XLVets Working together


The value of XLVets ultimately lies in the strength and performance of its individual member practices. Therefore the XLVet Board expects that they will wish to ​explore new markets and channels​ of distribution and identify ​innovative business p​ractices in order to meet existing and anticipated customer needs. As such, the Board anticipate that member practices will ​expand and grow​ their businesses through merger and acquisition and entering into new and novel business partnerships and ventures.

Being a member of XLVets must not place limit on a member practice’s ability to grow as long as that business activity is within the law and the RCVS professional guidelines. However, a spirit of cooperation​ by members is also fundamental to ensure the success of XLVets.


1. What constitutes a new XLVet member or shareholder?

This is best addressed by examining the matter from the perspective of key stakeholders. Namely: clients, XLVet members, other practices, supplier companies, industry organisations and others such as DEFRA, ADAS, EBLEX, Dairy Co etc

The following criteria will be used to determine whether any new business expansion or venture undertaken by an existing member represents either:

  • An extension of that existing member, which is covered by the existing share or
  • A new and separate membership, requiring application for membership through the established protocols, the purchase of a separate share and monthly membership fee

The new business entity or venture will be considered to be an extension of the existing business if all of the following criteria are met.

  1. It utilises the same brand, co-brand or trading style as the existing member in such a way that there is a​ clear linkage​ in the mind of the client that that the two businesses are part of one entity. In the case of any doubt, the XLVet Board will rule and may ask the existing member to provide evidence to demonstrate this linkage.
  2. If the new business venture is not owned outright by the existing member, the existing member must have and maintain a ​majority or controlling shareholding​ in the new business.
  3. The new business is engaged in the provision of ​veterinary services



2. How does XLVets ensure the integrity of the XLVet brand in respect of its use both by existing and in-coming new members?

Brand value ​principally lies with our clients​; their attitudes and perceptions should form the basis for auditing and monitoring the perception of brand value. For this reason a standard client questionnaire and survey technique have been developed to determine the key items on which the clients of XLVet members place value, what are their core needs and how well are these being met by the practice.

It is anticipated that with time this research will be conducted across all XLVet member practices as it forms a part of excellence in practice. However, the Board may ask any member to carry out this research including new members or those members undergoing significant changes to their businesses. Further research will be conducted with other parties such as suppliers and industry partners. Should the Board find that the value of the XLVet brand is being undermined, it will ask that member to propose its action plan, and failing a satisfactory response the Board will meet to consider removing that member from the group.

The Board considers that in order deliver the brand value of ‘Excellence in Practice’ all member practices must firstly be registered within the framework of the profession’s own governing body’s auditing and standards scheme. As such all XLVet members are required to attain ‘General Practice’ (Tier 2) status of the RCVS Practice Standards scheme. The core principle of sharing of expertise, experience and knowledge within the group will ensure that support and synergy of effort is provided to all members to achieve and maintain these standards.

Secondly, specific criteria will be required by third party organisations who wish to work in partnership with XLVets. (e.g. GCPv accreditation for trial work). These specific standards will be addressed over time on a case by case basis and each and any new requirement will be explained clearly and justified to all members. The most relevant skill sets will be identified (after discussion with appropriate potential third party partners) and training courses put in place for XLVet members under the pillars of ‘People’ and ‘Clinical excellence’ to ensure that these skills are in place as the group moves forward.


3. Competition between member practices.

Membership of XLVets must not place limits on a member practice’s ability to grow as long as that business activity is within the law and RCVS professional guidelines. The reality is that competition will exist​ between member practices and it may come from activities that go beyond simple geography. In order to ensure the optimisation of the gains that can be made by collaboration, such competition must be ​managed to the benefit​ of the individuals and group at large.

The XLVet Board considers that its role is to not to provide specific rules but rather ensure a framework and environment exists to help member practices ​work in a collaborative manner. ​A list of specific rules isn't how we work best as a community and it won't cover all eventualities. To this end the following guidelines are provided:

Emphasis is given to the ​level of engagement​ shown by all member practices in XLVet activities, particularly in local, quarterly, regional meetings for all practice staff members; incorporating CPD, business and social themes. These meetings are co-ordinated regionally by XLVet members.

All members are asked to ​consider their actions​ on the win:lose table. In particular they are encouraged to consider the gains that can be made by discussing the matter with other potentially affected member practices before participating and/or finalising new ventures. Members are advised that they can speak directly in confidence with the Chief Executive for impartial opinion.

If any member practice’s actions have led to a breakdown or decrease in collaborative behaviour within the group, it will be investigated by the XLVet Board. The XLVet Board will ​not be judgemental or prescriptive ​in these matters but will ​simply identify​ and highlight the issues that they believe have lead to the non-cooperative activity. Consistent displays of non-cooperative behaviour are unlikely to be conducive to a practice remaining an effective and valued member of the XLVet community.


Four Behaviours to get the best out of collaboration

1. Think about your first move. How will it be perceived: as "a take" or "a give"? If you start by being friendly with "a give" the principle of reciprocity kicks in. People are much more likely to work with you. Start with “a take” and you are likely to trigger a kick-back.

2. Whenever you perceive behaviour that is not collaborative, you must boldly and firmly challenge it. Don't delay. Don't sweep it under the carpet. Tell it how it is. And talking to third parties won't fix it; you need to talk to the person who is doing the non-collaborative behaviour - politely but firmly.

3. But you then have to forgive & try again; unless you want to be locked into a stalemate or even worse a nihilistic spiral downwards - you've got to move on.

4. And finally (and from the very beginning) don’t be envious - focus on what you need to get out of the collaboration. And don’t fall into the old trap of getting hung up on what the other party gains from the collaboration.

It's not easy; but that's a good thing. It makes it difficult for others to copy us and gain the advantages that we can enjoy through co-operation.