Keystone Veterinarian Fall 2025 by Hoffmann Publishing Group

HERE WE GROW AGAIN!

Please join us in welcoming the newest full-time member of the VDS® Chadds Ford clinical team: Becca Feuer, VMD

We’re excited to share that Dr. Becca Feuer has officially joined our Chadds Ford team as a full-time veterinarian!

Dr. Feuer recently completed her residency in Dentistry and Oral Surgery right here at VDS®, and we couldn’t be more thrilled to have her continue with us in this new role.

A graduate of the University of Pennsylvania School of Veterinary Medicine, Dr. Feuer is dedicated to enhancing patients’ quality of life through advanced oral health care.

Since opening our doors in 2019, we’ve continued to grow thanks to your ongoing trust in our team. We are deeply grateful for your support and honored to provide your clients and patients with exceptional specialty care.

VDS® is the only referral practice in the nation dedicated to advanced dentistry and oral surgery for pets where a full-time board-certified veterinary dentist and a board-certified veterinary anesthesiologist are on staff to ensure the safest and most comfortable experience… and the best possible outcome.

Subscriptions:

The Keystone Veterinarian is mailed to PVMA Members at no charge as a member benefit. Subscriptions are available to non-members for $30/year or $10 for a single issue. Please contact Membership@PaVMA.org if you’re interested in receiving the Keystone Veterinarian magazine.

Notice to Readers:

Neither this publication, Hoffmann Publishing, nor PVMA assumes responsibility for material contained in articles and advertisements published, nor does publication necessarily constitute endorsement or approval of the advertiser, product, service or author viewpoint by the Keystone Veterinarian, its editors and publishers or the Pennsylvania Veterinary Medical Association. In addition, neither this publication nor PVMA guarantees the accuracy, reliability or completeness of any facts, views, opinions, recommendations, information or statements contained within this publication.

Reproduction in whole or in part is prohibited without the permission of the Pennsylvania Veterinary Medical Association.

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On the Cover:

Team members at Brandywine Valley Veterinary Hospital after completing CPR training. Read Improving Veterinary Technician Utilization, Unlocking the Full Potential of the Team, page 6.

The Pennsylvania Veterinary Medical Association is dedicated to ensuring the vitality of the veterinary profession by promoting excellence in veterinary medicine, advancing animal health and welfare, and protecting and enhancing human health. PO Box 468, Elizabethtown, PA 17022 717.220.1437 | Info@PaVMA.org | PaVMA.org

EXECUTIVE COMMITTEE

President: Andrea Honigmann, DVM

President-Elect: Jeffrey Dill, DVM

Vice President: Andrea Carr, DVM

Past-President: Rhett Proctor, DVM

Secretary/Treasurer: Thomas Munkittrick, DVM

22 Building a Healthier Veterinary Practice: Why HR, Benefits, and Insurance Matter

24 A Grain of Truth: Nosy Neighbors

27 Beyond Hiring: Creating Environments Where Veterinary Talent Thrives—A Connector’s Perspective

32 Relief Staffing as a Business Strategy: Moving from Stopgap to Growth Driver

34 Keystone Veterinary Conference: New Venue, New Faces, and a Bright Future

35 In Memoriam: John G. Emerson, VMD

35 Purple Leash Project

36 Classified Ads

BOARD OF TRUSTEES

Western Region Trustee: Erin Johnson, DVM

Metro Philadelphia Region Trustee: Jill Stetz, VMD

North Central Region Trustee: Jim Zeliff, DVM

South Central Region Trustee: Stephen Foulke, DVM

Equine Veterinarian At-Large: James Holt, VMD

Production Animal Veterinarian At-Large: William Croushore, DVM

Academic Veterinarian At-Large: Alessandro Lamacchia, VMD

Certified Veterinary Technician At-Large: Alyssa Killian, CVT

AVMA Delegate: Tina Dougherty, VMD

AVMA Alternate Delegate: Kate Boatright, VMD

Student At-Large: Christian Nase

Message from the President

Andrea Honigmann, DVM 2025-2026 PVMA President Scientific Committee Chair

Greetings from the Western side of our Commonwealth!

First, for those who attended Keystone Veterinary Conference in Harrisburg, I want to extend a very heartfelt “thank you,” for your participation and attendance. I know it was different than what you are used to, but I hope that each of you took something away from it that has helped you in your practices since you returned. Let me assure you that what is coming in 2026 at Kalahari is going to be absolutely over-thetop for both education and connection. As we start to release the confirmed speakers, please know that we are working hard as your organization to bring top notch educational speakers right here to Pennsylvania. Some of those same names you’ve seen on the stage at AVMA, VMX, or Fetch will be showing up here in PA! We are bringing them close to home, and it is all to benefit our membership!

recommends.” Rather, it is “this test can help us detect disease before it makes your dog/cat sick.” I am sure many of us have stories that involve a pet that sticks in our minds where preventive medicine would have been helpful weeks to months ahead of a pet becoming ill. Focusing our efforts on preventive medicine can actually mean fewer sick visits for our clients and patients. It also hopefully equates to more opportunities for clients to bond with their pet in their own unique ways—whether that’s playing ball in the yard, going to the beach, or hikes on one of the many trails in PA.

Great things are done by a series of small things brought together.

”

— Vincent Van Gogh

I am writing to you as your President, after years of serving in various organized veterinary medicine roles since graduation. But for those of you who do not know me, I am a general practitioner in western PA, where I am a partner doctor for Heart + Paw. Up until 2019, I was an associate doctor, practicing high quality medicine, with the understanding that when one practices on that level with a strong focus on client care, compassion, and attention to detail, the numbers will just come naturally. I did not understand the levers that control the business side of the practice. Once or maybe twice a year, a manager would have the production numbers meeting, and the bottom line was usually flatly presented, with either “do better” or “great job,” each year. (Apologies to my past managers, it wasn’t quite like this, but the point being it was a conversation that did not resonate with me as an associate doctor.)

Now in my role as a partner doctor with two associate doctors, I have learned to read a profit and loss statement and understand the inside details that can change a business both positively and negatively. I have learned what small and sometimes larger changes can do on both a macroscopic and microscopic level to contribute to the change in the practice. Each of those changes does have an effect, even if it is not seen right away.

I think one of the best ways to see change is to emphasize preventive medicine, particularly the value of preventive diagnostics for pet owners. However, there is a certain nuance that is required to present that message to clients on a level that makes sense to them. It is not just what we need to do or (for the CVTs/VAs) “what the doctor

Making our pet parents understand these reallife benefits allows them to make the choice for preventive care without thinking about whether it’s just something to add to the invoice. Rather, they see it as something relatable to them on an individual level. By making this small change in how we present the idea of preventive care, such as a tick-borne illness test, we can make larger changes in the lives of the pets we see and promote a healthy business. It is important to emphasize and coach the doctors on small changes in communication with the clients to get to this point. Consider how a simple communication change that increases relationships and relatability of the veterinary team could increase compliance of a tick-borne disease test from 60% to 80%. This small change is a win all around—a win for pet owners, a win for the veterinary team, and a win for the doctor who may not have otherwise seen how something so small could contribute to their own personal growth in the practice.

For me, understanding the power of small changes is important, and I think it is an area where many associate doctors may like more feedback and guidance, especially if they need more from those semi-annual conversations with the manager or chief of staff. Information can be powerful, and this is just one small thing that is actionable right away if this is where your practice needs to focus (preventive care having many facets).

So, if you are a manager/chief of staff, consider how you could present this to your associate doctors. If they are seeking more information and craving understanding, give it to them. It could be a very meaningful conversation. Find out their “why” and brainstorm together to make an actionable plan. And above all else, include the entire veterinary team in the plan to make whatever small changes you identify that may change the macroscopic business.

Improving Veterinary Technician Utilization

Unlocking the Full Potential of the Team

By Alyssa Mages, BS, CVT, FVTE, CVO of Empowering Veterinary Teams®

In too many veterinary practices, credentialed veterinary technicians (CrVTs) are underutilized, limited by outdated workflows, unclear expectations, or lack of trust. This underutilization doesn’t just waste talent; it strains the entire practice, impacts patient care, and diminishes job satisfaction. It’s beyond time for this to change, so let’s talk about it!

Understanding Utilization

Utilization refers to how effectively a practice employs CrVTs within the full scope of their education and legal permissions. According to the 2023 AAHA Technician Utilization Guidelines, an optimally utilized CrVT should perform all clinical skills that do not legally require a veterinarian—from anesthesia induction and monitoring to client education, dental prophylaxis, and advanced nursing care.1 When this becomes misaligned, it not only reduces efficiency but also increases burnout risk across the team.

Why Utilization Matters

As veterinary professionals, we must recognize the vital role CrVTs play in ensuring the success of our practices. Proper utilization of technicians doesn’t just lighten the workload—it transforms the way a veterinary team functions and ultimately enhances patient outcomes, team health, and practice viability. Let’s break this down into three core areas:

1. Patient Care and Service Access

When CrVTs are empowered to practice at the top of their skill set, the entire team functions more efficiently. This allows the practice to accommodate more patients, without sacrificing the quality of care each one receives.

In fact, it often increases the depth of care, as veterinarians can focus on diagnostics, treatment planning, and procedures, while CrVTs manage the technical and nursing responsibilities within their scope. The result: more patients served, and each one receives more attentive, comprehensive care.

