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Revised 9.2022 PeerDevelopment PartnerProgram Providingconsistenton-boarding toallnewGPHospitalManagers

Table

ofContents Congratulations and Welcome 1 The 5 “W’s” of the Peer Development Program..............................................1 2 One more “W” Who you partner with: Fellow New Hospital Managers 2 And an “H” How do you connect with your mentee? 3 Program Overview.............................................................................................3 New Acquisitions: New Acquisition Hospital Managers ................................................................ 11 Transition Group's Coverage............................................................................ 12 New Acquisition Nuances 13-16 Training Modules: Training Module Overview New Acquisitions 17 Module 1: Basic Onboarding + Checklist .....................................................18-19 Defining Hospital Leadership Roles. 23-24 Performance Reviews & Raises. 24 25 Termination / Separation .............................................................................25 Pre-Employ .............................................................................................25-26 Recruiting and Job Descriptions...............................................................26-27 DVM Employment Agreements/Contacts 27 IT Helpdesk & Conversion.............................................................................28 Common NVA Acronyms ..............................................................................29 Module 2: Progressive Skills + Checklist ......................................................20-21 Module 3: Life Skills + Checklist .......................................................................22 Existing Location HM Onboarding: Overview 4 Existing Location New HM Checklist. . 5-10 Training Concepts and Tools: Training Concepts 30-31 Active Listening Tips ........................................................................................31 Learning Styles 31 Adult Learners 32 Reporting in QuickBase, Stipend and Travel Policy: PDP Visit Report in QuickBase how-to 33-34 Coding and Stipend..........................................................................................35 Exhibit A: Travel & Entertainment Policy 36-41 Additional Resources and Information ..............................................................23 Bonus/Site Recognition Plan .................................................................... ..... 28

CongratulationsandWelcome!

Congratulations for being nominated by your Divisional Leadership Team (DLT) to provide additional support to new Hospital Managers (HMs) as a Peer Development Partner (PDP). You are considered a subject matter expert in running your hospital and are being entrusted to share your expertise and skills with new NVA HMs. In doing so you become an invaluable informational resource for the new HM (and NVA) as well as a long-term peer support person. The Transition Group (TG) welcomes you to the program and are excited for the opportunity to work with you in this role!

The5“Ws”ofthePeerDevelopmentPartnerProgram

WhoareNVAPeerDevelopmentPartners?

PDPs at NVA are a group of HM who excel in their role and have expressed the desire to grow. In other words, this means you! As a PDP, you will be given the opportunity to share your expertise beyond the walls of your individual hospital as a mentor

Being a PDP with NVA carries a high level of responsibility in “being the face of NVA”. You, as a PDP, should have high engagement and performance, a desire to serve and train others, and the ability to motivate new HMs to be top performers. You will help to bridge a gap in our organization and strengthen the development of HMs joining NVA as new hires at existing sites or through acquisition. As a PDP, you will positively impact hospital leaders, their entire hospital teams, and NVA as a whole.

WhatdoPeerDevelopmentPartnersdo,what’sinitforme?

The goal of the PDP is to provide new NVA HMs with more opportunity and exposure to NVA; to share best practices; provide support and training; and leverage the new manager’s knowledge, skills, and abilities to set them up for success. In turn, the PDP program is a learning experience platform; a steppingstone to elevate your professional strengths and prepare you for possible career path growth within NVA As a PDP you will receive initial training, ongoing support/training, and professional development opportunities.

Wheredothingshappen?

You will be tasked with visiting new HMs at their locations a few times for a few days each time. Travel will be involved, and you will spend time location with the HM shadowing, listening, learning, training, and mentoring. You may also be asked to have regular calls or Zoom meetings with your partner to share best practices and assist with training. Stipend pay is part of the program.

Whendoesthisprogramtakeplace?

Frequency of support visits can vary depending on a variety of scenarios, but the desire is to have PDPs support 1 3 new managers/locations per year. The expectation is roughly 2 3 visits per new manager with each visit lasting 2 3 days onsite. Follow up emails and calls as additional peer support will also occur.

WhydowehavePDPs?

Since 2015, NVA has had a mentorship program for HMs. The original program, The Ambassadors of NVA, underwent a refresh and rebranding to become the Peer Development Partner (PDP) Program supported by the Transition Group in early 2019. NVA has always felt strongly about providing peer support to new HMs so they feel welcomed and supported through mentorship, training, and by having a seasoned HM to guide them as they join the NVA family. As shown through many studies and surveys, mentors and professional development opportunities are very important components employees and leaders value at their place of employment.

Being an NVA Peer Development Partner is a wonderful opportunity for a successful hospital manager like you to support others new to the NVA family!

Onemore“W”

Whoyoupartnerwith:FellowHospitalManagers

As a PDP you will be working with other HMs that will be new to either their hospital (existing location), new to NVA (new acquisition), or possibly both. When supporting them it is important to take into consideration the learning curves they may have ahead of them. Let’s think for a minute about what type of person you may be supporting.

• I have been the HM for less than 1 year and previously worked outside of the Veterinary industry. I have people management experience but not veterinary practice experience.

• I was the Lead Tech before joining NVA and am now the HM I lead a team but don’t really have knowledge around the business or financials.

• I have been the HM for 6 years, but the selling doctor handles all finances and payroll.

• I have been the practice manager for 5 years and in the veterinary field for my entire 15 year career. My MDVM is really pushing growth and I don’t know where to start.

• I was just hired as the new HM for a long term NVA site. I have previous Veterinary management experience but with another corporation that was very different than NVA.

• I was the office manager and am now the HM. I don’t feel like I am considered a decision maker and struggle with managing my former peers since my promotion.

• My husband and I have run this practice for 25 years. I don’t know why we are not getting quality candidates for our open DVM and Technician positions and why I am having such a hard time with new NVA processes. We previously had a company handle payroll and HR issues for us.

Andan“

Howtoconnectwithyourmentee:

The best way to start and monitor how your training is going is active listening! Check out the Training Concepts section (pages 34 35) for some general active listening recommendations.

• When creating a relationship with a new HM here are some things you may encounter:

Overwhelmed in new role

Not business savvy or new to the Veterinary Field

Unsure who or where to go for help

Feels pressure to excel for NVA (New Boss)

ask questions and is hard to read

Unclear about how to interact with MDVM or team

Excited about new opportunities

Upset about acquisition – Nervous about NVA “Corporation”

Not an experienced people leader

Play to their learning style (outlined later in this guide). The most common are:

1. Visual

2. Auditory

Reading/writing

Kinesthetic (or experiential)

PeerDevelopmentPartnerProgramOverview

1. Program Goals:

a. You provide peer support to new HMs at existing sites and with new acquisitions

b. You ensure consistency across all new acquisition HM on boarding experiences

c. You promote division specific training for new HMs

d. You get professional development opportunities as part of the program

2. Peer Development Partner support scope:

a. You are a peer support, tactical trainer, observer, listener, and reporter back to the Transition Group and your Divisional Leaders

b. You are NOT a hotspot 1st responder, CapEx approver, or HR Business Partner

3. Commitment/ask of you?

a. 2-3 visits to new acquisition hospitals

b. As needed visits (per your DL) to existing locations with a new manager

c. Complete Post-visit Reports

d. Attend PDP calls and trainings

4. Who’s your main point of contact? The Transition Group

a. Existing location on boarding: Divisional Leaders will coordinate with Transition Group

b. New acquisition location on-boarding: Transition Group will coordinate

H”

○

○Doesn’t

○

ExistingLocation:HMOnboardingOverview

First30Days

The first 30 days of your training will be primarily focused on learning the ropes as a Hospital Manager at NVA. Primarily in this stage, you will begin to learn about some of the specific tools and resources we use in our division. You will begin to dive into financial reporting and key initiatives available with NVA. A major facet of this introduction phase is connecting you to your division and NVA Support Team.

First60Days

This next phase consists of diving deeper into tools and resources NVA offers to manage your practice. By now, you have been through transition and are familiar with NVA’s practices and expectations of your responsibilities and how your workday will flow. At this stage, you will gain a deeper understanding in Human Resources functions such as processing new hires, developing employee growth, and coaching strategies. You will grow your marketing knowledge during this time and will become more comfortable maintaining and acquiring vendor relationships.

First120Days

You are up and running now! You will have ironed some kinks out and feel more confident in your role. You will be formulating staff meetings and have a plan for your team’s performance evaluations. You will be familiar with NVA and your division’s key initiatives at this point and will have plans in place for improving metrics for your practice. You will be perfecting your interview skills and understanding what attributes make candidates a perfect fit for your practice. You will be able to discuss financials and your role in managing them, as well as understand budgeting, inventory, and their respective components. You won’t be an expert quite yet, but you will know who to contact with questions and where to click to review materials. You will have scheduled your introduction HM workshop and further develop your connections within NVA’s network. You will have ownership of the decisions you make in your practice.

*In addition to this onboarding guide, you may also want to reference the Transition Onboarding Guide: https://transition.nva.com/onboarding guide (password: TransitionDog2021) from time to time. Intended for hospitals joining the NVA family, this comprehensive guide includes the most up to date policies and procedures, operational protocols, support partner contact information, etc. This is a good one to bookmark for future!

