Progress 09/01/20 to 08/31/23
Outputs
Target Audience:The target audience reached during the grant period includes cattle and small ruminant producers including current and new clients in the shortage situation. No social or economic data is gathered from our clients. Changes/Problems:A significant delay in year 1 project activities resulted from the squeeze chute being delivered six months behind the anticipated schedule due to COVID supply chain issues. Additionally, it took significantly longer than expected to move the squeeze chute into the building and modify the facility to accommodate its larger size. This resulted in significantly less increase in bovine services than originally proposed for year 1. The proposed hiring of the 50% food animal RVT did not take place as planned, as not enough increase in service demand had been realized to justify the expansion. Additionally, it has been determined to be prohibitive to recruit and hire an RVT from this area with the requisite skills and experience to perform large animal work under indirect supervision. An unforeseen outcome was the addition of Okmulgee Sale Barn Starting in April 2021. This impacted 402 head of cattle and an estimated 100 producers through pregnancy checks and health inspections during year 1. The Okmulgee Livestock Auction ceased cattle sales in September 2021. In November 2021, a second sale barn contract at Checotah Livestock Market was added, continuing beyond the end of the grant period. This impacted 13,741 head of cattle and an estimated 350 producers through pregnancy checks, breeding soundness exams, and health inspections during the grant period. The barn serves Muskogee, Okmulgee, Hughes, Haskell and Pittsburg counties, so the majority of these cattle and producers can be assumed to be located within the shortage situation.Another unforeseen development was the sale of Stigler Livestock Auction in January 2022. With the new ownership, sale numbers have increased dramatically, resulting in greater numbers of livestock and producers served through this sale barn. Of special note in year 2 was the catastrophic flood event referenced above that occurred May 4-5 resulting in complete clinic closure for two weeks, and half day operating hours for three months. Flood recovery efforts meant that Dr. Walkup, practice owner and food animal veterinarian divided his time between medicine and construction activities from May to December 2022. This significantly decreased progress on goals under the funded program. Due to the flood, a budget modification allowed funds previously allocated to RVT staffing that proved infeasible to be reallocated to replacement of equipment and supplies as well as salary for the existing food animal assistant. This enabled food animal services to continue at decreased hours through the last three months of year 2 and the first three months of year 3. This decrease in doctor time to provide services resulting from flood recovery efforts and reduced clinic hours has resulted in lower than projected numbers of new clients and patients served in years 2 and 3. Also following the flood, former practice owner and high-volume small animal associate Dr. Tim Synar retired and has not been replaced. As a result, Dr. Walkup has had to dedicate significant time to small animal work in year 3, reducing available time for food animal medicine. A deviation from anticipated project outcomes was a decrease rather than an increase in number of farm calls during year 1. This can be attributed to decreased client income and use of services due to COVID related job loss or furloughs. Additionally, it should be noted, the original baseline of 19 farm calls per month was significantly overestimated. For years 2 and 3, the baseline for comparison was 7 per month with a target increase to 10 per month. While this targeted increase is lower than the originally proposed increase, several factors affect this number. First, the addition of sale barn contracts at Okmulgee Livestock Auction for part of 2021 and Checotah Livestock Market in 2021 through present reduces the veterinarian's time available for producer farm calls by one or more days per week, as it is not uncommon to spend an extra day or half day at CLM prior to sale day when large consignments are delivered early. In year 2, farm calls decreased slightly over year 2 as the new squeeze chute shifted a number of appointments from farm calls to in-clinic visits due to the increased capabilities and safety offered by the chute. In 2023, farm call numbers returned to year 1 levels. A producer survey was not conducted due to the logistical difficulties of surveying food animal producers. While online surveys are the current best practice for data collection, the target population tends to be technology averse. Thus, mailed or in person surveys would be indicated. However, anticipated response rate to mailed surveys is low, and due to COVID in person surveys are not a viable option. Other changes from the proposed workplan include the inability to host more than 1 producer education event resulting from COVID, and the flood disaster. With the loss of the practice manager during year 3, social media marketing was discontinued due to inadequate staff resources. What opportunities for training and professional development has the project provided?
Nothing Reported
How have the results been disseminated to communities of interest?
Nothing Reported
What do you plan to do during the next reporting period to accomplish the goals?While this is the final report for the three-year grant, plans for years three and four include continuing to increase the number of food animal patients,clients and farm calls. A former veterinary assistant in the practice will graduate vet school in 2025 and plans to join the practice as a small animal practitioner. This will relieve Dr. Walkup of small animal duties, enabling him to focus solely on food animal work.
Impacts
What was accomplished under these goals?