2. Team Well-Being and Longevity

When CrVTs are meaningfully engaged, their work becomes more rewarding and fulfilling. They feel respected, valued, and integral to the team’s success. This boosts job satisfaction, reduces burnout, and supports technician retention, which is critical to the long-term stability of veterinary practices.

3. Financial Sustainability

From a practice management perspective, appropriate CrVT utilization is also a financial strategy. When veterinarians are free to focus on the specialized responsibilities that only they can perform, and CrVTs handle the technical duties within their role, overall workflow improves and revenue increases. Practices that fully leverage their technicians see better financial stability and more consistent growth, creating a sustainable model that benefits the entire team— and their patients.

Building Trust Through Training

One of the most common barriers to full utilization is a perceived skills gap—even when that gap doesn’t exist. A veterinarian may hesitate to delegate anesthesia induction, for example, if they’ve never personally seen the CrVT perform it.

Structured training and competency assessments can bridge this divide. By providing clinical skills training through tools like EVTraining kits, simulation models, and workshops, practices can create a culture of continuous improvement. Documented competencies reassure veterinarians that tasks are being performed to standard, while giving CrVTs tangible proof of their capabilities.

Beyond clinical skills, human skills of communication, conflict resolution, time management, and client education are all vital areas where technicians will excel when given the right development opportunities.

Rethinking Workflow and Role Clarity

Clear job descriptions and protocols are essential for sustainable utilization. Each team member should know which tasks they are responsible for, which they can delegate, and which require veterinarian involvement by law. Practices can use “task shifting” strategies to redistribute responsibilities in a way that optimizes everyone’s time (See Figure 1). For example:

• CrVTs handle blood draws, catheter placements, anesthesia monitoring, dental procedures, client education, and patient discharge instruction.

• Veterinary assistants manage patient prep, basic restraint, equipment cleaning, and inventory.

continued on next page >

Figure 1: This bar graph demonstrates how workflow is distributed between veterinarians and credentialed technicians when CrVTs are utilized inefficiently (red) compared to when it is optimized (blue). Note that when workflow is optimized, responsibilities are shifted between team members to ensure that the day flows smoothly, and every task is handled by the appropriate team member to benefit not only the team, but the patients and clients. (Author’s Note: The data used in the creation of this graph is from the author’s experience. The graph is AI-generated.)

Helping veterinary practices

Improving Veterinary Technician Utilization: Unlocking the Full Potential of the Team

continued from page 7

Team members at Brandywine Valley Veterinary Hospital work on skills training with leaders from Empowering Veterinary Teams.

• Client service representatives oversee appointment scheduling, payment processing, and client communication outside of medical discussions.

Leadership’s Role in Utilization

Veterinary leadership must actively champion technician utilization by modeling effective delegation, staying informed about state practice acts and advocating for an expanded scope of practice, consistently assigning tasks within CrVTs’ responsibilities, providing essential resources such as equipment and training, and recognizing their contributions to patient care to reinforce their value and strengthen team morale.

It is important to identify gaps in utilization in order to correct them. Start by mapping out a “day in the life” for both CrVTs and veterinarians, tracking how time is spent, and which tasks are being handled by each role. Patterns emerge quickly: vets drawing blood, technicians answering phones, or credentialed staff doing janitorial work. This process should be approached without blame. Utilization gaps are often the result of habit, not malice. These gaps can be corrected through intentional restructuring of workflows and responsibilities.

The Retention Connection: Crunching the Numbers & the ROI on Retention

Retention and utilization go hand in hand. Technicians who are trusted to work at the top of their skills feel valued, engaged, and less likely to leave. Underutilization, on the other hand, drives frustration, burnout, and costly turnover. Effective retention strategies should make full utilization a core focus, supported by competitive pay, flexible scheduling, and mental health resources. This sense of value is a critical factor in reducing turnover in a profession already struggling with retention.

Why Does Retention Matter?

The cost of turnover in veterinary practices is high and farreaching. On average, it costs around $24,000 to replace one CrVT when factoring in hiring expenses and lost productivity.2 According to AAHA, it takes approximately 13 months to fill a CrVT position and 15 months to fill a DVM role, leaving teams strained for extended periods.2

Industry-wide, the impact is staggering, with $933 million lost annually from CrVT turnover and $928 million from DVM turnover.2 Adding to the challenge, employee pay sensitivity is significant; 40% of veterinary professionals report they would leave for just a 5% raise.2 Beyond the financial implications, turnover creates a ripple effect by disrupting continuity of care, straining team dynamics, and weakening client relationships, all of which can affect the overall success and stability of a practice.

Retention Benefits

When veterinary practices focus on strong retention and appropriate utilization of credentialed veterinary technicians, the benefits extend across the entire team. Effective utilization reduces attrition and turnover by empowering technicians to work at the top of their skill set, which in turn boosts engagement, productivity, and job satisfaction. This stability supports continuity of care, strengthens client trust, and helps prevent burnout by distributing responsibilities more effectively. As a result, teams remain balanced, clients are happier, and practices see improved compliance and repeat visits—creating lasting positive outcomes for patients, people, and the practice itself.

Moving From Awareness to Action

For many practices, the biggest hurdle to improving utilization is inertia. With planning, communication, and a commitment to training, practices can transition smoothly to a model where technicians practice at the top of their license. The payoff is better patient care, more efficient appointments, higher revenue, and a team that feels empowered.

Try utilizing the ROI calculator below to see the financial impact of fully utilizing your CrVTs:

Loaded Annual Cost per CrVT (salary + benefits)

Expected Additional Billable Revenue per Vet (Conservative)

Expected Additional Billable Revenue per Vet (Optimistic)

Number of Veterinarians

Number of Additional CrVTs

Team training can be done efficiently using mannequins and other models. Courtesy of Doylestown Veterinary Hospital.

Measuring Success

Keep in mind that improving CrVT utilization is an ongoing process that requires regular evaluation. Key performance indicators (KPIs) can help track progress, such as:

• Number of appointments per veterinarian per day

• Revenue generated per technician hour

• Surgical or dental procedure throughput

• Client satisfaction scores

• Technician retention rates

• Anonymous surveys from technicians

• Regular 1:1 meetings

Final Thoughts

Improving veterinary technician utilization is both an efficiency measure and an investment. By fostering trust, following best practices, and providing ongoing training, leaders can enhance care quality while building a workplace where every team member thrives.

As the AAHA guidelines emphasize, “Full technician utilization is not a luxury; it’s the standard of care.” Let’s make it so.

References

1. American Animal Hospital Association (AAHA). 2023 AAHA Technician Utilization Guidelines. Journal of the American Animal Hospital Association. https://www.aaha.org/technicianutilization

2. Huff, A. The ultimate guide for better retention in veterinary medicine. Hound. Accessed Sept 26, 2025. https://www.hound.vet/ guides/veterinary-practice-staff-retention-guide

Additional Resources

• National Association of Veterinary Technicians in America (NAVTA). Veterinary Nurse Initiative — promoting full-scope utilization. https://navta.net

• Mathews KA, et al. RECOVER Guidelines: Evidence-based CPR training for veterinary teams. Journal of Veterinary Emergency and Critical Care, 2012.

• Foster JD, Stockman J. Maximizing the Role of the Veterinary Technician to Improve Practice Efficiency. Vet Clin North Am Small Anim Pract, 2019.

• American Veterinary Medical Association (AVMA). State Veterinary Practice Acts — defining legal scope of technician practice. https://www.avma.org

• Welborn LV, et al. The impact of improved veterinary team efficiency on patient outcomes and practice revenue. J Am Vet Med Assoc, 2020.

About the Author: Alyssa Mages, BS, CVT, FVTE, is the Chief Visionary Officer (CVO) of EVT (Empowering Veterinary Teams®), where she oversees the content development, clinical skills training, and overall vision of the company, and the Director of MentorVet Tech, a virtual mentoring platform to support early career veterinary technicians. She has 20 years of veterinary experience and has worked in numerous sectors of the industry, predominantly in ER/CC with the latter portion focused on learning & development. She can be reached at alyssa@empvet.team.

When Your Team Compares Pay Stubs Over Dinner

How to Build a Compensation System that Eliminates Surprises and Empowers Performance

By Christine Staten, DVM, MBA, Adobe Veterinary Center, Tucson, AZ, Veterinary MBA www.veterinary-mba.com

I remember the exact moment I knew I had to change everything about how we compensated our team. It was a Monday morning, and there was a line of upset team members at my office door. This is something I’d never seen before in all my years of practice ownership.

After work on Friday, a group of our team members had gone out to dinner together. Over teppanyaki and drinks, they decided to compare pay stubs. Yes, this was back when we still handed out paper pay stubs every two weeks. What started as casual conversation turned into a pay transparency revelation that nobody was prepared for.

Sarah, one of our most experienced veterinary technicians, was making less than Jamie, who had been hired six months after her. Our head receptionist was earning the same as someone who’d been there half as long and couldn’t handle half the responsibilities. The variations were all over the map, and by Saturday morning, word had spread to the entire team.