Checklist

GettingStarted Week1

Field

Transition

5 ExistingLocationNewHM

Objective Activity/Tasks Support Partner New Hire Paperwork (to be completed with Field Leader) ❑ I 9 ❑ Payroll ❑ W 4 ❑ Direct Deposit ❑ Visa Card NVAvisa@nva.com (CC Field Leader for approval) ❑ Hospital Handbook ❑ Send email to Benefits to set up training on Bswift benefits@nva.com Field Leader Office Setup ❑ Laptop setup: setup Remote Access with Support Desk by sending email to helpdesk@nva.com ❑ Fax/Scanner/Copies: Request for private scan folder by emailing helpdesk@nva.com ❑ NVA Email (Android Apple) ❑ Setup Outlook Email Signature ❑ Explore Outlook Calendar ❑ Explore Technology Service Center for support with passwords, mobile email setup, printers/scanners ❑ Support Desk Tickets

Leader Peer Development Partner Hospital ❑ Hospital Tour ❑ Access to Computer Workstation ❑ Desk and Chair ❑ Office Phone ❑ Office Supplies/Organization Tools ❑ Keys/Access to Building ❑ Security Codes/Alarm ❑ Meet and Greets Self guided/Peer Development Partner Talent Unleashed (Learning Management System) ❑ L&D Team will send invite to your NVA email ❑ Learn how to navigate through the Talent Unleashed System. Login and complete the following: ❑ Talent Unleashed Intro Webinar ❑ Navigate Talent Unleashed ❑ NVA Harassment Prevention in the Workplace (new hire compliance requirement) LD@nva.com Overview ❑ Reporting Site Structure and Roles ❑ Review Leadership Responsibilities ❑ Staff & Hospital Background ❑ NVA Groups and Divisions Map ❑ NVA Share ❑ DLT will provide SharePoint Site Link or Division Teams Page

Leader/Peer Development Partner Review HM Onboarding Plan ❑ Transition Onboarding Guide: https://transition.nva.com/onboarding guide (pw: TransitionDog2021) (for reference only some information may not apply) ❑ HM Onboarding Guide ❑ Partner support

Manager

“PuppyStage”

Activity/Tasks

TheFirst30Days

Employee,

process/payroll

vacation, sick, PTO policies and

Production

How

Calculate

Hospital/new hire benefits, including medical and ancillary (i.e. EAP, Talkspace, etc)

vs NVA

desk and Technicians (observe current client experience, workflow, etc.)

DVMs (During wellness exams, procedures, etc.) and MDVM

Peer

Transition

6 BasicOnboarding

Objective

Support Partner(s) Payroll & Benefits ❑ PETS payroll trainings (Talent Unleashed) ❑ Staff timesheets/timeclock ❑ New

terminations, status change ❑ Payroll deductions how to apply and run reports ❑ Bonuses, special comp ❑ Payroll support

calendar ❑ Review

employee handbook current policies and procedures ❑ DVM

calculation ❑ Watch

Production Based Compensation ❑ Monthly production ❑ Negative production ❑ Review

❑ Employee pet accounts & discounts ❑ Hospital

benefits ❑ 401K Transition Payroll Team Total Rewards Transition Manager DVMproduction @nva.com benefits@nva.c om 401K@nva.com Team Engagement ❑ Assimilation Meeting with Support Staff ❑ Schedule time for training

the front

❑ Shadow

Peer Development Partner Financials Complete the following modules on Talent Unleashed: ❑ Interpreting Your Statement of Operations Report ❑ Managing Labor Costs ❑ Navigating NVA Financial Reports and Quiz ❑ Financial Folder (H:Drive) ❑ Statement of Operations (SOO)/SOO Analysis ❑ Revenue by Category PY And Budget ❑ Revenue and Supplies PY And Budget ❑ Facilities and Admin PY And Budget ❑ F & A Tracker ❑ DVM Prod & ATC ❑ NVA VISA ❑ Quickbase Revenue & Labor Tool expectations & access How to video and FAQ here: https://transition.nva.com/revenue labor reporting Password: TransitionDog2021

Development Partner Invoice Processing System (IPS) ❑ IPS Training Video ❑ Email Rory.Peters@nva.com to schedule training ❑ See more details in Transition Onboarding Guide ❑ ECR, WIT and invoice review ❑ GL Codes Chart of Accounts

Manager/SC nvaaccountspaya ble@nva.com

Stage”

Activity/Tasks

TheFirst30Days

Partner(s)

Transition

Field

Transition

7 BasicOnboarding“Puppy

Objective

Support

Human Resources ❑ Employee File Guidelines ❑ Location and security of employee files ❑ Review current employee roster and status (FT, PT, etc.) ❑ Current scheduling process who/when/what ❑ Process for employee PTO requests and tracking ❑ Attendance & CE tracking process ❑ COVID 19 Resources Password: woof2020 ❑ HR Document Library ❑ Performance Management Forms ❑ Performance Documentation and Coaching ❑ Termination Resources ❑ Employee Assistance Program (EAP) ❑ Human Resources/People & Talent Services Overview ❑ HR Webinars Information ❑ Leaves of Absence and Accommodations ❑ Review I9 Forms (current and compliant?) ❑ Pre Employ Drug Screenings & Background Checks ❑ Pre Employ Page ❑ Background Checks & Drug Screening Information ❑ Discuss hospital employee review/appraisal process, including best practices for staff raises

Manager Field Leader HR@nva.com Divisional HRBP Vetcove Login & Training ❑ Review Vetcove ❑ https://transition.nva.com/vetcove pw: TransitionDog2021

Manager www.vetcove.com Inventory ❑ Review current hospital ordering processes and protocols ❑ Weekly Ordering, Receiving, Invoices ❑ Review Inventory process ❑ Avimark Inventory Topics (if site uses Avimark) inventory@nva.com Peer Development Partner Controlled Drugs/DEA ❑ Drug Log Policy ❑ Reverse Distributor ❑ Inventory how is it handled/where located? HR@nva.com Peer Development Partner DVM Employment Agreements ❑ LOI versus Employment Agreements (new and amendments) ❑ Review current EAs ❑ Review Salary and Production ❑ CE, PTO, Etc.

Payroll Team JV Site ❑ If applicable, partner with Field Leader for key NVA Support Center Contacts and partnership logistics

Leader Insurance Coverage ❑ Review who to contact for Professional Liability Insurance/General Liability Insurance ❑ See Transition Guide for more info

Manager

Stage”

TheFirst

Days

8 BasicOnboarding“Puppy

Objective Activity/Tasks Support Partner(s) Accounting ❑ Review Accounting Video & FAQs, including: ❑ Wells Fargo/Brinks Courier Service ❑ Payroll Costs Versus Labor Costs ❑ PIMS VS. SOO and Flash Report ❑ Accrual Versus Cash ❑ Method of Accounting ❑ Cost of Sales ❑ EBITDA and Net Income ❑ Petty cash ❑ Cash drawer ❑ Deposit process and expectations ❑ Bad debt ❑ Elavon Terminals/Credit Card Processing ❑ Misc. cash reports Peer Development Partner Marketing Overview ❑ Marketing Onboarding, including: ❑ Introduction to Marketing ❑ Birdeye Training ❑ Social Media Training & Social Media 101 ❑ PAW Training ❑ Ally DVM Training ❑ Hospital Social Media Access & Best Practices ❑ Facebook/Instagram/Twitter access ❑ Facebook Best Practices Password: woof2020 Marketing@nva.com Peer Development Partner Conference Call Schedules ❑ What/when are Divisional Calls and what is expected from you? ❑ Schedule HM Bi Weekly Leadership Call w/ Peer Development Partner ❑ Schedule weekly 30 min touchbase w/ MRO to cover onboarding progress and support needed ❑ What/when is NVA Community Call? ❑ Any other divisional calls/communication schedules? Field Leader Peer Development Partner Field Leader Alignment Meet with Field Leader to cover the following: ❑ Divisional protocols/processes ❑ PTO Requests/Time off ❑ Field “WHY” and your “WHY” ❑ HM Competency Matrix Key Expectations of the Role MRO or DL IT Cybersecurity Training Complete IT and Cybersecurity Trainings: ❑ NVA Cybersecurity Site Peer Development Partner Cybersecurity@nva.com Hospital Meetings, Structure & Schedule ❑ MDVM ❑ Associate DVMs ❑ Staff one on ones ❑ Departmental Meetings CSR, Techs, DVMs, etc Peer Development Partner

9 ProgressiveSkills“AdultPhase” 60Days Objective Activity/Tasks Support Partner(s) Workplace Safety ❑ OSHA Resources & Materials ❑ Disaster Preparedness Guide ❑ Safety Handbook ❑ Workers Compensation Resource Peer Development Partner HR@nva.com Labor/Compliance ❑ All in One Employee Poster Posted ❑ Network Poster Posted ❑ Doctors Licenses Posted ❑ Worker’s Comp Insurance Info Posted Transition Manager HR@nva.com NVAClaims@tnwinc.com Avature – Hiring & Recruiting ❑ Avature Self Service Portal Trainings, including: ❑ Overview of Avature Hiring Hub ❑ Requesting a Requisition ❑ Managing Candidates to Review/Interview ❑ Self Service Hiring Portal Overview ❑ NVA Job Descriptions Field Leader Peer Development Partner DVM Recruiting 101 ❑ Best Practices ❑ LOIs ❑ Employment Agreements (EAs) ❑ Opening new DVM requisitions ❑ Avature ❑ Schedule touch base with Divisional DVM recruiting partner Division Recruiter Peer Development Partner Field Leader BOARD BI ❑ Board BI Training Landing Page and Resources: ❑ Accessing Board BI ❑ Drilling Down to the Invoice Level ❑ Accessing Transaction Level Detail ❑ Key Reports Reference Document Email helpdesk@nva.com for login information and/or access issues Peer Development Partner Home Delivery ❑ GP Connect Home Delivery Training & Resources Password: woof2020 Client Financing ❑ CareCredit and Scratchpay ❑ Pet Insurance Peer Development Partner Continuing Education (CE) & Training opportunities ❑ What does the division/NVA offer? Vendors? ❑ What dental training is offered? ❑ VetBloom ❑ PennFoster Field Leader Peer Development Partner LD@nva.com AVIMark/PIMS ❑ AVImark Home (nva.com) ❑ AVImark Basics Curriculum 18 modules ❑ Period Totals ❑ Period Totals for Doctor Production ❑ Income by Treatment for Doctor Production ❑ Collections/Accounts Receivables ❑ Unposted Transactions helpdesk@nva.com Peer Development Partner Vendor logins & Relationships ❑ Vendor Logins (Covetrus, etc ) ❑ IDEXX VetConnect Plus ❑ Diagnostic Imaging Software Peer Development Partner helpdesk@nva.com CMTeam@NVA.com