Goal 1: Increase availability of and access to veterinary services. Objective 1.1: Increase efficiency of food animal operations to maximize clients served. All the proposed equipment was purchased, installed and put into service in year 1. The equipment includes hydraulic tilt squeeze chute and food animal scales, food animal x-ray plate, and portable food animal ultrasound machine. The new equipment enabled expansion of services including ultrasound, radiography and bovine hoof procedures. Due to COVID supply chain issues and challenges with facility modification, the squeeze chute installation occurred significantly later than anticipated (completed mid-August 2021). In year 2, it was determined the proposed addition of a food animal RVT would not result in significant benefit to the practice in terms of numbers of clients and patients served. Therefore, this action was not taken. Objective 1.2: Determine producer needs and gaps in service. Due to the rural nature of the practice and associated connectivity issues as well as the cost and proven ineffectiveness of direct mail returns, formal producer surveys were not implemented to determine gaps in service. Instead, we employed informal one on one interviews during service visits to assess producer needs. This has revealed that the one of the largest service gaps in the area was for bovine hoof trims as most area veterinarians do not have tilt-capable squeeze chutes to facilitate the work. This conclusion is further borne out by the large number of bovine hoof trims procedures we do using the new squeeze chute. Objective 1.3: Add new and enhance existing food animal services offered. Immediately after the installation of the squeeze chute in mid-August 2021, bovine hoof trims commenced. Additionally, the squeeze chute has increased the safety and comfort of all other bovine procedures. Additionally, the scales under the squeeze chute allow for more accurate dosing of medications, resulting in decreased producer cost and increased efficacy of medications. New ultrasound and radiography services were added for cattle and small ruminants. Goal 2: Increase producer awareness of services and knowledge of benefits of veterinary care to animal health and operation profitability. Objective 2.1: Market services to producers throughout the current practice area. Food animal focused educational and informational content was posted to Facebook periodically during years 1 and 2 for a total of 28 posts. Due to the practice-wide focus on flood recovery during May - December 2023, social media marketing was discontinued and not resumed in year 3 due to the loss of the practice manager responsible for this task. New equipment and capabilities were effectively marketed through word of mouth to clients and area producers. Objective 2.2: Increase producer knowledge about the benefits of veterinary care to animal health and operation profitability in each county of the practice area. One producer seminar was presented in year 1. Due to COVID, attendance was low at only 7 individuals. In year two we initiated an educational partnership with Oklahoma State University Cooperative Extension Service to increase producer awareness of BSE evaluations in herds. We had planned to hold a series of breeding soundness exam clinics with the first one scheduled for May 5. Unfortunately, the night of May 4, the clinic flooded catastrophically, resulting in the cancellation of this clinic. Recovery efforts since then have precluded holding any educational clinics since that time. Since flood recovery was completed, OSU Extension has had challenges with staffing and facilities and has been unable to partner with us in Year 3. Key Outcomes Year 1 One community outreach event was presented during year 1 with seven in attendance. Number of food animal farm calls during year 1 was 61. 50 new food animal clients were added. This includes 34 new bovine clients and an estimated 1,190 new bovine patients (based on average herd size of 35 head). Other species represented are caprine (8 clients), ovine (1 client), and porcine (7 clients). Year 2 Number of food animal farm calls during year 2 was 53. 35 new food animal clients were added. This includes 18 new bovine clients and an estimated 630 new bovine patients (based on average herd size of 35 head). Other species represented are caprine (14 clients), ovine (2 clients), and camelid (1 client). Year 3 62 food animal farm calls were made in year 3. It is significant that with the addition of the squeeze chute, a greater number of bovine patients were seen in the clinic, while at the same time, food animal farm calls did not decline from year 1 prior to installation of the new squeeze chute. This indicates an overall increase in the number of calls, as there was a definite shift from farm calls to in clinic appointments for certain procedures. 59 new clients were added. This includes 32 new bovine clients and an estimated 1,120 new bovine patients (based on average herd size of 35 head). Other species represented are caprine (13 clients), Ovine (4 clients), porcine (1 client, 7 head), and poultry (3 clients). In year 3, 227 head of cattle passed through the new squeeze chute, and zero onsite injuries to DVM, staff or patients were incurred. 47 hoof trims were completed in year 3 compared to 2-3 per year prior to chute acquisition. Three-year outcomes totals are as follows. 1 community outreach event was held. 176 food animal farm calls were made. 144 new food animal clients were added: 84 new bovine clients and an estimated 2,940 bovine patients. Other species represented are caprine (35 clients), Ovine (7 clients), porcine (8 clients), and poultry (3 clients). One new weekly cattle sale barn, Checotah Livestock Market, was added in November 2021 impacting 5,023 head and an estimated 250 producers in year 2 and 8,718 head and an estimated 300 producers in year 3. As the sale barn is situated at the center of the shortage situation and serves Muskogee, Mcintosh, Okmulgee, Pittsburg, and Haskell Counties, it can be inferred that the majority of these cattle and producers are located within the shortage situation. A challenge is the difficulty in determining herd size for non-bovine food animal producers. There is not a published average herd size for our area as producers are reluctant to share the size of their herds. Because small ruminant and porcine producers do not commonly use veterinary services on a whole herd basis, it is impossible to collect accurate data on client herd size for these producers.