I stood there that Monday morning, facing a group of justifiably upset employees, and realized I couldn’t explain a single pay discrepancy. Why did Jamie make more than Sarah? Because she’d negotiated better during her interview and I’d desperately needed staff. Why did two people with the same job title have different wages? Because one had started when our budget was tight and the other when cash flow was better. Every “explanation” I could think of sounded worse than staying silent. How had I let things get so arbitrary and unfair? How many talented team members had quietly left because they felt undervalued, and I’d never even known there was a problem? Most veterinarians are paid based on their performance, so why don’t we pay our non-doctor team members based on their competence and skills?

The Struggle Was Real

For years, I’d been winging it when it came to compensation decisions. When hiring, I’d throw out a number based on what I thought we could afford, what the candidate requested, what they made at their last job, what experience I assumed they had, and how desperate I was to fill the position.

Raises were even more arbitrary. Some years I’d give them during annual reviews, sometimes when someone asked, and sometimes when I felt guilty about overworking someone. I had no consistent criteria, no clear progression path, and no way to explain to team members why one person earned more than another.

The problems were mounting. I’d hired two receptionists within a month of each other and somehow ended up paying the less experienced one more money. When it came time for raises, I found myself in impossible situations. Do I give the same percentage increase to everyone? Do I give larger raises to lower-paid staff to try to level things out? What about tenure versus performance? Should someone get a raise just for showing up for another year, even if their skills haven’t improved?

I was constantly stressed about these decisions, and I could see the impact on our team. People were comparing paychecks, questioning decisions, and I was spending way too much mental energy trying to justify choices I couldn’t even explain to myself. I had lost the trust of my team, and several of them quit. Something had to change.

The Lightbulb Moment

I knew there had to be a solution, a way to have people advance through levels attached to a specific wage. So, I spent three months searching the internet, talking to other practice owners,

**Photo by Dr David King, DVM, CVA

PA: Central - New!!! Established, small animal hospital closely located to I-99 which makes it an easy commute to Altoona State College, Hollidaysburg and on to Pittsburgh and DC-Baltimore The practice is housed in a 2,000 sq ft facility that has been well-maintained and is well-equipped The owner is ready to retire so both the practice and real estate are for sale (PA435)

PA: Eastern - Established, small animal hospital located in eastern, PA near the PAMD border You could live in either state! The practice is housed in an attractive freestanding, leased facility that has a very good location with easy access for all current and future clients The owner is ready to retire so the practice is for sale The owner will help with the transition (PA437)

PA: Western - Small animal hospital east of Pittsburgh, PA The practice is located on the periphery of Indiana, PA It is housed in a large, 7,500 sq ft facility with 4 exam rooms - great opportunity for growth! It is well-equipped and utilizes the Avimark practice management system A long term lease will be provided for the real estate with a right of first refusal (PA503)

PA: Southeast - Do you own a practice in southeast, PA and want to add holistic herbal and acupuncture services for your clients? This is a great opportunity This practice has an established client base with excellent cash flow (PA515)

Current practices for sale in the Pennsylvania Area

community The wner is retiring so both the practice and real estate are for sale (PA324)

PA: Western - Solo, small animal practice located only a couple of miles from the PA-OH border This is an established practice with over 60 years history of providing veterinary care throughout the area It is housed in an attractive 2,200 sq ft facility with all the usual amenities and room for future growth Both the practice and real estate are for sale (PA410)

PA: Central - Small animal practice located in the vibrant and growing area of Carlisle, The practice is housed in a 4,800 sq ft facility that is well-equipped and has room for growth Both the practice and real estate are for sale (PA520)

and looking at different industries. And I found nothing. That’s when I decided to build a tier-based compensation system myself.

Building Our System

I spent four years developing what would become our tier-based compensation model. Each position in our practice needed to be defined with duties divided into multiple levels. Each level or tier has soft skills, hard skills, and knowledge requirements. Some skills, like drawing blood from ten cats, can be logged by the team member. Knowledge is assessed with tests, like medical math or vaccine schedules. The first tier includes all the competencies we expect them to master by the end of their orientation period. Each additional tier level requires higherlevel soft skills, hard skills and knowledge. The tiers and wages are posted in our lounge, fully transparent.

The Transformation

Implementing this team member compensation program has been transformational to our practice. We’ve empowered our team by giving them complete control over their advancement. We’ve eliminated the stress of raises and promotions, both for management and team members. We maintain internal consistency and high-level skills and knowledge across all positions. Most importantly, we attract, retain, and motivate high-performing team members while encouraging cooperation and mentoring.

The Results

Fifteen years later, Sarah is still with us. She is now a Tier 4 technician and one of our most valued team members. More importantly, I never have to face another line of upset employees at my office door because there’s no longer any confusion about pay equity.

The biggest benefit is that each team member is empowered and provided the tools to control their career path and their compensation. As a practice owner and manager, I no longer lose sleep over compensation decisions. If you want to work alongside self-motivated team members who actively pursue improvement in hard skills, soft skills, and knowledge while helping their peers do the same, performance-based compensation may be just the thing for you and your practice.

The tier-based system didn’t just solve our compensation problems. It transformed our entire workplace culture into one of continuous learning, peer support, and shared success.

About the Author: Dr. Christine Staten graduated from CSU in 1999 and owns a 10-doctor mixed animal practice in Tucson, Arizona that she grew from a solo-ambulatory practice. Desiring to learn more about entrepreneurship and business management, she earned her MBA in 2023. With her company Veterinary MBA, she is helping other practice owners and managers create more sustainable business models while gaining more time, money, and freedom in their lives. She is also passionate about encouraging and mentoring the next generation of

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A: Eastern - Established, companion animal practice in the Bethlehem-Allentown area It is a owing 2 doctor practice with revenues approaching $2 million The practice is housed in a freeanding building that is well-equipped and conveniently located within the

Building Your Client Experience

By Debbie Boone, CVPM

Everyone enjoys a positive service experience. It is an unfortunate fact that few of our day-to-day customer service encounters can be described as much more than unremarkable. People hand us bags of food with cursory thanks, followthroughs on requests are rare, and true human connection, even more so. Often veterinarians are surprised when I say, “We are a customer service business that happens to provide veterinary care as our product.” This is certainly not meant to devalue quality medical care, but to change our perspective to align better with what our clients value most.

As a manager, I used to survey my clients. They always ranked “they care about me and my pets” as the number one reason they chose our practice. Medical care and outcomes were second, and hospital cleanliness was third. Price was usually around number six in rank of importance.

Recently, an article appeared discussing the plan by Chewy to add multiple de novo practices to their business model. Long recognized as a company that offers their customers a quality customer service experience, the assumption is they will offer an equally stellar client experience in face-to-face practices.

Existing practices have opportunity to intentionally elevate their client service. and, coupled with the current relationships they have with their clients, easily compete with this and other new entrants to the market.

Staff Training

The first step is proper training of ALL staff on communication, client service, practice medical protocols, preferred products, and how to respond to common client questions. Often the

front desk team is skipped, yet they should be considered your practice’s sales force. They encourage clients to make appointments, give the first positive impression of the practice, and give confirmation of doctor recommendations for clients questioning the need.

All staff should be trained to seek to serve.

But what does great service look like? The answer is dependent upon the person you are serving.

For some clients, an expedited check-in with no waiting to see the medical team, the doctor giving some overview information for the treatment plan, and a quick in and out is what makes them happy. These clients really hate wasted time. Understanding how to present care with efficiency while still developing a relationship will be the key to serving them well. Other clients are detail and data oriented and will ask many questions which should be either patiently answered by the team or responded to with “homework” they can study to satisfy their need for information. Impatience or pressing them for decisions will stress them and wreck their service experience. Some clients love connecting with the team, and being recognized when they walk in helps the visit start on the right foot. On occasion, we have the client who leans on us for empathy and emotional support when their pet is in even for routine care.

Three Steps to Create a Wonderful Customer Experience

When training teams to understand the concepts of superior service, it is important that they learn the three legs of creating a wonderful experience.*

1. ANTICIPATION. Let us consider what our clients may find helpful, useful, enjoyable, educational, supportive, and more. Practices need to build a tool box containing things like handouts or links to answer common client questions, create videos to help teach home medication tips and tricks, partner with professionals who can guide clients through grief, recommend quality dog trainers and behaviorists, and certainly use financing options in expectations that pet owners will need help affording care.

2. OBSERVATION. We must learn to observe the clients around us. Are they confused? Nervous? Upset? Agitated? Sad? Happy? Impatient? Each of these emotional states needs a well-trained, appropriate response from the veterinary staff. Unfortunately, people are often distracted by technology and are not paying deep attention to the humans around them. If a client is showing signs of confusion, an aware team member can step into the conversation and offer clarity. Clients who leave the practice confused are more likely to leave less than stellar reviews nor will they follow care instructions for their pet. Humans tend to avoid conflict, but if the team is trained how to correctly move into potential conflict, they can often avoid the fallout of a client boil over. For example, if your CSR observes a client who’s foot is wiggling in impatience and who is checking his watch frequently, they should be trained to go over to the client and apologize for any delay and offer options to resolve the situation. The tendency is to hide from or ignore the client’s body language until they are so upset it is no longer an option.