Objective Key Activity Facilitator(s)

Field Leader

Peer Development Partner

Peer Development Partner Field Leader

Legal@NVA.com (Include

Peer Development Partner

10 LifeSkills“SeniorPhase” 120Days

Budget Season Overview ❑ What to expect for budgeting ❑ Annual capex budget process ❑ Off cycle capex purchase process/approvals

Annual Price Increase ❑ Annual Price Increase Process ❑ Inventory Markup Process

Facilities and Utilities ❑ Maintenance/Facilities ❑ Landscaping/Contracts ❑ Warranty Information ❑ Facility Lease/LL Contact Info

Legal Support ❑ Legal Department Resources

Division Leader) Cost of Goods (COGs) Preferred NVA Vendors ❑ NVA preferred vendors (see Transition Guide) ❑ How to calculate COGs ❑ Best Practices for impacting/improving COGs ❑ COGS Act Vs. BUD Vs. PY (Financial folder) ❑ Vendor rebates maximizing, tracking, Apr/Oct

Inventory@nva.com Marketing Deep Dive Topics ❑ Online Booking Tool Training & Resources ❑ New Doctor Marketing Kit ❑ Attracting New Clients Toolkit ❑ Client Referrals ”Share the Love” Toolkit ❑ Photography, Exterior Signage, Marketing Foundation Checklist ❑ Easy Editor NVA Website Updates ❑ Social Media @ Marketing Planners ❑ Design depot/printed materials ❑ Paid search ❑ MORC/Call center ❑ On Hold Messaging Self Guided marketing@nva.com gp connect Password: woof2020 Peer Development Partner Client Experience Programs ❑ Net Promoter Score & FixIt Training ❑ Secret Shopper Overview marketing@nva.com PAW ❑ Pet Annual Wellness Plans (PAW) overview Self Guided Community Team ❑ Meet Your Community Team, including culture building tools, well being resources, and retreats Self Guided MAB (Medical Advisory Board) ❑ Explore the Medical Advisory Board, including key projects and resource library, Veterinary Voice, Medical Competencies Framework Self Guided Annual Review Process ❑ Understand annual review process, timing, and key performance metrics Field Leader Employee Engagement ❑ Understand annual employee engagement process and site’s historic results Field Leader

NewAcquisitionHospitalManagers

What Transition Group (TG) tells new acquisition HMs:

While NVA looks to keep hospitals, their operations, people, policies, medicine, etc. the same wherever we can; joining NVA is still a time of change. This can be both an exciting opportunity as well as a time of nervousness and apprehension. The good news is that your site now has an entire team of people to support you and ensure a smooth transition into NVA.

It is Transition Group's goal to ensure that you and your team know what to expect during this time, know who to contact, get your questions answered and feel at ease about this change.

Your designated Transition Manager (TM) will join you at your hospital to host a Staff Welcome Meeting before you join NVA and your TM will be your primary contact and support for anything you need during your first four month transition period. During these months your TM will facilitate onboarding: setup, access, and training; answer questions; help direct you to resources; share about NVA and support you in any other items that may arise.

To note as a PDP:

• The TM will facilitate the transition process and be the HMs main point of contact; however, several other team members from NVA's Support Center do reach out to new HMs by phone and email on various items which can get confusing

o There is a transition timeline that is provided to the new HM. This timeline is fluid. Meaning, that individuals will contact the HM within the time frame listed but not necessarily "on day one" for example. Transition Managers are here to navigate!

• The TM is not on-site day 1 post-close nor will he/she be there for several weeks at a time; TMs ensure the HM is ready for day 1 with NVA, check-in regularly, and make their first visit within the first month the site is with NVA. The Total Rewards Benefit Enrollment and Payroll training take place within a week or two of the site joining NVA

TransitionGroup’sCoverageforAcquisitionsites

Transition Manager WILL:

• Ensure the following processes are setup, access provided & HM has been trained:

Payroll, DVM production

Benefits Enrollment and Bswift Administrative

PIMS Reporting: daily, mid month, end of month

HR Intro call & Pre Employ access

IPS & bill pay process

NVAShare

Other Website Training (GP Connect, NVA Emergency)

Talent Unleashed & Avature

High Level Review of Statement of Operations, Financials, & Budget (if available) done in month 3 of transition.

• Initiate Peer Development Partner assignment w/DL and make introductions of PDP and HM to schedule the PDP visit

• Support and guide on daily and operational questions

• Make 1 post close visit during the first month post close

• Approve needed repair/replace CapEx items, or those agreed to in sale

• Facilitate recruiting for HM, MDVM, ADVMs

When will TM ask for DLT input:

• Identifying a PDP to support a new hospital

• Handling deeper level issues:

Hiring/coaching/termination of HLT

Changing benefits/pay outside HR/legal recommendations

Pay increases for staff or Cost Increases if needed

Managing HR and regulatory issues

Considering longer term CapEx growth items proposed by the HLT

○

NewAcquisitionNuances

ImportantpointsoverviewforyourfirstPDPVisit

(Usuallyinmonth3)

AlwaysreachouttotheTMifquestionscomeuparoundanyofthebelow. TheTMshouldhaveasummarycalloremailwithyoubeforeyourfirstvisitto touch baseandproviderelevantinformation. TGwantsyoutobeset upfor success!

Site Operations

• Employees maintain current pay rates upon joining NVA

• Staff work schedules will continue to be set by the Hospital Manager and is not dictated by NVA except to ensure that labor laws are being followed

• MDVM and HM may retain current hospital schedule and structure on employee reviews and salary increases; resources are available if they wish to restructure this process; No set companywide policy (see Performance Reviews & Raises for more guidance)

• TG realizes you may support a site in a state other than your “home state”. Please remember that NVA does not dictate site operations; however, if you see anything you feel can be improved or feel is not legal, please let the TM and DLT know so further assessment can be completed

Site Culture/ HR

• Only 2 site visits may have occurred before your first visit. This had not provided NVA with much visibility to culture at the new location.

• Your mentee HM attended a HR Orientation call with their HRBP in month 1 of being with NVA. Sometimes what was shared is not retained. Make sure they know who their HRBP is and feel comfortable reaching out to them.

• If you encounter any concerning cultural red flags during your new site visit please immediately reach out to the TM and HLT. These could include bullying, harassment, inappropriate language, intimidation, or an unengaged staff

• Remember, labor law varies from state to state and the HRBP should be contacted with any HR related questions or concerns brought up by the HM.

Payroll

• Set up in ADP completed by Evan Olson and his Transition Payroll Team immediately

• Transition Payroll Team and ADP have training calls with HM before 1st payroll

• 1st payroll processed with assistance from the NVA Transition Payroll Team

• HM completes 2nd payroll w/Transition Payroll Team support

• It is possible that pre NVA the HM may not have processed payroll or the site may have contracted out payroll processing services.

• The site should be following the same procedure as you at the time of your first visit Payroll is completed with ADP support (via Zoom open hours) or placing a ticket with PETS@nva.com.

• Some states have 2 pay groups. One for JV partners or Doctors and Licensed Technicians and one for staff. Please ask the HM about their pay groups.

• If supporting a multi site new acquisition query about any staff working at more than 1 location. Validate HM is accurately recording labor hours by location.

• Ask if HM has any questions about production calculations or any other payroll items.

Health & Ancillary Insurance

• Pre close each site is paired with a Total Rewards Transition Partner who determines mapping of existing benefits (if the site offers) to NVA plans and to discuss NVA benefits

• All locations receive NVA health and ancillary coverage (on occasion there is an exception, but very rare)

• Coverages (ancillary & NVA Health) eligible 1st of the month following the site joining NVA; open enrollment happens in week 1 or 2 of a site joining NVA

• Relevant to you and possibly forgotten by the HM if they have yet to make a hire while with NVA: if there is a new hire once they are added to ADP the benefits team is notified and will send the HM enrollment information. The new employee has 30 days to enroll, and their benefits will be effective the first of the month after 60 days of employment.

IT

• NVA email & remote access for the HM & MDVM setup within 72 hours of site joining NVA

• Often not able to scan directly to NVA Profile and Hospital folders until after conversion (8 12 months after close) sometimes need a workaround

• Immediate equipment needs are ordered by Transition Manager

• Things to think about on your visit: Does the HM have a good workspace? Do you think they could benefit from any additional technology? Are they computer savvy? Do they struggle with any processes?

Quickbase, IPS, Vendor Accounts, Vetcove

• New sites are set up with Quickbase access after their IPS training is complete within two weeks of joining NVA

• Preferred vendors setup within 1 2 weeks of closing; new accounts emailed to HM

• Vetcove access and training are completed in the first month with NVA

• Non preferred vendor changeover supported by Transition Accounting team; can take several weeks

• Is the HM delegating any use of IPS or Vetcove? This could have occurred if the HM felt ready to do so. If so, please connect with the staff who are using the tools and verify their competence and see if they have any questions

• Some HMs may value your input on what they are ordering and from which Vendors but remember that new sites can also be sensitive to these conversations. Ask questions and let the HM drive the conversation.

Financials/Labor

• SOO and Flash reports available at next distribution after site joins

• Budget not usually available immediately, but may be loaded in the SOO

• Financials could be “messy” and transition is working with the reports team to identify concerns. BOARD not accurate (not enough data) and login not provided until month 3 post close

• Possible that no prior year data available on any reports, IRR budgets loaded

• Understand that Labor spend and Facility & Admin percentages will be unique to each location, and that any changes will be managed over time

• Approach financials from learning perspective rather than an accountability one for the transition period. This is the acclimation to NVA time and we are not looking to implement initiatives or changes right away.

