicine. “Because there are so many similarities between clinical signs and pathobiology, the dog has emerged as an excellent model for studying gliomas in humans.”

Every year about 120,000 new cases of primary and secondary brain cancer are diagnosed, according to the National Cancer Institute. Much less is known about the incidence of brain tumors in domestic animals, according to Rossmeisl. Clinical signs associated with brain tumors in both people and animals can include seizures, abnormal behaviors, weakness of the limbs, loss of balance, blindness and other problems.

Gliomas arise from glial cells, according to Rossmeisl, which play numerous supporting roles for neurons, brain cells that control thought, sensations and motion. Glial cells outnumber neurons by a factor of about ten to one in the brain, and they play an essential role in creating the architecture and structure of the brain and supporting its functions.

There are several different specific types of glial cells, but two that interest Rossmeisl and colleagues most are called astrocytes and oligodendrocytes. Oncogenic abnormalities associated with each of these can lead to cancers called astrocytomas and oligodendrocytomas, according to Rossmeisl.

The most common approaches for managing these tumors involve surgical excision, radiation therapy and chemotherapy. But conventional radiation and chemotherapy affect normal cells in addition to the cancerous cells they target, so perfecting approaches that exclusively target the molecular abnormalities present in each individual’s cancer cells and spare healthy cells is a major thrust in modern oncology.

To develop more precisely targeted systems for administering therapeutic agents to cancer cells, Rossmeisl and his colleagues are attempting to further establish the molecular similarity of human and canine gliomas.
Scientists know that when astrocytomas spontaneously arise in people, they over-express three proteins: interleukin 13 receptor alpha2 (IL-13R), which is a cancer testis tumor like agent; EphA2, a tyrosine kinase receptor; and fos-related antigen 1, an AP-1 transcription factor.

Rossmeisl and colleagues working in the college’s Center for Comparative Oncology have opened a clinical trial and are currently enrolling animals from around the region that have been positively diagnosed with a brain mass consistent with the appearance of a glioma on magnetic resonance imaging (MRI).

The researchers will be studying tissue samples from affected animals in search of these proteins that are not otherwise present in normal brain tissues. Identifying these proteins could further document the dog’s suitability as a model for studying pre-clinical human disease, according to Rossmeisl, and ultimately lead to the development of more precisely targeted methods for managing these tumors.

Another portion of the work is focused on the development of powerful new cancer treatments. Through a process known as convection enhanced delivery (CED), the researchers are removing the diseased tissues and testing the application of a proprietary experimental compound. This agent is used to “bathe” the margins of the area in which the tumor was removed and it has been designed in a way that it will only bind with receptors in tumor cells expressing abnormal proteins.

“Their potential value is tremendous to humans and dogs with cancer,” said Rossmeisl. These treatments may represent a significant advancement in prolonging survival in dogs and people with these highly aggressive cancers.”

The researchers will also be looking at improved processes for performing radiation therapy on brain tumors in dogs.

“Currently, the standard of care in veterinary radiotherapy is fractional radiotherapy delivered with a linear accelerator,” explained Rossmeisl. This form of radiation therapy is typically delivered with frequent administration of relatively small doses of radiation multiple days per week over several weeks. Though it can be fairly precisely targeted, it can affect tissues unrelated to the tumor.

The grant will enable the researchers to perfect protocols for treating canine patients with stereotactic radiosurgery – more commonly known as the “gamma knife.” The gamma knife uses a specialized head-frame to target an exactingly focused beam of killing radiation with pin-point accuracy on the tumor itself. As opposed to a traditional course of radiotherapy that can take weeks, the gamma knife can accomplish the task in one session lasting a few hours.

For more information regarding the Comparative Canine Glioma Trial (CCGT) study, view the CCGT General Information Form, or contact Luann-Mack Drinkard (clinical research technician) at or by phone at (540) 231-4621, or the study co-director, Dr. John Rossmeisl at

The Virginia-Maryland Regional College of Veterinary Medicine (VMRCVM) is a two-state, three-campus professional school operated by the land-grant universities of Virginia Tech in Blacksburg and the University of Maryland at College Park. Its flagship facilities, based at Virginia Tech, include the Veterinary Teaching Hospital, which treats more than 40,000 animals annually. Other campuses include the Marion duPont Scott Equine Medical Center in Leesburg, Va., and the Avrum Gudelsky Veterinary Center at College Park, home of the Center for Government and Corporate Veterinary Medicine. The VMRCVM annually enrolls approximately 500 Doctor of Veterinary Medicine and graduate students, is a leading biomedical and clinical research center, and provides professional continuing education services for veterinarians practicing throughout the two states. Virginia Tech, the most comprehensive university in Virginia, is dedicated to quality, innovation, and results to the commonwealth, the nation, and the world.

Contact Information
Jeffrey Douglas (540) 231-7911

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