3. PERSONALIZATION. All people like to feel important, special, and known. In the hospitality industry, service staff are trained to remember customer’s names and food or beverage preferences. In hospitals, we can remember to avoid an exam room where a client had to say a final

goodbye to a beloved pet. We can know they have challenges giving medications because of arthritic hands and offer easier options for care. We can remember their kids’ names, where they attend school, if they collect dolls or are avid readers of romance novels, all which let those clients know we care beyond the task of medicine.

Winning the Game

Chewy manages to WOW customers they have never seen. I am sure that sending flowers to a client whose pet has passed takes no more effort than a click of a button in their system. However, they can never offer a cup of coffee on a cold day, a supportive hug when a pet is ill or help find that special kitten your client has been looking for years to find. But YOU can. FOCUS on client service and empower your team through training and autonomy, and you can win the customer care game.

*Three Legged Stool Reference from the book Hospitality in Healthcare by Debbie Boone, CVPM

About the Author: Debbie Boone, BS, CVPM, has worked for the veterinary profession for more than 40 years. She is considered an expert in team communication, creating positive practice culture, and developing operations efficiency for veterinary practices. Debbie published her latest book, Hospitality in HealthCare: How Top Performing Practices Give the Best in Care to Their Patients and Boost Team Happiness, to share her thoughts on giving exceptional service to veterinary clients.

As an advocate for the front desk team, her latest collaboration is the creation of a non-profit association, The North American Association of Veterinary Receptionists, NAAVR.org. This association will support, empower and educate front office team members and elevate the job to a career.

Common DEA Violations and How to Avoid Them

By Lauren Forsythe, PharmD, MBA, DICVP

In the United States, approximately 108,000 people died from a drug overdose in 2022. Of these deaths, prescription opioids were involved in 14,716 of them (13.6%).1 This is one example of how the misuse of prescription drugs (especially opioids) is a major public health problem.

With controlled drugs being especially problematic, diversion of controlled drugs from healthcare settings is a significant concern in all practices that utilize them. It doesn’t matter whether it’s a physician’s office, a hospital, a community pharmacy, or a veterinary clinic, there is a potential for diversion of controlled drugs to occur. In addition to break-in thefts by those unassociated with the practice, this diversion can occur internally by healthcare workers with access to controlled drugs as part of their job as well as from patients who obtain controlled drugs through inappropriate prescribing or fraudulent prescriptions. It’s estimated that ten to fifteen percent of healthcare workers misuse drugs or alcohol at some point during their career,2 and others may divert controlled substances for sale to someone else.

On the veterinary side, there is less information on drug diversion as compared to human healthcare. However, there is a small 2018 study of 189 veterinarians in Colorado. These survey respondents practiced primarily in small animal practice, and 44% were conscious of opioid misuse by either a client or staff member, and 13% were aware of a pet owner intentionally making their pet appear ill or injured to obtain opioids.3

DEA regulations are in place to attempt to safeguard controlled substances to decrease access, diversion, and overdose deaths. However, complying with them in practice can be challenging, but with DEA fines over $14,000 per violation, compliance must be a priority for veterinary practices.4

Common DEA Violations

Controlled drug problems often start with inventory issues which then cause issues with reporting thefts and losses and maintaining complete and accurate records.

1. Inventory Issues

A formal inventory of all controlled substances must be taken at least every other year. This inventory needs to involve the DEA Registrant (although they can have others assist) and include complete counts of all CII drugs and CIII-V drugs in containers larger than 1000 dosage units. CIII-V drugs in containers smaller than 1000 dosage units can be estimated. This inventory must be documented with documentation maintained for at least two years, and CII drug documentation must be separate from CIII-V documentation. This means that a separate inventory sheet is needed for CII drugs to facilitate the file separation.

While the minimum requirement is every other year, and there is an allowance for estimating some drugs, I recommend a yearly inventory and actual counts of all controlled drugs on hand during that time.

A common question that comes up regarding inventory is what needs to be done if the actual count doesn’t match what the log indicates should be present. When this occurs, it is a considered a theft/loss unless the discrepancy cause can be identified and rectified. Going through a year or two worth of records to figure out where a mistake was made is a very tedious process. Therefore, I also recommend that clinics implement a cycle count process.

Cycle counting is essentially a mini-inventory but without the restrictions and requirements associated with the DEA-required inventory. Cycle counts are periodic checks of the amount on hand comparing it to the amount indicated in the log. When discrepancies occur, they can be investigated and resolved much more easily when only a short time has passed since the last physical count. There isn’t one specific interval for how often cycle counts should be done. I recommend either weekly, every other week, or monthly based on the frequency of controlled drug use.

2. Recordkeeping Issues

According to Pennsylvania Act 64 Section 12, “Every practitioner licensed by law to administer, dispense or distribute controlled substances shall keep a record of all such substances administered, dispensed or distributed… .”5 Failure to meet this legal requirement could result in a recordkeeping violation.

Another benefit to cycle counts is that they help prevent recordkeeping citations from a DEA inspection. When the DEA does an inspection, they will identify certain drugs for which to look at the records. For those drugs, they will determine a start date and look at all incoming and outgoing drug records during that time. When they use the following equation, the result should be the amount currently on hand. If it’s not, you have at least one recordkeeping violation.

Amount of drug on hand + incoming drug – outgoing drug = amount on hand

There are several reasons why drug quantities may be off besides diversion. Therefore, completing cycle counts allows identification of problems such as failure to log an instance of drug receipt or distribution and correct those issues prior to an inspection.

3. Failure to Report Thefts and Losses

Any significant theft/loss of a controlled substance must be reported using DEA Form 106 within 45 days of identification. Initial notification of the theft/loss must be made within 24 hours of identifying it. The Form 106 serves as the official report after a full investigation is completed.

Failure to submit reports when they are warranted is a citation waiting to happen. Two main reasons for not submitting a Form 106 are not understanding what makes a loss significant and not realizing there is drug missing.

The DEA does not define what they mean by significant, so each practice is left to determine that, based on actual quantity lost

in relation to type of business, specific drug lost, whether it can be associated with specific individuals, if there is a pattern over a period of time, how likely the drug is to be diverted, and local trends. When in doubt, consider a loss significant.6

To address the issue of not realizing that a drug is missing, implement cycle counts as described above. When doing those check routinely, missing drug versus administrative errors will be quickly identified, facilitating appropriate reporting or correcting the records.

Conclusion

DEA regulations are in place to help prevent drug diversion and the associated consequences. While these requirements can be cumbersome to wrap your head around, compliance is critical to public safety and preventing significant consequences from a DEA inspection.

References

1. Drug Overdose Death Rates | National Institute on Drug Abuse (NIDA). Accessed June 12, 2024. https://nida.nih.gov/research-topics/trends-statistics/ overdose-death-rates

2. Clark J, Fera toni, Pharm B, et al. ASHP Guidelines on Preventing Diversion of Controlled Substances. 79:2022. doi:10.1093/ajhp/zxac246

3. Mason DS, Tenney L, Hellyer PW, Newman LS. Prescription Opioid Epidemic: Do Veterinarians Have a Dog in the Fight? Am J Public Health. 2018;108(9):1162-1163. doi:10.2105/AJPH.2018.304603

4. Pharmacy Pays $250,000 to Resolve Controlled Substances Act Violations. Accessed August 26, 2025. https://www.dea.gov/press-releases/2020/11/17/ pharmacy-pays-250000-resolve-controlled-substances-act-violations

5. 1972 Act 64 - The Official Website of the Pennsylvania General Assembly. Accessed August 26, 2025. https://www.palegis.us/statutes/unconsolidated/ law-information/view-statute?SESSYR=1972&SESSIND=0&ACTNUM=64&SM THLWIND=&CHPT=&SCTN=12&SUBSCTN=

6. eCFR :: 21 CFR 1301.76 -- Other security controls for practitioners. Accessed August 26, 2025. https://www.ecfr.gov/current/title-21/chapter-II/part-1301/ subject-group-ECFRa7ff8142033a7a2/section-1301.76

About the Author: Dr. Lauren Forsythe is an Assistant Professor at the University of Findlay College of Pharmacy. She is also a diplomat of the International College of Veterinary Pharmacists. After spending eight years in veterinary teaching hospitals doing pharmacy tasks, she developed her consulting company Foresight Pharma Solutions, LLC to help veterinarians in non-academic practice settings with their pharmacy-related needs such as controlled substance security.

AVMA House of Delegates Annual Meeting Summary

By Tina Dougherty, VMD, Delegate

Kate Boatright, VMD, Alternate Delegate

The AVMA House of Delegates (HOD) met in Washington, D.C. on July 17 and 18, 2025 in conjunction with the 2025 AVMA Convention and World Veterinary Association Congress. This year’s schedule looked different for the HOD as we took advantage of the location to visit Capital Hill for the AVMA’s annual Legislative Fly-In in addition to discussing and voting on AVMA policy.

We were also visited by representatives from many of the international veterinary organizations. Each shared the challenges the profession is facing in their respective countries, highlighting that many of the concerns we face in the United States are shared by our colleagues around the world—including access to care, veterinary workforce shortages, and mental health and wellbeing.

Legislative Fly-In

During the event, veterinarians and veterinary students from all 50 states, Washington, D.C., and Puerto Rico visited legislators to discuss two issues of immense importance to the veterinary profession:

1. Combatting Illicit Xylazine Act (HR Bill 1266/Senate Bill 545) would preserve veterinary access to xylazine while combating the emerging public health threat of illicit xylazine.