• Flash Revenue and SOO Revenue (based off IRR budget goal) are different, reiterate the difference.

• Remember: your Mentee may have no prior financial knowledge of the practice and that most practices run on cash accounting versus NVA accrual accounting.

Hospital Policies & Handbook

• Upon joining NVA most Hospital Specific policies will remain intact. Locations may already have a handbook or manual which will continue to be used in their hospital. Within a year after joining NVA new locations will work with People Services to review their handbook and ensure it is state and federally compliant

o Uniforms same ss hospital currently offers

o Pet benefits same as hospital currently offers

o Holidays off and PTO request process same as hospital currently offers

o Lunch, rest, break periods same as hospital currently offers as long as legally compliant (if your mentee is in a state other than your own please ask for guidance from your DLT if questions arise and copy the TM)

o Bonuses changes to the NVA bonus plans and Holiday Bonus structure unless something else was agreed upon as part of their deal (ask TM if questions arise)

• PTO/vacation/sick accrual this will change to an NVA policy and their PTO mapping and set up in ADP should be complete. If questions come up, please ask the TM.

• NVA Bonus Programs require the consent of JV Partner MDVMs and may not be in place for the site you support. Be cautious here with the HM who may not be aware of the bonus programs if not agreed to.

• Do they have updates they wish to make immediately? Ask them to reach out to their HRBP?

• Are there policy red flags that came up? Please escalate these to the TM.

• PTO Harmonization policy Sites are contacted pre close and a PTO/Sick/Vacation policy adopted and set up in ADP. New Policy language is worked on during the transition period so the HLT can update their policy manual and provide new policy to staff.

Marketing

• Transition sites go through a Marketing Onboarding Orientation at Graduation to their home division. If Marketing topics come up (which they often do) please impart

knowledge about basic Marketing assistance from NVA and alert the TM of the topics that were discussed. TM will initiate reach out to Marketing.

• Remember: It is not mandatory for new sites to implement an NVA website or other NVA marketing practices. An optimization of the site on the internet will be completed for each site after the 4 month transition period has concluded.

• If a site is excited about assistance with Marketing we can start the process early with the Marketing team. Big things that will be implemented are: Birdeye, AllyDVM, and home delivery but these are not pushed during transition.

Recruiting

• HMs do have access to Avature and often have made postings for positions by the time of your first visit. They usually are hungry for best practices and assistance in this area (as we all know, recruiting is challenging).

• Note that some HMs will be excited to learn about new recruiting techniques and best practices while others may feel like they know best even though they have been unsuccessful recently with recruiting. As you know, the job market has changed and there is a lot to learn. Reach out to the TM and DLT if you are not comfortable speaking about recruiting.

JV Locations

• JV Partners are sellers that keep some ownership of their practice through a JV ownership percentage. They have additional leadership/ownership with stake in hospital

• Staff Incentive Plan Bonus (SIP): need JV partner consent to participate; JV is responsible for their portion of the bonus pay out

• Not every site participates in the SIP program. Please be cautious here. Your TM should inform you if you are going to a JV site or a site is not participating in the bonus program in case SIP questions are asked.

• If a seller/JV Partner has questions about their JV distributions, responsibilities, fees etc. please remind them that Rachel Fairbanks is the JV Liaison and have them contact her.

Workshops

• Transition Manager will coordinate w/L&D for dates, timing varies

Other Items

• Any community or charity programs the location currently participate in can and should remain in place if they were paid from the hospital operations budget (i.e., if they donate to the local 5K or 4 H club or sponsor a youth softball team please feel free to continue)

• If the hospital has an "Angel Fund" or charity pot for use on special cases, they can keep and operate this as well but should make sure they follow proper procedure and talk with their HRBP

TrainingModuleOverview:NewAcquisitions

Each of your visits will have a training module. These modules are staged to start with the basics to create a stable platform of knowledge in the HM role, move to more progressive and detailed skills, then finally master the job skills with in depth topics.

Module

(PuppyStage) Visit

(AdultStage)

(Senior

Visit

You are welcome to modify the content of these modules based on your mentee HMs existing skill sets, needs, interests, strengths, etc. We encourage you to ensure the HM fully understands the prior module's content before moving on to the next. Some people will say they understand something fully when they truly could benefit from a refresher or more hands on experience. Use your judgement.

As an example, if you are working with a new HM who brings a lot of experience, perhaps during your first visit you cover all of module 1: Basic Onboarding and start on some module 2: Progressive Skills topics as well. Maybe the HM clearly understand the visa use/process so you briefly touch on this topic but move on to more pertinent topics. Again, you are the trainer and coach here so work with your mentee HM to work on the topics/skills that best meet their needs.

The next pages detail each module and include visit checklists for each type of visit!

1:BasicOnboarding

1 Module2:ProgressiveSkills

–

2 Module3:LifeSkills

Stage)

Module1:BasicOnboarding(PuppyStage)

Module 1 is intended to create a solid platform of knowledge about the HM role, working with NVA and the basic processes, systems and policies. The information learned in this module will set the stage for a successful understanding and application of the HM role as well as be built on in future modules. Remember, the Transition Manager and the support center have completed a large portion of administrative and training tasks as part of transition. You have the wonderful opportunity to be a mentor and peer to the new HM allowing them to dive into what you as a HM do on a daily basis.

➢

Timeframe: Month 2 3 post close for new acquisition; first day of first visit with new HM hired at existing location

ChecklistforFirstVisit

Month2 3(whilestillintransition)foranewacquisitionsiteHM

☐ HM / MDVM Partnership: roles and responsibilities of the team

o Discuss the HM MDVM partnership, roles, and collaboration

• Note: Hospitals may have different leadership structure (co HMs, JV partners or delegated administrative duties to other staff) and this is OK

o Share about your experience with your MDVM, establishing and maintaining your relationship, recommendations on frequency and content of leadership meetings, etc.

o Share what the NVA Hospital Leadership Team partnership feels like

• Note: Remember some new HMs may not have experience as people leaders and may need extra guidance here

☐

IT Aptitude with Microsoft Outlook, Excel, Teams, Zoom, other apps your division uses

o Ask/gauge the HM's experience and comfort with using common Microsoft systems needed in the HM role; specifically Outlook and Excel

• Note: Many HMs are set up with Outlook Web Access only, not full version outlook

o Validate knowledge of using the Outlook calendar

o Verify HM knows how to access hospital email, hospital folders, NVAShare, etc.

o Validate Zoom functionality; verify settings, sound, camera

o Validate Scanning capability are they being efficient as they navigate scanning, sending documents, IPS etc.

☐

A/P Account codes, Engie, IPS

o Describe G/L codes; share your use of them and best practices

• HMs have received the Accounting Transition Guide with the full list of codes and have been shown where the codes are in IPS

o New acquisitions receive IPS training week 1 post close and follow up at the first post close visit made by their TM

• HM Role & Relationship w/MDVM and Team • IT Aptitude & Access • Fiscal / Purchasing • Payroll & HR • Recruiting, Bonus, NVA Websites/Tools

☐ Cash handling: Policy, Petty Cash, Cash Drawer, AR, Collections

o Ensure they understand the difference between the funds, uses, tracking and replenishment with Petty Cash and their Cash Drawer

o Walk through replenishment with them if needed (requesting through IPS)

o Talk to the HM the practice policy on AR and delinquent accounts/collections to verify the HM has the knowledge

☐ CapEx

o Discuss definition, approval process, bill pay process, budgeting season requests

o Make specific to your division

New acquisition CapEx requests should be sent through TM

☐

Visa use/process

o Describe what should be used for, limits (& increases), keeping receipts

o Show monthly reconciliation/visa detail process in Hospital Financial folder

☐ Payroll

Walk through adding and terminating new employees in ADP

o Discuss/show how to process payroll & review payroll schedule

New acquisitions will have production training with Transition Payroll prior to the 1st payroll do not discuss production with new acquisitions, direct to Transition Manager

☐ HR policies

o Discuss hiring & terminations (specific to your division), file storage and employee reviews

o Guide on when to contact NVA Human Resources Business Partner (HRBP)

o Pre Employ: show how to run drug & background screenings (*remember these are optional NOT required!)

o New acquisitions receive HR onboarding call from HRBP around month 2 post close

o See next pages: Termination / Separation, Pre Employ, Performance Reviews & Raises

Do not discuss health or ancillary insurances it is unique per location. Refer site to Total Rewards Benefit Partner or TM

☐ Recruiting

o Check knowledge of Avature and if they have posted a position yet

o Share about staff recruiting, DVM recruiting, and who your division's recruiter is

o Explain how to request DVM EA amendment

o See next pages: Recruiting & Job Descriptions, DVM Employment Agreements/Contracts

☐ SIP bonus & Staff engagement *Discuss with caution!

o If not JV or have confirmed participation in SIP, discuss ideas on how to track (poster is sent to new locations), setting up bonus distribution, etc. Check with TM before visit

o Brainstorm ideas on engaging the team

o See next pages: Bonus Opportunity! Site Incentive Plan

☐ NVAShare & Talent Unleashed

o Have HM walk you through both NVAShare and Talent Unleashed to show their aptitude

o Share how you use these sites in your daily HM role

Module2:ProgressiveSkills(AdultStage)

Module 2 is building upon the basics. Skills to help the new HM continue his/her learning journey in the role and add to the day to day skills currently being used. This stage begins to enhance the role.

➢ Timeframe: Month 4 5 post close with new acquisition; 2nd visit with new HM existing location to be coordinated with the DLT. May be combined with visit 1 in some instances.