Publications
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Progress 09/01/21 to 08/31/22
Outputs
Target Audience:
Nothing Reported
Changes/Problems:Of special note is the catastrophic flood event referenced above that occurred May 4-5 resulting in complete clinic closure for two weeks, and half day operating hours for three months. Flood recovery efforts have meant that Dr. Walkup, practice owner and food animal veterinarian has divided his time between medicine and construction activities for the last three months of the reporting period. This has significantly decreased progress on goals under the funded program. Due to the flood, a budget modification allowed funds previously allocated to RVT staffing that proved infeasible to be reallocated to replacement of equipment and supplies as well as salary for the existing food animal assistant. This enabled food animal services to continue at decreased hours through the last three months of the reporting period. This decrease in doctor time to provide services resulting from flood recovery efforts and reduced clinic hours has resulted in lower than projected numbers of new clients and patients served during the reporting period.? What opportunities for training and professional development has the project provided?
Nothing Reported
How have the results been disseminated to communities of interest?
Nothing Reported
What do you plan to do during the next reporting period to accomplish the goals?During the next reporting period, we will resume working with OSU extension and pharmacy representatives to present the planned producer education events. We will also continue word of mouth outreach about our services to continue reaching new clients and patients.
Impacts
What was accomplished under these goals?
Goal 1: Increase availability of and access to veterinary services. Objective 1.1: Increase efficiency of food animal operations to maximize clients served. In year 2, it was determined the proposed addition of a food animal RVT would not result in significant benefit to the practice in terms of numbers of clients and patients served. Therefore, this action was not taken. Objective 1.2: Determine producer needs and gaps in service. Due to the rural nature of the practice and associated connectivity issues as well as the cost and proven ineffectiveness of direct mail returns, formal producer surveys were not implemented to determine gaps in service. Instead, we have employed informal one on one interviews during service visits to assess producer needs. This has revealed that the one of the largest service gaps in the area was for bovine hoof trims as most area veterinarians do not have tilt-capable squeeze chutes to facilitate the work.This conclusion is further borne out by the large number of bovine hoof trims procedures we do using the new squeeze chute. Goal 2: Increase producer awareness of services and knowledge of benefits of veterinary care to animal health and operation profitability. Objective 2.1: Market services to producers throughout the current practice area. Food animal focused educational and informational content was posted to Facebook periodically during year 2 for a total of 10 Facebook posts. New equipment and capabilities were marketed through word of mouth. Objective 2.2: Increase producer knowledge about the benefits of veterinary care to animal health and operation profitability in each county of the practice area. In year two we initiated an educational partnership with Oklahoma State University Cooperative Extension Service to increase producer awareness of BSE evaluations in herds. We had planned to hold a series ofbreeding soundness exam clinics with the first one scheduled for May 5. Unfortunately, the night of May 4, the clinic flooded catastrophically, resulting in the cancellation of this clinic. Recovery efforts since then have precluded holding any educational clinics since that time. We plan to resume this course of effort in year three after flood recovery is complete. 35 new food animal clients were added. This includes 18 new bovine clients and an estimated 630 new bovine patients (based on average herd size of 35 head). Other species represented are caprine (14 clients), ovine (2 clients), and camelid (1 client). A challenge is the difficulty in determining herd size for non-bovine food animal producers. There is not a published average herd size for our area as producers are reluctant to share the size of their herds. Because small ruminant and porcine producers do not commonly use veterinary services on a whole herd basis, it is impossible to collect accurate data on client herd size for these producers.?