2. The Rural Veterinary Workforce Act (HR Bill 2398/Senate Bill 1163) would increase access to veterinarians in veterinary shortage areas by assisting with the significant

obstacle of educational debt, aligning tax code with human and other healthcare professions’ award funds, and maximizing the funding allocated to the highly successful Veterinary Medicine Loan Repayment Program (VMLRP). Currently, the VMLRP awards are subject to income tax, which reduces the number of grants that can be given. This bill would remove the taxation on these awards, mirroring the program in human medicine.

Your Pennsylvania delegates were joined by 4 veterinary students from the University of Pennsylvania and two other Pennsylvania veterinarians in our visits (see photo at right). Our group met with staff members in the offices of Representative Joyce, Rep. Kelly, Rep. Scanlon, Rep. Evans, and Senator Fetterman. Since the flyin, Senator Fetterman has signed on as a cosponsor of the Rural Veterinary Workforce Act.

To learn more about the two bills discussed during the legislative fly-in and other ongoing legislative efforts from the AVMA, visit AVMA’s Congressional Advocacy Network (AVMA CAN). If you want to get involved in legislative advocacy for the profession, opportunities for advocacy are reviewed on this site.

Another opportunity to support advocacy for the profession is through donating to the AVMA Political Action Committee (PAC). The AVMA remains bipartisan and the PAC provides contributions to candidates who are friendly to the issues facing our profession. At this time, less than 2% of AVMA members in District 2 contribute to the PAC annually. If all members contributed even $5 a year, available funds would grow tremendously.

Pennsylvania veterinarians and veterinary students met with Pennsylvania legislators during the 2025 AVMA Legislative Fly-in in July 2025. From Left to Right: Dr. Kate Boatright, Dr. James Zeliff, Dr. Tina Dougherty, Dr. Barbara Dallap Schaer, Ned Maguire (V28), Daelyn Stabler (V27), Steven Strauss (V27), and Caroline Stickler (V28).

Resolutions

During the session, the HOD voted on seven resolutions. Resolution 14: Revised Model Veterinary Practice Act was approved as written.

The remaining resolutions were approved with amendments:

• Resolution 9: Revised Policy on Pediatric Sterilization of Dogs, Cats, and Rabbits

• Resolution 10: Revised Policy on Therapeutic Pet Food Health Claims

• Resolution 11: Revised Policy on Sow Housing

• Resolution 12: Revised Policy on Declawing of Domestic Cats

• Resolution 13: Revised Policy on Pain in Animals

• Resolution 15: New Policy on Mitigating Hazards in the Veterinary Workplace

Full text of all resolutions is available at https://www.avma.org/ about/house-delegates/hod-resolutions-and-proposed-bylawamendments.

Officer Elections and New Leadership Installation

The HOD’s regular annual session marks the transition of AVMA’s elected officers each year. Pennsylvania’s own Dr. Michael Bailey was installed as the 2025-2026 AVMA President. Dr. Jennifer Quammen won the election for 2025-2026 AVMA president-elect. The Vice President term is two years long, and Dr. Gary Marshall will continue in this role (2024-2026).

Building a Healthier Veterinary Practice: Why HR, Benefits, and Insurance Matter

Running a veterinary practice is no small feat. Between client care, managing staff, and overseeing day-to-day operations, practice managers often wear dozens of hats at once. While medical excellence is critical, how you manage your team, support your staff, and protect your practice is equally essential.

Investing in human resources, employee benefits, and insurance isn’t just good business—it’s central to keeping your practice healthy and resilient. At Alera Group, we see firsthand that the practices that pay attention to human resources, employee benefits, and insurance aren’t just “checking the box.” They’re creating healthier businesses—and happier teams.

Human Resources: Keeping Your Team Strong

Turnover continues to challenge veterinary practices. On average, 23% of team members leave each year, and nearly 30% plan to leave their current role within 12 months.1 That means one out of every four team members may not be around next year. That’s a huge risk for operations, continuity, and morale.

For practice managers, the goal isn’t just hiring—it’s retention through structure, communication, and engagement. Practices that provide clear expectations, regular check-ins, and development opportunities help staff feel valued, which directly reduces turnover and increases

workplace satisfaction.

Structured onboarding programs also make a measurable difference. Research shows new hires can become productive up to 25% faster when onboarding is intentional and organized.2 These strategies help managers maintain stability and reduce the constant scramble of filling vacant roles.

Employee Benefits: Supporting Staff Beyond the Paycheck

Burnout and stress are real concerns, with over half of turnover linked to mental health challenges and workload. 3 For practice managers, benefits are one of the most effective levers to increase staff engagement, satisfaction, and retention.

Employee Assistance Programs (EAPs) are particularly valuable. Studies indicate that 95% of employees using an EAP report that it effectively resolves their issue.4 These programs can address mental health concerns, work-life balance issues, or personal challenges before they escalate, helping managers maintain a healthier and more productive team.

Even small benefits, like flexible scheduling, professional development stipends, voluntary insurances, or wellness and financial resources, can signal that a practice cares for its staff. These investments may not always appear on the balance sheet, but the impact on

morale, retention, and overall culture is significant.

Business Insurance: Protecting Your Practice

While HR and benefits focus on people, business insurance protects the practice itself. A sudden event—a water leak, fire, cyberattack, or liability claim—can disrupt operations and place immense pressure on both staff and management.

Practice managers play a key role in evaluating and managing risk. Ensuring your practice has property and business interruption insurance, professional liability, cyber liability and other comprehensive coverages, can make the difference between a quick recovery and a prolonged crisis.

Insurance isn’t just paperwork. It’s a safety net that allows managers to focus on keeping operations running smoothly while protecting both staff and clients. In essence, it’s an investment in stability: one that ensures your team doesn’t shoulder the burden when unexpected events occur.

Why This Matters for Practice Managers

Practice managers are pulled in a hundred different directions every day. It’s easy to think of HR, benefits, and insurance as “extras” to deal with later. But the reality is

that they are the foundation of a healthy practice. By prioritizing HR, benefits, and insurance, managers can:

• Reduce turnover and burnout, keeping teams stable and engaged.

• Support mental health and overall well-being through benefits and EAPs.

• Safeguard the practice against operational risks, giving staff and leadership peace of mind.

When these elements are in place, your business runs smoother, your team sticks around longer, and your clients notice the difference.

Final Thoughts

Veterinary medicine is a demanding profession, and managers are under constant pressure to balance clinical, operational, and human priorities. By

investing in people-first HR practices, meaningful employee benefits, and robust business insurance, practice managers can create a stable, resilient, and thriving environment for both staff and patients.

At Alera Group, we’ve helped practices across Pennsylvania develop tailored solutions—from HR frameworks to employee benefits and business insurance—so managers can focus on what matters most: running a healthy, efficient practice and supporting their team. The fourth quarter is an excellent time to evaluate your health insurance, explore retirement and other financial wellness options for your staff, or consider other voluntary benefits that encourage retention and growth for your business.

We’d be happy to help you! Visit cloud-aia.aleragroup.com/pvma to learn more.

References

1. Lederhouse C. Study: Fair pay, appreciation for work top factors in employee retention. Published May 2, 2024. Accessed August 20, 2025. Available at https://www.avma.org/ news/study-fair-pay-appreciation-work-topfactors-employee-retention.

2. Rose R. Is onboarding the key to better team retention? Veterinary Practice News. Published July 9. 2019. Accessed August 20, 2025. Available at https://www. veterinarypracticenews.com/is-onboardingthe-key-to-better-team-retention/.

3. Instinct.Vet. The State of ER & Specialty Veterinary Care in 2024. Accessed August 20, 2025. https://info.instinct.vet/state-of-erspecialty-veterinary-care-2024.

4. Lederhouse C. Exploring employee assistance programs for veterinary practices: Are they a bother or benefit? Published November 29, 2022. Accessed August 20, 2025. https://www.avma.org/news/exploringemployee-assistance-programs-veterinarypractices-are-they-bother-or-benefit.

A Grain of Truth: Nosy Neighbors

By Todd A. Jackson, DVM, DACLAM

This series of articles depicts funny, tragic, terrifying, or otherwise memorable anecdotes from veterinary careers. Some of them might be mine, and some might belong to other people. I’m not telling. In all cases, the names have been changed to protect the innocent and the comically guilty. Some are completely true, but at minimum, every story has a grain of truth. For those who haven’t been in veterinary medicine long enough to remember when the best available drug to treat arthritis in dogs was aspirin (available in 5 grain tablets), a grain is an obsolete unit based on the mass of an ideal seed. In the Apothecaries' system, it is equal to 64.79891 milligrams… so, maybe not much, but there is some truth in there.

Nosy Neighbors

The famous veterinarian and author James Alfred Wight (a.k.a.“James Herriot”) related in his books how gratifying it can be to treat milk fever and how eccentric rich clients can be. I think he was right on both accounts.

As I walked back into the clinic after lunch, my boss, Phil Wintertown, gave me a note with handwritten directions to the Wagner farm. He told me John Wagner had just called about a down cow. I immediately sped off, leaving a huge plume of brown dust floating in the air behind the car on the gravel roads from the state highway to the farm. I had never been to the Wagner farm, but his directions were good, and I soon arrived at a small pasture with a 3-sided barn and a few Holsteins. One was down, having calved the day before.