(per division)

CE/Education

Checklistfor SecondVisit

Month4 5(aftergraduationtodivision)foranewacquisitionsiteHM

☐ Timekeeping & Labor Management

o Share best practices, tips & tricks you use to manage your staff's schedules

o Provide introduction to any division specific info. in this area and reports

• Note: New acquisitions are not required to do these reports until they have officially Graduated to the Division after month 4 of joining NVA There is no standard or required labor percent or spend but there is a normal range each hospital is different and should operate at the level that is historically consistent for them (existing location exception if DL has asked for improvement)

The Rev & Labor Tracker in QuickBase is implemented the first of the month following 90 days with new acquisition sites. If the HM is completing this tool take time to reiterate the importance of the data

☐

Systems Access validate their access and navigation of the systems/pulling reports

o PIMS (including pulling reports that calculate production)

o Bswift Administration

• Note: new acquisitions have gone through open enrollment, but HM may not have hired a new employee since they joined NVA and may need guidance on gathering deduction information after new hires have completed benefit enrollment

o Vetcove

o Engie Administration

Inventory Management

o Train on what to expect during quarterly counts; explain the best practices of Inventory (what is counted vs. estimated, what can be counted in advance, who should count, etc.)

o Review the process on counting, completing the templates, adding data to QuickBase

o Show tools that will assist like the Pill Counter Application

• Note: New acquisitions may not be required to count in the first inventory after they join NVA. The Inventory Team determines the cut off date for counting.

☐

• Timekeeping & Labor Management

• Systems Access • Inventory • Financials • Marketing, Initiatives &

•

Note: New acquisitions receive specialized “First Time Counter” trainings from the Inventory Team (inventory@nva.com)

☐ SOO & Division Specific Financial Reports

o Deeper dive into SOO and how to read (from learning perspective not whether numbers are good or bad)

• Note: New acquisition HLTs receive a high level SOO training from their TMs in month 3 via Zoom/Teams

o Show additional financial reports in their financial folder that your DLT utilizes and share about division specific reports they can expect going forward

• Note: New acquisitions are not required to do these reports until they have officially joined the Division

☐ BOARD BI

o Demonstrate how to login and navigate Board

• For new acquisitions, login will be:

• Username: Hospital number (ie: 123)

• Password: NVABHospital # (ie. NVAB123)

o Share division specific use of Board

☐ Marketing/Social Media/Initiatives

o Confirm HM knows who your division marketing contact is and how they can help

• Note: Marketing should have completed their intro call when the site graduated to your division

o Discuss marketing resources available and how you utilize them as an HM

• This could include AllyDVM, Home Delivery/Online Pharmacy, Birdeye, etc.

o Discuss ideas on CE for hospital staff, what the division offers and/or NVA's dental program, VetBloom, AtDove, etc.

o Reiterate NVA’s commitment to health and well being with our Community Team

• Remind of resources including EAP, Talkspace for staff enrolled in NVA Medical Coverage, Health of the Healers, Connect workshops

☐

Continuing Education/Talent Unleashed/Discount Tuition

o Bring up educational opportunities for technicians including tuition discount programs and possibly sponsorships

o Share any playlist training that your division requires and talk about mandatory Harassment and Bullying training which varies from state to state

o Let them know about other NVA programs like the Externship Program and Fear Free Certification

☐

Expectations of your DLT

o You likely have been peppering this in all along but step back and think about anything you do the division or is asked of you (reports, calls, goal setting, etc.)

Module3:LifeSkills(SeniorStage)

Module 3 is helping the HM become a master. Ensuring they are autonomous in all they do, have the knowledge about resources, have advanced their skillsets, and are able to develop and promote their hospital.

➢ Timeframe: Month 4 6 post close with new acquisition (if visit occurs), may be combined with visit 2.

ChecklistforThirdVisit(maybecombinedwith

☐ Budgets & Hospital Financials/Business in Depth

o Go in depth on the budgeting process both in concept and application

o CapEx planning and ROI (return on investment) research

o Staff Salary/Raises Workbook – explore what your division uses for annual raises

o Annual Price Increase exercise. Provide an overview of this process and share best practices.

• Note: Site may not use IDEXX or have looked at competitive purchasing through Vetcove at this stage

o Applying the budget to daily operational decisions

Annual Goal Setting

o If your division does this share best practice and what the HM can expect

o Brainstorm ideas

o Show where tracked/logged

OSHA/DEA

o Show NVAshare resources

o Inquire on what the clinic does now? Do they have an OSHA officer?

o Encourage HM to do a hospital check to ensure up to compliance

Division Integration – Deeper Dive

o What else does this HM need to be armed with to be successful in your division?

Anything else?

o Inquire what else the HM is passionate about learning or sees the need for in their home hospital.

• Maybe it's implementing a documented inventory process or staff development

• Maybe it’s growth opportunities, schedule optimization, workflow efficiencies

• Maybe it’s succession planning and what that looks like

visit2) Month4 6(aftergraduationtodivision)foranewacquisitionsiteHM

☐

• Budgets • Divisional Integration • OSHA/DEA/Medical Initiatives • Annual Goal Setting • Price Increases/Pay Increases

AdditionalResourcesandInformation

DefiningHospitalLeadershipRoles

Shared with New Acquisitions in their Transition Onboarding Guide:

NVA typically has two leadership roles in each hospital. The Managing DVM (MDVM) and Hospital Manager (HM). Together these individuals run the day-to-day operation of the hospital and partner closely with NVA for support, long-term development, financial performance, budgets, large purchasing and other key business items.

As Leaders with NVA we would like to provide you both with your respective Hospital Manager and Managing DVM job descriptions from NVA, on the following pages. We understand that this may be the first time that you are seeing these so please take some time to review your own document as it pertains to how have previously operated in your role and how it might change now that you are part of the NVA family.

We suggest to all of our new teams that you schedule a time to sit down together and discuss each other’s job description. The Managing DVM (MDVM) and Hospital Manager (HM) roles are what we dub as the local “Hospital Leadership Team” and while each role has its unique responsibilities, there is a lot of overlap as well when it comes to vision, development, policy and procedure. In essence you are, together, an equal team leading your hospital.

As the medical director, the MDVM oversees the Associate DVMs, all medical policies, practices, medical decisions, etc. The Hospital Manager oversees daily business operation, finances, marketing, support/lay staff HR, etc. While these are delineated in the job descriptions, please know that each hospital interprets these as they best fit your leadership team dynamic and hospital culture. Additionally, many of the responsibilities require collaboration on your behalf— i.e., introducing a new medical procedure will only be beneficial and successful if the support staff is trained correctly, marketing occurs and it’s fiscally appropriate for the hospital.

It is important that as the leadership team for your hospital that you are both on the same page and understand what each role will give and need to operate and be successful. That is why we recommend a meeting between you both to solely discuss these duties. And of course, we are happy to answer any question or further clarify these roles for you. Lastly, your long-term Divisional Leadership will be instrumental in helping you to be successful and define these roles in the future.

PerformanceReviews&Raises

HLTs should continue their current hospital schedule and structure on employee reviews and salary increases; however, some sites may not be actively completing employee evaluations/reviews. NVA has no set companywide policy on what standard hourly wages or raises should be; however, DLTs and HRBPs can provide guidance and business intelligence based on region of the country and trends. Other review and disciplinary action resources/templates are available through NVAShare and by reaching out to the HRBP.

HelpfulInformation

• NVA recommends conducting annual reviews for all employees

• NVA asks that Hospital Leaders document reviews, performance, write ups, and discipline in each employee's personnel file

• Upon joining NVA, employees' compensation does not change

• Salary/pay decisions are made by local HLT with DLT input and approval; Hospital and Employee performance, tenure and merit should be considered

• Collaborative and planned process to account for raises during annual hospital budgeting process performed by local leadership (MDVM and HM) consistency is key

• There is no “cap” in staff raises/hourly wages and it is up to local leadership to take cost of living into account

• MDVM and HM reviews and HR processes are overseen by DLT

• Staff (technician, boarding, reception, etc.) changes are determined by the HLT

Termination/Separation

Just as hiring, reviews and raises are overseen by the HLT, so is terminating and separating with employees. HMs have NVA's support through the process and as a resource. For any employees the site is looking to terminate, have them contact their HR Business Partner prior to so they may assist with the proper steps.

Check when the final paycheck is due according to local state law. For example: in California, Massachusetts, and Alaska, final pay is due at the time of termination.

Resignations

• It is important to receive notice of resignation in writing (email is fine)

• Arrange for staff departures by communicating with staff and making schedule arrangements, initiating recruiting to replace if needed, conducting an exit interview if you would like, and collecting all hospital assets (keys, IDs, credit cards, etc.)

• Complete the separation process below

Terminations

• Prior to terminating check in with the HRBP

• During the termination, try to have another person as witness (i e., Division Leader, MDVM)

• Arrange for final pay, rearrange schedule, and collect hospital assets (keys, badge, uniforms, credit card, etc.)

• Complete the separate process below

SeparationProcess

1. Terminate employee in ADP which will trigger COBRA process

2. Calculate and request final paycheck per state law requirements

3. For all employees an NVA email address, or access to NVA proprietary systems, such as MDVM, DVM, HM, please send an email to offboard@nva.com so that all systems and access can be disabled

4. If the hospital does not participate in NVA benefits (very rare), notify your medical broker of the separation, and ensure that they mail the employee their COBRA paperwork *COBRA paperwork is automatic for NVA medical participating hospitals

Pre Employ

Pre Employ manages the background and drug screening programs for all NVA hospitals. NVA recommends sites conduct pre employment drug and background screens on all new

applicants and that sites are consistent with this practice. This is not mandatory and sites should not screen already employed staff.

All new sites are set up with Pre Employ accounts. If you are supporting a site that does not have a pre employ account, please alert the TM (acquisition) or DLT (existing site)

The HM and applicant must complete some paperwork prior to being screened. NVA recommends only testing applicants you intend to hire.

Should a candidate come back positive or with a background hit and you are interested in hiring, please contact your HRBP to discuss further.