Publications
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Progress 09/01/20 to 08/31/21
Outputs
Target Audience:The target audience reached during this reporting period includes cattle and small ruminant producers including current and new clients in the shortage situation. No social or economic data is gathered from our clients. Changes/Problems:A significant delay in project activities resulted from the squeeze chute being delivered six months behind the anticipated schedule due to COVID supply chain issues. Additionally, it took significantly longer than expected to move the squeeze chute into the building and modify the facility to accommodate its larger size. This resulted in significantly less increase in bovine services than originally proposed for year 1. The proposed hiring of the 50% food animal RVT did not take place as planned, as not enough increase in service demand had been realized to justify the expansion. Additionally, it has been determined to be prohibitive to recruit and hire an RVT from this area with the requisite skills and experience to perform large animal work under indirect supervision. For this reason, I will request a modification to the work plan and budget to reallocate part or all of these funds. An unforeseen outcome was the addition of Okmulgee Sale Barn starting in April 2021. This impacted 402 head of cattle and an estimated 100 producers through pregnancy checks and health inspections during year 1. The Okmulgee Livestock Auction ceased cattle sales in September 2021. A deviation from anticipated project outcomes was a decrease rather than an increase in number of farm calls during year 1. This can be attributed to decreased client income and use of services due to COVID related job loss or furloughs. Additionally, it should be noted, the original baseline of 19 farm calls per month was significantly overestimated. Going forward, the baseline for comparison will be the 7 per month with a target increase to 10 per month. While this targeted increase is lower than the originally proposed increase, several factors affect this number. First, the addition of a new sale barn contract in November 2021 reduces the veterinarian's time available for producer farm calls by one day per week, while increasing the veterinarian's time spent on food safety efforts and increases networking with farmers andranchers in the shortage situation. Additionally, the new squeeze chute increases the difference in safety for livestock, owner, and veterinarian between procedures done in clinic and procedures done in the field. This has resulted in more haul-ins, thereby reducing the number of farm calls. A producer survey was not conducted due to the logistical difficulties of surveying food animal producers. While online surveys are the current best practice for data collection, the target population tends to be technology averse. Thus, mailed or in person surveys would be indicated. However, anticipated response rate to mailed surveys is low, and due to COVID in person surveys are not a viable option. What opportunities for training and professional development has the project provided?One producer seminar was held with seven producers in attendance. How have the results been disseminated to communities of interest?Grant activities and new equipment have been publicized via word of mouth to clients and community. What do you plan to do during the next reporting period to accomplish the goals?During the next reporting period, activities will be undertaken according to the approved application. Additionally, as planned for year 1, a producer outreach event will be held to inform producers of new capabilities in ultrasound and radiograph and demonstrate the equipment.
Impacts
What was accomplished under these goals?
Goal 1: Increase availability of and access to veterinary services. Objective 1.1: Increase efficiency of food animal operations to maximize clients served. All the proposed equipment was purchased, installed and put into service. The equipment includes hydraulic tilt squeeze chute and food animal scales, food animal x-ray plate, and portable food animal ultrasound machine. The new equipment enabled expansion of services including ultrasound, radiography and bovine hoof procedures. Due to COVID supply chain issues and challenges with facility modification, the squeeze chute installation occurred significantly later than anticipated (completed mid-August 2021). Objective 1.2: Determine producer needs and gaps in service. No producer surveys were completed in year 1. Producer surveys are planned for the first half of year 2. Objective 1.3: Add new and enhance existing food animal services offered. Immediately after the installation of the squeeze chute in mid-August, bovine hoof trims commenced. Additionally, the squeeze chute has increased the safety and comfort of all other bovine procedures. Additionally, the scales under the squeeze chute allow for more accurate dosing of medications, resulting in decreased producer cost and increased efficacy of medications. Goal 2: Increase producer awareness of services and knowledge of benefits of veterinary care to animal health and operation profitability. Objective 2.1: Market services to producers throughout the current practice area. Food animal focused educational and informational content was posted to Facebook periodically throughout year 1 for a total of 18 posts Objective 2.2: Increase producer knowledge about the benefits of veterinary care to animal health and operation profitability in each county of the practice area. One producer seminar was presented. Due to COVID, attendance was low at sevenindividuals. Key Outcomes for Year 1 One community outreach event was presented during year 1 with seven in attendance. Number of food animal farm calls during year 1 was 61. 50 new food animal clients were added. This includes 34 new bovine clients and an estimated 1,190 new bovine patients (based on average herd size of 35 head). Other species represented are caprine (8 clients), ovine (1 client), and porcine (7 clients). A challenge is the difficulty in determining herd size for non-bovine food animal producers. There is not a published average herd size for our area as producers are reluctant to share the size of their herds. Because small ruminant and porcine producers do not commonly use veterinary services on a whole herd basis, it is impossible to collect accurate data on client herd size for these producers. Under Goal 2: New equipment and capabilities were marketed through social media and word of mouth. Due to COVID, only one producer seminar was able to be held, and attendance was significantly lower than projected.
Publications
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