While I was examining the cow with Mr. Wagner, two strangers came through the gate and fast-walked across the pasture to the barn. They introduced themselves as Fred and Doris Buttinskie, the people who just bought the old farmhouse across the road. Mr. Wagner was a bit taken aback to be meeting new people during the crisis, but he tried his best to be friendly and welcoming. The Buttinskies said that they were originally from New York City and had retired from jobs as an apartment building superintendent and a schoolteacher. They moved away from the big city into our little piece of rural America because they could take their pensions and live like royalty here where the cost-ofliving was so low. Mr. Wagner and I didn’t quite understand why they would want to spill their life story to a couple of complete strangers, especially while those strangers were focused on a bovine emergency.

I don’t think the Buttinskies had seen a cow in real life before, let alone a sick one. I explained that she had milk fever, and that I would soon have her back on her feet. As they eyed the black and white blob of beef unable to hold her head up with muscles twitching everywhere, I could tell the Buttinskies didn’t believe me.

For you small animal practitioners who haven’t treated milk fever, I think you are missing out. I know you have it better with emergency clinics to handle your cases after hours and with incomes to make farm vets jealous, but there is enormous joy in watching a near-death cow come back to life as you stabilize her serum calcium.

I broke open a bottle of calcium gluconate, stuck in an IV line, and pushed an 18-gauge, 1½-inch needle into the cow’s jugular. Mr. Wagner held the calcium bottle so I could hold the needle with one hand and the bell of my stethoscope with the other, listening to the cow’s heart rate stabilize while the liquid dripped in. Soon after the last of the magic elixir ran down the long tube into the cow’s neck, the look on her face said she felt better. The muscle twitches stopped, and she stood up as if nothing had ever happened. To Mr. Wagner and me, it was just what we expected. To the Buttinskies, it was a medical miracle. They automatically (and incorrectly) assumed that I was the most talented veterinarian on earth.

While I loaded up my gear and wrote out Mr. Wagner’s bill, the Buttinskies pestered me with questions. They were amazed that our practice made farm calls and house calls, complaining that New York City vets always require you to bring the animals to them. The Buttinskies turned out to be serious animal lovers and had recently adopted a dozen dogs out of various shelters to live in their new farmhouse. Two days later, I was back on the same gravel road doing physical examinations, collecting fecals, administering vaccinations, and drawing blood for heartworm tests on the dogs they adopted plus the 2 cats that they had owned for years. The cats were less than thrilled to be sharing their new home with a pack of strange dogs. The house call resulted in a huge bill, probably the largest I have ever written. The Buttinskies didn’t care. Comparing our prices to their former big city vets, they couldn’t believe how cheap our services were.

Having decided that I was the world’s best (and perhaps least expensive?) veterinarian, they refused to let my boss work on their animals. If they showed up at the clinic when I was out, they rescheduled for the next day. It clearly irked Phil. Everyone else in town knew that he was the more experienced continued on next page >

A Grain of Truth: Nosy Neighbors

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veterinarian, and several would decline to see me except in emergencies. The Buttinskies were the first clients to ever snub Phil by asking for his new associate right out of veterinary school.

Over the next several weeks, they brought their new dogs in to be spayed and neutered. They were extra impressed when I put in subcuticular stitches, obviously a more talented surgeon than their New York vet who used skin sutures.

When Christmas came, they dropped off a present for me at the clinic. I took it home and opened it with my wife, finding a ridiculously expensive piece of artwork. It must have cost them several hundred dollars then, equivalent to several thousand dollars now. It did not fit with the décor of our rental house. As newlyweds right out of college, we primarily decorated with Mid-Century American Garage Sale items. We were both uncomfortable receiving such a wildly expensive gift and decided that we should return it. I let Phil know, and he told me that would be stupid, explaining that when you have such lucrative clients, you don’t offend them by refusing their generosity. You write them a gushing thank you note, explaining that the gift was unnecessary but greatly appreciated. In hindsight, that made a lot of sense. I wished they had covered more of those practical tips in veterinary school.

The second to the last time I saw the Buttinskies, I treated a new cat they adopted for ear mites. During the appointment, they asked if they could bring in their friend’s dog and pay to have it spayed. I said of course. They could make an appointment and just have their friend sign a surgery authorization form. They looked a little sheepish and told me that I didn’t understand. They were tired of watching the friend’s dog have puppies and

then watch the friend give the puppies away. They argued with their friend about breeding unwanted pups but their friend argued back that his dog should be allowed to have as many puppies as she wants. The Buttinskies asked if I could spay the dog on the sly and put in those special stitches that you can’t see so that their friend wouldn’t know about the surgery. They planned to tell their friend that the dog quit having puppies because it finally hit menopause. I was stunned and had a quick conference with my boss, worried that I was about to offend my lucrative and borderline loony clients. Phil backed me up, and we told them together that we could only operate on the dog with the owner’s permission. The Buttinskies were disappointed but didn’t argue.

I last saw the Buttinskies when one of their dogs developed a corneal ulcer. It tried to play with one of their cats and got a paw with a claw to the eye. While doing the fluorescein stain, I asked how their friend’s dog was doing. They got that sheepish look again and begged me not to get mad. They reiterated that they didn’t want to work with any other veterinarians but me, but in this case, they had no choice. They drove their friend’s dog 50 miles to the veterinary clinic in the next county over, and had that veterinarian spay it, saying it was their own dog.

About the Author: Dr. Jackson is a board-certified specialist in laboratory animal medicine and serves as the Director of the Animal Resource Program and a Research Professor in the Office of the Senior Vice President for Research and the Department of Veterinary and Biomedical Sciences at Penn State’s University Park campus. He can be reached via e-mail at taj5330@psu.edu. https://vbs.psu.edu/directory/taj5330

Beyond Hiring: Creating Environments Where Veterinary Talent Thrives— A Connector’s Perspective

By Ingrid Pyka, DVM, CVMI, BS

It's well known that the veterinary industry has experienced rapid and significant changes and continues to evolve in both positive and negative ways. Clinically, we have access to facilities, equipment, medications, and procedures comparable to those in human medicine—some might even argue we offer a higher standard of care. However, while our medical capabilities keep advancing, our workforce is increasingly burdened by extraordinary demands and pressures.

It is this latter devastating effect on our veterinary professionals that has become the essence of the future of veterinary medicine. A disconnect has grown between those hiring and the candidates looking for work. Far too often, we see the “warm-body hires” or professionals accepting roles that do not align with their skillsets, values, or goals. The result? Short-term employment and practice teams are having more difficulty caring for the patient and job/career satisfaction is at risk.

Who exactly is impacted by this crisis, and why do we continue to struggle? Furthermore, what can—or better yet, what will—we do to reduce these pressures so that every veterinary professional not only thrives in the veterinary career they have chosen, but can also maintain the balanced life they deserve?

Viable solutions that support our community come from functional, cohesive teams and effective leadership. Without them, we will continue to frustrate the hiring process, leading to further attrition of our professional pools.

Leadership is a broad topic by itself; here we will focus on developing a healthy, long-term team.

A brief look back

In the latter decades of the century, we saw a primarily employer-driven job market. Graduates were clamoring to find work, often settling for poor conditions just to be hired. Associates generally assumed it would be their only and last job before retiring—often with the anticipation (and gratification) of buying into the practice.

The 1990s introduced more advanced diagnostic and medical options, driving elevated patient care as the norm. As client compliance increased, veterinary care boomed, in turn, producing an unprecedented need for more veterinarians to fill the demand.

Hiring trends were shifting. In densely populated areas, it seemed that no hospital could fail. The end of the millennium also found a noticeable decline in mixed/food animal medicine among new graduates. Experienced rural veterinarians were becoming overwhelmed by the extreme physical demands, financial strains, and other large animal industry requirements. By 2013, companion animal medicine providers comprised over 70% of the profession, increasing to above 85% over the next decade.1 The shift was so critical that in 2003, the USDA authorized the Veterinary Medicine Loan Repayment Program as an incentive for more veterinarians to enter the food animal industry, the first payouts not coming for nearly another ten years.2

Meanwhile, the demand for companion animals continued to rise nationwide, far outpacing the personnel shift into this industry segment. Practices faced fierce competition just for continued on next page >

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hiring staff. Inversely, veterinary technicians, who were motivated by expanded roles and responsibilities, found themselves with more career opportunities than ever before.

But, in the early 2000s, the pressures in financial, physical, and mental strain also became more apparent. Handling the veterinary practice as a viable business became a necessary upgrade for survival. Veterinary teams increasingly felt the squeeze between a more transactional management approach and the soaring clients’ expectations. Adding to these changing dynamics, the number of consolidator buy-outs of independent practices rose dramatically. The focus shifted from “just” providing veterinary care to delivering a service with maximum efficiency and productivity. The taboo concept of profit margins was gaining acceptance, much to the dismay of many in the industry.