Recruiting&JobDescriptions

Recruitment

We all know recruiting can be a challenge. NVA has a recruiting team to help find great fit DVMs and HMs. There is also recruiting assistance for hiring Technicians. At this time NVA's recruiting team does not have the bandwidth to provide direct support with recruiting support staff positions and this should be done locally at the hospital by the HM.

• Hospital Leaders should inform their TM (during transition) or DLT immediately if they learn of an ADVM, MDVM or HM separating.

• While the Hospital Leaders will be heavily involved in the search requirements and decision making process, NVA's recruiting team will do much of the legwork. The DLT will also be involved in the timeline, process and final say of hiring Doctors or management

• For new staff positions, not filling a vacant position, the TM and DLT need to be looped in. There should be reasonable ROI to warrant creating the new position and approval by the DLT is necessary before beginning a recruitment for a new position.

• During your visit, If you learn of a need to hire a doctor or HM or that the HM is posting a new staff position (not filling a vacancy) please let the TM and your DLT know asap.

Recruitingprocess:

1. Inform the TM or DLT of the need to fill/add a DVM or Management role

2. The TM or DLT will contact the recruiter and begin the process

3. NVA's recruiting team will reach out to the site to complete data gathering and will conduct a "Culture Call" with the site to learn more about the type of candidate would be the right fit

4. Job is posted by NVA recruiters

5. Recruiters screen candidates and pass along any who meet requirements to DLT and HLT

a. HLT will typically screen candidates before the HLT then HLT will also interview

6. Hospital Leaders interview and make decisions as noted below

a. When hiring a DVM a compensation package needs to be discussed with the DLT and then an employment agreement drafted by NVA's legal team before any official offer is given to a candidate

b. When hiring a HM or MDVM, the DLT will be heavily involved in the decision making process and make the final determination of hire with the MDVM for the HM position and the final decision on the MDVM hire

Interviews

NVA does not have a specific structure on how interviews are conducted during your hiring process, except for working interviews. During an on site interview (DVM or Technician), applicants should not be asked to perform any duties which regular staff would be paid for (ie. drawing blood, restraint, answering the phone) as this poses a liability issue.

○

Asking the applicant how they would respond in each circumstance is the best way to test their skills and knowledge

○

For DVM applicants, working interviews can be held as long as the applicant is provided with an agreeable hourly rate for the time they are performing the working interview and are paid through ADP

JobDescriptions

• On NVAshare.com or in your division specific resources, there are sample job descriptions for many of the hospital roles.

• For support staff roles (Technician, Reception, Kennel) these are simply examples that are option to use or edit. If a hospital already has job descriptions they are welcome to continue to use them.

• Hospital Manager, Associate DVM and Managing DVM descriptions are formal to NVA and loosely followed. We understand that each hospital has a unique culture and leadership relationship therefore outline these roles and expectations but wish for the hospital to flex them as they pertain to each leadership team while ensuring the duties are performed.

○

For example, marketing is included in the Hospital Manager job description but the Managing DVM may have a special interest in marketing and therefore takes on that responsibility

DVMEmploymentAgreements(EAs)/Contracts

Before the hospital joins the NVA family, the NVA EA Specialists will complete Employment Agreements (EAs) for all currently employed doctors at every location. Typically, this means keeping the same benefits and compensation each DVM received prior to NVA and writing those benefits into a common contract with NVA.

HMs are provided copies of the DVM EAs and should keep copies for reference. These EAs will outline their compensation structure (i.e. do they have a base salary only or do they get paid production as well?), vacation time, CE allowances, etc. Most of the time these stay the same as they were before the site joined NVA but on occasion things may vary

If you determine an HM does not have copies of these please ask your TM to send them.

ChangestoDVMAgreements

NVA's Employment Agreements with DVMs are called "evergreen" meaning they have no end date. NVA does not re issue new agreements so if any of the DVMS would like changes or updates made to their agreements or if new compensation/benefits are provided to them, please first confirm these changes with the DLT The DLT will work on Amendments to EAs if necessary.

BonusOpportunity!SiteIncentivePlan

As previously stated, discuss this with caution as JV locations must consent to participate and some MDVM Leadership fees are structured differently or shared amongst multiple people and are considered confidential and not shared with the HM.

There are three bonuses that HMs should possibly be aware of:

1. Staff Recognition Plan (SRP): Recognition award to be distributed amongst support staff

2. Site Leadership Profit Share Bonus: Intended for the location's Hospital Manager and Managing DVM together.

3. Managing DVM Leadership Fee: For MDVMs only, Not JV Partners (written into their EA)

If you get any questions about any of these bonus plans please alert the Transition Manager and the Field Leadership so they can reach out and answer any questions that arise. The bonus programs should not be discussed with staff during your visits.

ITHelpdesk&Conversion

One of the exciting opportunities a hospital will have upon joining NVA is to update their hardware infrastructure. Most hospitals will complete hardware conversion about 1 year after they have joined NVA. The reason for this is twofold: 1) to provide 24/7 IT support to the hospital and 2) ease report submissions for the HM by automatically pulling reports.

ITHelpdeskSupport

Before going through the conversion to the NVA network our IT helpdesk will be somewhat limited to how much they can help. Sites retain their local IT support and should contact them when needs arise. Often, Local IT support will link up with the NVA Help Desk to troubleshoot issues.

Conversion

About 1 year post close the Conversion team will reach out to new acquisition HMs. The hospital will be assigned a conversion specialist who will be the point of contact for the process. The Conversion Team and HM will work together to identify a date (usually over a weekend) for the hardware conversion to be completed. Sites will get servers, workstations, printers, and network equipment replaced if needed! We want hospitals to have new equipment so NVA can ensure security and support the sites.

TrainingConcepts

When working with your new HM you may want to think about how best to share your wealth of information with them for it to be the most effective in their understanding, retention, and application.

Through the PDP program you will have personal development opportunities on a variety of topics that pertain to knowledge sharing, learning, leadership, coaching and training.

A few topics to start with are:

1. Active Listening tips & relationship building see next page

2. Learning styles: 4 main typologies see next pages

3. NVA's Servant Leadership pillar.

○

Servant leadership means you seek to enrich the well being of those around you by inspiring and equipping those you influence. First and foremost, as a PDP, you make the conscious choice to ensure your new HM's priorities are being met.

○ The NVA Core Values are:

Service Excellence: We strive to provide the best client experience possible. We aim to exceed expectations by delivering care with understanding, empathy and professionalism.

Integrity: Our actions are consistent with our values and beliefs.

Teamwork: We value behavior that puts team performance ahead of individual performance and work together in order to achieve our goals.

Innovation: We are open minded in our approach and believe that improvement will be achieved by continually evaluating and implementing new and different ideas.

Goal Orientation: We engage with intention, set expectations, and perform in such a way that our goals are achieved. We believe that continual self evaluation will enable us to achieve our goals in the future.

○ You seek to tap into the whole person to develop each individual’s capability and productivity. As result your relationship becomes centered on collaboration, trust, and empathy.

4. Whole person model: The HMs physical, emotional, and spiritual dimensions must all be attended to.

o For physical well being, the HM's most basic needs to be met, like working in a safe, healthy, secure setting.

o To be well served emotionally, one must feel enthusiasm, harmony, passion, and support at work.

o To be engaged mentally, one needs to use creativity, innovation, skill, and knowledge.

o For spiritual well being, you need to discover how each person finds meaning, value, and purpose.

5. Adult Learners: Key takeaways see next pages for more info:

○ Adults have a sense of self autonomy, empowerment, and motivation in learning

○ Past experiences shape new learning; effective to piggy back off what is known

○ Learning must be goal oriented and measurable to gauge progress and find value

○ Needs to be contextual translate learning into real life application

Active Listening Tips

1. Stop talking

2. Minimize distractions

3. Stop doing other things while you are listening

4. Maintain eye contact

5. Use inviting body language

6. Don’t interrupt

7. Be patient

8. Listen for understanding

9. Ask for clarification if you do not understand

10. Listen with empathy

11. Listen with compassion

12. Show interest

13. Encourage the speaker with nods and affirmative words

14. Ask questions

15. Clarify/Paraphrase

16. Listen for content and the way in which the speaker is talking (emotional context)

17. Listen with heart as well as with mind

18. Follow the speakers lead

19. Avoid thinking about what you’re going to say next

Learning Styles – the Four main typologies:

1. Visual (manuals, diagrams, mind maps)

2. Auditory (webinars, lectures, audiobooks)

3. Reading/writing (books/articles, note taking, diagrams)

4. Kinesthetic (or experiential/tactile) (role play, real world application) > Most adult learns thrive here

Remember when you were in school and crammed hundreds of pages of textbook material into your head before every big test? If you were like most students, you and your friends probably developed tactics to make the grade. Maybe you made flashcards, reviewed recordings of your professors’ lectures, or came up with intricate mnemonic devices to memorize the material at hand. You may have argued with your classmates about which method was best but the truth is that, when it comes to learning, one size does not fit all.

Scientists and psychologists have developed several different models to understand the different ways that people learn best. The most popular identifies four primary types of learners: visual, auditory, reading/writing, and kinesthetic. Each learning type responds best to a different method of teaching. Auditory learners will remember information best after reciting it back to the presenter, while kinesthetic learners will jump at the chance to participate in a hands on activity.

From Article: The Four Different Types of Learners, And What They Mean to Your Presentations by Chelsi Nakano, April 29, 2016

AdultLearners

1.Adult Learners Have a Well-Established Sense of Self

In childhood, we model ourselves off our parents and siblings. As teenagers, we pull away from family to mimic our friends and peer groups. It isn’t until adulthood that we pick and choose from these two stages. We form a complete entity we call our ‘self’ and can be very attached to it. In a training context, this means we want a say in our learning. We require a healthy sense of autonomy in learning. Otherwise, we soon lose interest.