As another pressure-cooker, clients still demanded the highest level of care for their furry, feathered, and scaled pets—expecting pricing from “the good old days.” Not that providers’ passions waned, but pet owners pushed more unrealistic demands while having no qualms in questioning our demeanor or care. Guilt was increasingly deflected onto the veterinary staff, with social media providing a platform for public shaming and blaming of even the best of us. Our veterinary responsibilities suddenly extended to treating “family members” with access to expensive resources for treatment with low-cost demands. A financial divide had emerged between the fundamentally altruistic veterinary teams and the well-meaning pet owners.

The already well-documented risk of suicide among veterinary professionals only intensified. It became increasingly clear within the profession that meaningful change was essential—not just for career sustainability, but for personal survival.3

Where are we now?

It is important to note that even pre-pandemic, we were seeing the evolution of a different type of veterinary professional. Due to the factors described earlier, experienced veterinarians and technicians became discouraged by the lack of appreciation for their efforts. New professionals found themselves timidly handling cases with unprecedented pressures over liabilities. At the same time, easier access to specialty referrals in metropolitan and suburban regions contributed to the loss of experience and confidence among newer practitioners. It is no surprise that over the past decade, we have seen organized access to mentorship becoming a subject in and of itself.

During the COVID years, stressors skyrocketed, and a recent study showed that over 30% of veterinarians are making plans to leave the field.4 Reports also indicated unprecedented levels of veterinary technician burnout. As an alternative, many in both professional levels (doctors and technicians) have transitioned to relief. An informal survey showed 23% of veterinarians covering

per diem shifts either exclusively or in addition to their current work, in search of better mental health, sustainable schedules, or higher pay.5

Hospitals hiring associates now face competition not only with each other, but also from the growing trend of veterinarians starting their own clinics. The percentage of veterinarians under 40 owning a practice dropped from 14.5% in 2008 to 9.0% only ten years later.6 This was indeed a significant drop, but, from the author’s findings in their expanded veterinary community, it appears that since the pandemic, more practitioners may be choosing to start a practice again. In one instance, a hospital lost four associates within six months to those doctors opening independent practices of their own. Each was seeking greater autonomy and independence.

In light of these multiple contributing factors, an already strained hiring environment faces further attrition. At the same time, the overall impact on our struggling employee pool remains a significant issue as well.

Identifying the issues

In response to our losses, a wide range of associations have conducted surveys, states have run studies, and private interests have carried out in-depth research into staff culture. Collectively, the top results reveal a pattern indicating that the primary needs include, among others:

• Respect and effective leadership

• Manageable caseload and providing responsible medical care

• Schedules conducive to respite

• Better utilization of skills and growth opportunities

• Better compensation

Many of the mentioned desires can be linked to stress levels and improving the work environment, culture, and life (caseload, schedules, supportive leadership, etc.). It is interesting to note that, regardless of the veterinary role, the demand for more respect pertains to how all treat the staff: clients, co-workers, leadership, and even doctors.

Compensation was almost always mentioned, especially by veterinarians carrying student loans and veterinary technicians, though it was not usually brought up as the primary concern. With stricter licensing criteria in many states, including, of course, Pennsylvania, technicians consistently want a more integral role in providing medical and patient care. Team utilization—or “Teamification” has become a buzzword, with extensive training and coaching programs being launched recently to help practices incorporate a broader and more efficient use of their staff.

We are also seeing a growing interest in technician specialization (VTS), substantiating their desire to “do more.” The launch of the

Veterinary Practitioner Associate (VPA) program in Colorado, along with other states introducing similar bills, highlights not just the demand for expanded skill application but also the mounting interest from those already prepared to step into this role.

As pointed out earlier, hiring hospitals are competing not only with each other, but also with the lure of an associate starting their own practice.

Understanding the multi-factor influences on both practices seeking “good help” and veterinary staff is essential for building a collaborative environment and creating a practice setting that attracts quality staff with a magnetic force. This multi-perspective approach lays the foundation for successful hiring.

Where do we go from here?

The key to good hiring is breaking away from the typical “recruiting” mindset. Building long-term teams must arise from connecting the right people with the right roles and the right culture. Digging even deeper, a sustainable staff comes from an environment that attracts the right person to fit that particular team.

Work culture is nuanced by the individuals who walk through the door each day. We must better embrace that we are all different—and that’s okay. Your clientele is different from the next practice. Your scheduling is different, the medical approaches are different, and what makes a team burst out laughing or bustle through a case in silence is different. Everyone is different.

Just as in personal relationships, not everyone is compatible. Barring any discriminatory actions, the more a team and hiring manager can identify these unique characteristics that make them who they are, the easier it is for a prospective candidate to recognize them. This becomes the definition of the unicorn practice that attracts the right person to join and stay. Find the people who align with you.

Creating magnetic relationships

Doctors, technicians, and, now closely following, the veterinary managers are stepping their foot down with specific demands to accept a position, let alone stay longer than a few months. The more these conversations occur in the beginning, the more savings in everyone’s time and energy.

continued on next page >

Beyond Hiring: Creating Environments Where Veterinary Talent Thrives—A Connector’s Perspective

continued from page 29

The following table helps outline 10 Tips + a Bonus Tip for preparing for and connecting the best fit teams.

Bring your team together to agree on the overall vision and goals. Alignment at the practice level sets the tone for every hire.

Define the role you are hiring for. Be precise about responsibilities, expectations, and boundaries. Avoid blending multiple jobs into one.

Ensure that resources—training, mentorship, equipment, and support staff—are in place for the new hire to succeed.

Access better candidate referrals from staff, clients, and professional associations. Word-of-mouth remains one of the most effective ways to connect with like-minded candidates.

Everyone has unique strengths. Embrace those that match your team’s needs, honor those that don’t by helping them find their place.

In the interview, ask the candidate what they want. Encourage them to share their goals and what they believe their ideal role looks like. Continue this for the life of the employee and beyond.

Compare the candidate’s vision with your own. Ask yourself if your practice can realistically meet their needs within your resources and timeframe.

Share openly about your team culture, challenges, and growth areas. Let candidates decide whether they are comfortable with your environment.

If a candidate isn’t the right fit, be willing to guide or refer them to another opportunity. You’ll gain respect as a leader who cares about the profession, not just your own

Don't stop at the hire. Stay engaged during onboarding, training, and goalsetting.

Define your vision and goals for the next one, three, and seven years— professionally, financially, and personally.

Identify the type of role that fits you best, and create a clear list of priorities and dealbreakers.

Take stock of your current skills and identify what training, mentorship, or certifications you’ll need to reach your next level.

Ask your peers, mentors, and connections in associations for advice and referrals. Your network can open doors to hidden opportunities.

If your current role isn’t a good fit, that doesn’t mean it isn’t right for someone else. Leave bridges intact and move on. Keep communication open.

During the interview, ask the practice about their goals, vision, and leadership style. Asking questions helps you learn more about them and what it might be like to work there.

Compare what the practice offers with your goals and timeline. Can they realistically provide what you need?

Share what excites you about the practice and voice your preferences as well as any concerns. Voice compromise as well as your deal breakers. Managers may have solutions you haven’t heard yet.

If you realize the fit isn’t right, be willing to recommend someone else from your network. You'll be seen as a professional who values relationships.

Model alignment by supporting the practice’s mission and reinforcing it in daily work and upcoming goals. Teams follow the example you set.

Define your expectations and leadership role. Be clear about how you mentor, delegate, and communicate with staff—as well as how they can communicate with you.

Invest in your team’s growth. Provide time and resources for coaching, mentoring, and CE. Allow for implementation of new skills through trust and support.

Build relationships within the profession, community, and your team. Strong connections help attract like-minded professionals to your practice.

Support team members in growing at their own pace. Build trust by delegating thoughtfully and offering encouragement. Set clear expectations from the start so they know how to succeed.

Hold regular one-on-one check-ins with staff. Ask what’s working, what isn’t, and what they really want.

Strengthen the

Retaining staff is more cost-effective than re-hiring. Stay in tune with your team’s evolving needs and remain open to new ways of doing business. Great people look for great teams and leadership—and may even come knocking on your door unannounced, looking for a job with you.

If you promise feedback, mentorship, or change, deliver it. Consistency builds credibility.

Spend time observing or working alongside the team. The more you see—and the more they see of you— the easier it is to know if it’s a match. Consider how you can help them, and they will want to help you.

Assess whether team members are being fully utilized and how their goals can be more aligned with the practice’s goals.

Share openly about decisions and practice changes. Staff who understand the “why” behind choices are more engaged.

Step in where needed—not to take over, but to remove obstacles. Show your team you are invested in their success.

Circle back with each team member as well as the collective vision. What goals have been met, and how can you and the team help them navigate the next steps?

Culture starts with leadership. A supportive, respectful environment is the most powerful recruitment and retention tool you can offer.

References

1. National Research Council of the National Academies. Chapter 2: Companion Aniaml Medicine. In Workforce Needs in Veterinary Medicine. National Acadamies Press, Washington D.C., 2013. Available at https://nap.nationalacademies.org/read/13413/ chapter/6

2. National Institute of Food and Agriculture. Veterinary Services Grant Program. USDA. Accessed September 1 2025. Available at https://www.nifa.usda.gov/grants/programs/veterinary-servicesgrant-program.

3. Bartram DJ and Baldwin DS. Veterinary surgeons and suicide: a structured review of possible influences on increased risk. Vet Record 2010;166:388-397. Available at https://wsava.org/wp-content/ uploads/2020/12/Veterinary-Record_Veterinary-surgeons-andsuicide.pdf.