2.Past Experiences Play a Pivotal Role in Adult Learning

Kids go to school with a good deal of knowledge, but it’s not necessarily academic. By pre school, they vaguely know how to share and speak. But there’s lots of space for fresh data. Adults, on the other hand, have a world of experience behind them both academic and social. To teach them effectively, you have to feed into what they already know. Piggy back off that and launch new concepts. This is crucial, because if your new data clashes with their existing knowledge base, they’re not likely to accept it. You have to skillfully integrate into their lived experience, becoming an active part of their thought process.

3.Adult Learning Is Purpose Driven

Kids go to school because they’re supposed to. Adults learn because they see the relevance. If they don’t train, it could cost them their job. So their learning needs to be goal oriented. They have to see measurable learning objectives and have a clear system of gauging their progress. Learning must be tied to real world applications. For example, incorporate simulations or real world examples that allow them to see how the skill relates to their job duties or will help them overcome a challenge that is hindering their work performance.

4.Adult Learning Relies on A Readiness to Learn

Closely tied into their practicality is their willingness to learn. It is important that they see the value in it and can comprehend the big picture. This makes them more receptive to information.

5.Adult Learners Are Driven by Internal Motivation

Kids can be trained with ‘carrots and sticks’. They want their teacher to like them, and they’re eager for those gold stars. Adults develop their own methods of motivation. Rote learning doesn’t do them much good as there’s no stage in their workday when they’ll need to recite their lessons. Instead, offer simulations and contextual role play, showing how to translate their training into real life.

6.Mistakes Are Often the Most Valuable Lessons

The adult learning theory hinges on experiential learning. Which means that adults are encouraged to explore the subject matter firsthand and learn from their mistakes. For example, participate in branching scenarios that show them how their actions or behaviors lead to real consequences. As a result, they are less likely to make those mistakes in the workplace and continually develop their experiential knowledge.

7.Adult Learners Must Play an Active Role

A core principle of the adult learning theory is that learners must be actively involved in the process so that they’re empowered and motivated. They should play a part in developing the pace, content and even style. Ask them for input or what they want to do next along the way.

From article: 7 Top Facts About The Adult Learning Theory (2018 Update) by Christopher Pappas, January 20, 2014; <https://elearningindustry.com/6 top facts about adult learning theory every educator should know>

QuickBasePDPProcessandVisitReports

HowdoIviewPDPprograminformationinQuickBase?

1. Visit nva.QuickBase.com (Google Chrome recommended) and select Peer Development Partners

2. From the dashboard, use the Search Peer Development Partner Roster feature to search for a specific PDP profile, click to view info., visits and survey data.

Alternatively: Navigate to the specific PDP using the Roster button, ‘Roster by Division’ or ‘Complete List’ sections on the dashboard.

3. Select the drop down for detail you wish to view.

• Home Hospital Info

• PDP details: Email, Workshop year, Availability notes, Strengths

• Visits Initiated/Completed

• Surveys

4. Click a line item on visits to view the visit report or surveys to view unique information.

Note: DLs will automatically receive a copy of each visit report via email for locations in their division upon submission by the PDP.

Howtoadd/updateaPDPintheQuickBaseApp.

DLTs and TMs can add new PDPs into the system and/or update information (including status).

*TG will add all workshop attendees to the system.

DLs will receive an email notification each time a PDP is added, or status is modified in the App.

TOADDaPDPinQuickBase:

1. From the App Home page select the ‘Add Peer Development Partner’ button.

2. Enter in the required fields:

• Peer Development Partner Name

• Peer Development Partner Status Active / Inactive / On Hold

• Home Hospital #

3. Enter any ‘Peer Development Partner Details’ available.

4. Select Save & Close when done.

Hospital Name and Additional Home Hospital Information will automatically populate.

TOUPDATE/EDITPDPInfoinQuickBase:

1. From the App Home page select the ‘Add Peer Development Partner Record’ button.

2. Click the ‘Edit’ button in the top right corner of the page.

3. Update any fields necessary.

4. Be sure to 'Save & Close' before leaving the page.

HowtoaddaVisitinQuickBase

DLTs and TMs can add PDP visits.

When a visit is added, email notifications are sent to: DL, TG, and PDP

TOADDAVISIT:

1. Once a date for the visit is arranged between the PDP and supported HM select the “Log Visit” button from the QuickBase PDP Application Home Page Visits can also be logged directly from the PDP Roster profile or the ‘Visit’ tab at the top navigation bar.

Reminder: TG will help coordinate all new acquisition PDP visits. TG can assist with same store PDP visits or, the DLT is welcome to initiate and arrange. In the latter scenario, please log all visits in QuickBase to capture program metrics, kickoff the visit report, send notifications, and post-visit survey.

2. Enter in the required fields:

• Visit Status

• PDP Name (auto populated if adding from Roster profile)

• Date of Visit

• Support Hospital details

*Be sure to enter the Supported Hospital Name & #

*Important to enter Support HM Email so a post visit survey is sent!

3. Select Save & Close when done.

Hospital Name and Additional Home Hospital Information will automatically populate.

4. PDPs will receive the following notifications via email:

• Visit added/scheduled—includes support hospital info, calendar invite and link to complete visit report

• Reminder email 2 days prior to the visit (incl. same info. above)

Post-visit Survey: A survey will automatically be sent to the supported HM 1 day postvisit via email. Survey responses are collected via QuickBase and will populate in the PDP profile. TG will monitor responses.

PeerDevelopmentPartnerDashboardView

The dashboard is meant to provide an overview of key program information and quick links. The following information can be found on the dashboard:

• Quick links

• Roster Search for specific PDP

• Visit Search

• PDP Roster by Division

• PDP Visits by PDP

• Visit Calendar (all visits)

• Latest Peer Development Partner newsletter

Additional App Notes:

• DLs will receive weekly report of all visits scheduled for their division

• PDPs do not have full database access

• PDPs can only access the visit report via the emailed link; report is closed and they cannot view once submitted

CodingandStipend

SUBMITTING FOR PDP VISIT TRAVEL EXPENSES AND STIPEND

PDPs are paid a stipend for each in person visit (trip, not days). Stipend amount is based on several criteria and is agreed upon prior to visits occurring. Follow the instructions below to process your stipend payment in ADP after your visit is complete.

Travel expenses for PDP visits can be charged on your NVA visa credit card (when coding your monthly statement, charge back to the hospital numbers as instructed below) or, if personal funds are used, please submit for reimbursement via the IPS process.

Newly acquired Transition Hospital

1. Enter Stipend into ADP (instructions below) using Visited Hospital’s number (Ex. 1044)

2. Visa reconciliation for travel expenses

o For Hospital # choose 100

o Account Code 67320

o Purpose Peer Development Partner Program (Ambassador)

Existing Hospital for Onboarding a newly hired Manager

1. Enter Stipend into ADP (instructions below) using Visited Hospital’s number (Ex. 1044)

2. Visa reconciliation for travel expenses

o For Hospital # choose the visited hospital #

o Account Code 67320

o Purpose Peer Development Partner Program (Ambassador)

How to process the Stipend payment in ADP

The information for how to charge payments to other hospitals is contained on the PETS Training website, in the Job Aids section titled “Rate and Labor Cost overrides”. The PDP will need to have copied and saved their own version of the “FieldOverride” Pay Data Entry View template located under Sylvin Bergevin’s name. They would then ensure they entered the cost override correctly found onpage 5.

• Access via the PETS Training Website HERE; password is "NVAPETS"

• Or download directly HERE

Travel & Entertainment Policy

Revised Date: August 2019

36 ExhibitA:NVATravel&EntertainmentPolicy

I. STATEMENT OF GENERAL POLICY

II. TRAVEL ARRANGEMENTS

38

A. Air Travel............................................................................. 38

B. Lodging 38

C. Car Rentals 39

D. Other Transportation........................................................... 39

E. Cancellations. 39

F. Accompanied Travel 39-40

G. Traveler Profile.................................................................... 40

H. Meals 40

III. PAYMENT METHODS

A. Company Charge Card (Visa) 40

B. Paid by Employee............................................................... 40

IV. EXPENSE REPORTING 40-41

A. Company Charge Card (Visa) 41

B. Paid by Employee............................................................... 41

..........................................

.........................................................

...................................................................

I. STATEMENT OF GENERAL POLICY

It is important that employees who travel on company business, and those who authorize travel, have a clear understanding of NVA policies for reimbursement of business travel, entertainment, and related expenses. The following policies and procedures are designed to ensure that NVA company practices in this area are fair, consistent, and provide our travelers with a reasonable level of service and comfort while managing expenses in a cost effective manner. These policies apply to all employees of NVA and to NVA’s consultants and subcontractors unless otherwise agreed. Employees who do not comply with these policies will be subject to proper reimbursement requirements. Note that all costsare referred to in U.S. Dollars.

II. TRAVEL ARRANGEMENTS

All travel arrangements (air, lodging, and car rental) for NVA personnel are to be made through NVA’s online designated travel agency ALTOUR as well as our online booking tool CONCUR. Unless it is an emergency or involves highly complex travel, employees are required to use CONCUR. Travel discounted rates and billing procedures have been established in CONCUR to minimize costs of travel. When making travel reservations, it is the responsibility of each employee to at all times assist ALTOUR to achieve the lowest cost, most direct, regularly scheduled routing without regard to carrier preference. Personal preference and taste in travel may be considered only after cost criteria has been met. Any deviations will be included in a monthly report to management and will be reviewed.

A. Air Travel

1. NVA’s company objective for air travel is to minimize cost while achieving our business objectives. Travelers are expected to choose flights with this objective in mind.

2. Class of service reimbursed by NVA for domestic and international travel will only be Coach or Economy Class, whichever offers the lowest cost available fare. However, employees can book a class of service that will allow for an upgrade using personal frequent flier miles to business class. When a class of service is booked other than Coach or Economy Class, travelers will be prompted to provide a reason for exemption within the travel system (e.g., flight longer than 6 hours).

3. Air travel ticketing should be made as far in advance of the travel date as is reasonable and appropriate in order obtain regularly available discounts. It is suggested that reservations and ticketing should be completed at least fourteen (14) days in advance of domestic US travel. All international travel should be booked twenty-one (21) days in advance of international travel in order that NVA and ALTOUR may take advantage of regularly available discounted travel fares For travel booked outside of this time frame, travelers will be prompted to provide a reason for exemption within the travel system.

4. The lowest cost, direct route air fare is defined as the fare quoted by CONCUR which:

a. requires departure no more than 2 hours before or after requested time.

b. results in arrival no more than 2 hours before or after requested times

c. uses the most direct routing

5. Any exceptions to these rules will be provided to upper management on a monthly exception report and will be reviewed for appropriateness.

The use of non refundable tickets is required if CONCUR determines such fares are lower than that defined in paragraphs II.A.3 5 or if ALTOUR has such previously paid tickets. Note: These tickets can generally be exchanged for alternative dates and alternative routes for a period of one year from the date of issuance for a nominal charge. Such additional charge is reimbursable when the ticket is utilized.

B. Lodging

1. Employees should stay at appropriate business class hotels (Hilton, Marriott, Sheraton, Holiday Inn, etc.) within a reasonable proximity to the work destination.

2. Employees should book standard room accommodations.

C. Car Rentals

1. Employees are to rent intermediate size cars when traveling alone. Cars should be shared whenever possible and travelers must be listed on the expense report for cars other than intermediate size being rented. Cars should be refueled before returning.

2. Employee preference as to rental car agencies should only be considered when such agency offers the lowest available price within acceptable car class. NVA has secured corporate rates with National, Enterprise and Alamo.

3. Employees should not purchase additional insurance as insurance is provided through ESIS; Auto Policy #CAL H25268635. Designated NVA Claim Call in Number: (877) 497 6334. To report an auto claim by email, submit the loss information to NVAClaims@tnwinc.com

4. Employees should not purchase the pre paid fuel option unless they expect to travel more than 200 business miles.

D. Other Transportation

1. Taxi, Uber/Lyft, rental car or use of personal automobile may be used to travel to and from airports. Your decision should be based on whichever method is the most economical method of transportation.

2. Mileage reimbursement will be allowed for use of personal automobiles. Mileage reimbursed in the U.S. is at the current IRS standard mileage rate. For non U.S. regions, please check with your local management for the current rates.

a. It is acceptable to request mileage reimbursement for driving to the airport if the distance extends beyond one’s commute distance to or from the Support Center or average daily commute distance.

3. Reimbursement for parking will be as follows:

a. For travel lasting more than 2 days only long term parking will be reimbursed.

b. For travel lasting fewer than 2 days short term parking will be reimbursed.

The employee should compare the cost of parking with the cost of alternative transportation such as taxis.

E. Cancellations

1. Notification Air, hotel and car rental cancellations must be completed as soon as possible if there is a change in your travel plans. Cancellations are to be made through the approved travel agency, CONCUR or their toll free emergency after hours hotline 866.236.4218 or 952.226.9090.

2. Hotels. As a matter of course, NVA’s travel agent will guarantee hotel accommodations for late arrival using the traveler’s Corporate Visa credit card. Employees are responsible for canceling hotel rooms. A cancellation number and name of the hotel employee contacted should be obtained. This helps in cases of “no show” billing disputes.

3. Penalties. Any cancellation penalty must be accounted for on the travel expense report and will be charged to the employee’s department.

4. Exchanged and Unused Tickets. Airline ticket exchanges are to be through the issuing travel service provider. Unused airline tickets are to be returned to the issuing travel agency for refund/credit within one week of trip completion.

F. Accompanied Travel

In order to protect the interests of NVA, it is best practice to limit the number of employees traveling together on a single flight. When booking travel, the below considerations are to be made:

a. No more than two (2) corporate officers should travel on the same aircraft.

b. No more than two (2) immediate subordinates should travel with each officer on the same aircraft.

c. No more than ten (10) NVA company employees should travel together on the same aircraft.

G. Traveler Profile

A traveler profile is a record of personal and corporate travel information for an individual. For example, the travel profile would indicate seating preference (aisle vs. window) to the travel agency. To ensure the best service, travelers should periodically update their traveler profile, which is kept confidential.

H. Meals

NVA will reimburse actual expenses for personal meals and beverages while on business travel, with certain exceptions. Personal meals are defined as meal expenses incurred by the traveler when dining alone or with fellow NVA travelers on an out of town business trip. No meal allowance will be given when the airlines, hotels, seminars or others provide meals. NVA will reimburse only for actual amounts spent and does not provide a per diem for meals. Exceptions:

a. Management may establish exceptions for high cost locations.

b. When entertaining, good and reasonable judgment must be applied. Reasonable expenses will be reimbursed with the proper documentation.

III. PAYMENT METHODS

A. Company Charge Card (Visa)

1. NVA has entered into an agreement with Visa to offer its US employees a credit card at no cost to the employee.

2. The Corporate Visa credit card should be used for business purposes only.

3. In no instances will NVA be liable for any employee personal charges. The card is a convenience offered by NVA to facilitate travel and associated business expenses.

B. Paid by Employee, Reimbursement by Expense Report

IV. EXPENSE REPORTING

A. Company Charge Card (Visa)

Updates coming soon.

B. Paid by Employee, Reimbursement by Expense Report

Appropriately documented expense reports should be completed within two weeks following the traveler’s return from a business trip. A business trip is defined as any business-related travel that will require the employee to be away from home overnight at NVA’s request.

1. Reimbursements will be made once the expense report has been submitted and approved by the employee’s manager

2. Traveling personnel must maintain an adequate record for each trip and should include all pertinent information in support of each expenditure. Pertinent information includes, but is not limited to, who/what/why/when/how much.

3. Receipts showing the itemized expense are required for all expenditures $25 or greater. All expenses should be reported by expense category rather than in total, e.g., meals charged to the hotel bill should be reported as meals, not lodging. The receipts should be attached to a sheet of paper in a manner that facilitates review and photocopying.

4. Required documentation for expenses is as follows:

a. Airfare: passenger receipt

b. Hotel: folio plus proof of payment

c. Car Rental: detailed receipt issued upon return of vehicle

d. Meals and Entertainment: itemized detail or cash register receipt for items paid

e. Other: itemized detail or cash register receipt for items paid

5. Foreign currency should be translated based on the expensed item rates appearing on the automated expense report system, Concur.

6. To satisfy local tax requirements, each expense report must briefly explain the business purpose for any travel. Expenses for business entertainment (including hosted meals) must detail the type of entertainment, name of establishment, guests’ names, business affiliation, and the business purpose of the entertainment. Failure to provide all the necessary information may result in elimination of the expense from the total reimbursement amount or delay in payment until proper documentation is received.

7. Expense reports must be approved by the employee’s reporting manager. Any unusual items or amounts should be questioned and must be fully explained.

8. Each manager is responsible for the careful review and approval of expenses reported by his/her employees. The manager is also to ensure that the expenses were necessary and reasonable to accomplish Company objectives, and that expenditures were in accordance with this Policy.

9. After approval by the appropriate manager, a printed copy of the expense report together will all receipts should be submitted to Accounting for audit, processing, and reimbursement. Reimbursement normally will be made to the employee within two weeks after a properly completed expense report has been received by Accounting. Employees are strongly urged to make a copy of completed expense reports and receipts for their file.

10. NVA will refuse reimbursement to any employee for expenditures that are not reasonable and proper.

PDP Training Guide

Table

CongratulationsandWelcome!

The5“Ws”ofthePeerDevelopmentPartnerProgram

WhoareNVAPeerDevelopmentPartners?

WhatdoPeerDevelopmentPartnersdo,what’sinitforme?

Wheredothingshappen?

Whendoesthisprogramtakeplace?

WhydowehavePDPs?

Onemore“W”

Whoyoupartnerwith:FellowHospitalManagers

Andan“

Howtoconnectwithyourmentee:

PeerDevelopmentPartnerProgramOverview

1. Program Goals:

2. Peer Development Partner support scope:

3. Commitment/ask of you?

4. Who’s your main point of contact? The Transition Group

ExistingLocation:HMOnboardingOverview

First30Days

First60Days

First120Days

Checklist

GettingStarted Week1

“PuppyStage”

Activity/Tasks

TheFirst30Days

Stage”

Activity/Tasks

TheFirst30Days

Partner(s)

Transition

Transition

Stage”

TheFirst

Days

Objective Key Activity Facilitator(s)

Field Leader

NewAcquisitionHospitalManagers

What Transition Group (TG) tells new acquisition HMs:

TransitionGroup’sCoverageforAcquisitionsites

NewAcquisitionNuances

ImportantpointsoverviewforyourfirstPDPVisit

(Usuallyinmonth3)

Site Operations

Site Culture/ HR

Payroll

Health & Ancillary Insurance

IT

Financials/Labor

Hospital Policies & Handbook

Marketing

Recruiting

JV Locations

Workshops

Other Items

TrainingModuleOverview:NewAcquisitions

Module1:BasicOnboarding(PuppyStage)

ChecklistforFirstVisit

☐ Cash handling: Policy, Petty Cash, Cash Drawer, AR, Collections

☐ CapEx

☐

Visa use/process

☐ Payroll

☐ HR policies

☐ Recruiting

☐ SIP bonus & Staff engagement *Discuss with caution!

☐ NVAShare & Talent Unleashed

Module2:ProgressiveSkills(AdultStage)

Checklistfor SecondVisit

☐ Timekeeping & Labor Management

Inventory Management

☐ SOO & Division Specific Financial Reports

☐ BOARD BI

☐ Marketing/Social Media/Initiatives

☐

Continuing Education/Talent Unleashed/Discount Tuition

☐

Expectations of your DLT

Module3:LifeSkills(SeniorStage)