4. Kogan LR and Rishniw M. Career transition plans of veterinarians in clinical practice. Front Vet Sci. 2024;11:1433891. Published July 26 2024. https://pmc.ncbi.nlm.nih.gov/articles/PMC11310143/

5. VetMatch. Pyka I, DVM. Unpublished survey. June 2025.

6. Burns K. Census of veterinarians finds trends with shortages, practice ownership. AVMA Blog. Published June 26 2019. Accessed September 1 2025. Available at https://www.avma.org/javmanews/2019-07-15/census-veterinarians-finds-trends-shortagespractice-ownership

About the Author: Ingrid Pyka, DVM, CVMI, BS, connects with practices and veterinary professionals worldwide. She trains and coaches team formation, communications, and culture dynamics for the health and longevity of the industry and the patients we all love to serve.

Veterinary practice involves a wide variety of legal issues. Tucker Arensberg attorneys have experience working with veterinarians in all of the legal aspects of their practice.

We oﬀer full-service legal representation and consulting services throughout the entire lifecycle of your business from startup to transfer of ownership, including:

• Employment matters

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• Contract drafting and negotiation

• Real estate

• Purchase or sale of a business

• Succession planning

• Financing transactions, debt, or equity

To learn more visit www.tuckerlaw.com, follow us on LinkedIn , or call 412-566-1212.

When Selling or Buying a Veterinary Practice

Relief Staffing as a Business Strategy: Moving from Stopgap to Growth Driver

By Christina Moore, DVM, MB

A Changing Landscape in Veterinary Medicine

Veterinary medicine is in a new chapter. After years of surging demand during COVID, there’s been a recent downturn in patient visit volume. Yet, the national veterinarian shortage continues to weigh on hospitals, creating a paradox: fewer appointments in the book, but still too few doctors to cover them. For practice managers and owners, this reality has reshaped what “relief coverage” really means.

Relief is no longer just a last-minute or one-off fix when a doctor calls out or wants to take a vacation. Today, it can also be used as a critical business lever. Every appointment matters more than ever, and the quality of the medicine and return on investment (ROI) from a relief shift can directly influence a hospital’s financial health.

The Evolution of Relief Work

Not long ago, relief veterinarians were mostly independent contractors (1099s) picking up shifts where they could, often with little oversight or consistency. The rise of staffing agencies has changed the equation, but also created wide variation in quality. Some providers are driven by tech that simply matches vets to available shifts, leaving clinics to handle everything else, from onboarding to accountability. Others, however, take a more structured approach, managing quality control and ensuring cultural fit.

Hospitals are discovering that not all relief vets—and not all relief agencies—are created equal. And as business pressures mount, the stakes of choosing the right partner have never been higher.

The Risks of a “Bad Fit”

If your practice has used relief in the past, odds are you’ve had one of two experiences: a relief doctor who your team loved so much that you offered them a full-time position, or a relief vet who didn’t follow workflows and maybe even disrupted your culture. A poor fit can mean:

• Outdated medical practices

• Incomplete or sloppy medical records

• Misalignment with client communication standards

• Lower average client transaction (ACT) and ROI

These aren’t just annoyances, they’re business risks. Inconsistent care can erode client trust, undercut revenue, and create more work for already stretched teams. Relief vets should be productive, blend in with your team, and be willing to lend a hand for whatever you may need.

Five Questions Every Practice Should Ask Before Hiring Relief Vets

To turn relief into an asset rather than a liability, practices need to look beyond, “Are they licensed? Are they available? What’s

the rate?” Here’s a five-question gut check:

1. Credentialing: Beyond holding a license, what assurance is there that the vet has been properly vetted?

2. Development: Who ensures this doctor is staying up to date with medicine and developing their communication and leadership skills?

3. Accountability: If something goes wrong, who provides that feedback and coaches the doctor?

4. Proof: Are there references, reviews, or performance data from other clinics?

5. Production: What financial impact can you expect? Can they meet or exceed your staff average ACT? What’s the expected ROI on the shift?

Asking these questions upfront avoids surprises later and helps ensure every shift contributes to both patient care and business performance.

When you’ve built trust with the right relief partners, staffing moves beyond being reactive and starts opening up new opportunities.

Business-Building Relief Strategies

Today, forward-looking hospitals are using relief strategically to protect revenue, maintain client trust, and even fuel growth. Here’s how:

• Growth & expansion: Relief vets make it possible to test new service lines, add dentistry or surgical days, or pilot extended hours without permanent overhead.

• Hiring bridge: It takes an average of 15 months to hire a new associate veterinarian,1 and even longer for them to ramp up to full productivity. Relief stabilizes operations in the meantime, preventing rushed hiring decisions.

• Seasonal surges: Busy months or holiday rushes don’t have to overwhelm your team. Relief vets can absorb demand spikes, keeping client satisfaction high.

• Surgery and dentistry: Instead of referring high-value procedures out to other specialty clinics when core staff are booked, relief vets with surgical skills help keep both revenue and continuity of care in-house.

• Mentorship & onboarding: Experienced relief doctors can support new grads or early-career veterinarians, ensuring smooth onboarding and consistent medical standards.

• Continuity of care: Having consistent, credentialed relief providers helps retain clients who might otherwise look elsewhere when their regular doctor isn’t available.

• Preventing burnout: By easing workload on core staff, relief preserves morale, protects retention, and helps prevent costly turnover.

• Fresh thinking: Relief vets experience many different clinic cultures and likely have lots of ideas that can help the clinic. Utilize your relief vets as consultants. Encourage them to give practice managers and owners feedback about how you can be doing things better, faster, or stronger.

In short: the right relief coverage doesn’t just fill shifts. It protects revenue, supports growth, and keeps your culture intact.

Good Medicine Is Good Business

At the end of the day, relief should actually relieve you, not create more work. A high-quality relief veterinarian integrates smoothly, practices high quality medicine, and lifts up your team instead of disrupting it.

The best clinics are rethinking relief not as a cost, but as an investment with measurable returns, whether that’s in dollars, team morale, or client satisfaction.

Relief work has evolved. For hospitals that deploy it with intention, it’s not just a temporary fix. It’s a business advantage.

References

1. Green Seymour, K. How do we keep good people in practice? AAHA Trends. Published Jan 1, 2024. Accessed September 1, 2025. Available at https://www.aaha.org/trends-magazine/january-2024/staff-retentionsurvey/.

About the Author: Christina Moore, DVM, MBA, is Senior Vice President of Clinical Leadership at IndeVets, where she oversees hiring and doctor-support initiatives nationwide. Combining clinical expertise with business acumen, she develops programs that elevate both veterinarians and partner hospitals. Since joining IndeVets in 2023, Dr. Moore has been a trusted leader, known for her collaborative approach and commitment to redefining the veterinary workplace. She can be reached at christina.moore@indevets.com or on LinkedIn (Christina Moore, DVM, MBA).

SAVE THE DATE FOR THESE UPCOMING EVENTS

August 14 – 17 | Harrisburg, PA

Registration Now Open!

New Venue, New Faces, and a Bright Future

The Keystone Veterinary Conference (KVC) has long been one of the premier gatherings for veterinary professionals in the state. Each year, it brings together veterinarians, technicians, students, and industry representatives for a weekend of education and networking. This year’s conference marked a turning point in the event’s history, as it was held at a new venue for the first time. The change brought with it new faces, fresh energy, and innovative ideas on how to continue improving for future conferences.

Scan this code to access the PVMA calendar of events and online registration.

While a venue shift can be a challenging transition for any conference, this year’s KVC demonstrated the resilience and adaptability of the veterinary community. While there were some challenges, such as some rooms filling quickly, attendees embraced the new space, and provided excellent feedback on the guest rooms, the meeting space layout, and the food!

High-Caliber Education

As always, the heart of KVC was its educational programming. Attendees enjoyed a diverse lineup of lectures

and workshops designed to provide continuing education credits and practical takeaways to bring back to their clinics and practices.

Registration Now Open!

attendees insights into some of the latest treatment approaches and best practices. Her lectures combined technical depth with clinical applicability, ensuring that veterinarians could immediately implement what they learned.

August 14 – 17 | Harrisburg, PA

Dr. John Anastasio, DVM, hosted sessions focusing on small animal surgery. His lectures drew large audiences, thanks to his reputation for blending cutting-edge science with real-world case studies. Attendees appreciated his ability to distill complex medical concepts into clear, actionable strategies.

November 8 – 9 | Mars, PA Details Available online

These speakers, together with many others, created a dynamic educational environment that ensured every attendee walked away with new knowledge to benefit their patients and practices.

Among the featured speakers was Walter Brown, CVT, whose sessions for veterinary technicians highlighted the vital role support staff play in providing exceptional animal care. Brown’s engaging presentation style and practical advice left technicians feeling empowered and recognized, while providing a lot of laughter.

Dr. Kara Amstutz, DVM, shared her expertise on rehabilitation, offering

Scan this code to access the PVMA calendar of events and online registration.

A Keynote to Remember

Of course, the highlight of the conference was the keynote address delivered by Dr. Temple Grandin, one of the most influential voices in animal science and autism advocacy. Dr. Grandin’s presentation, “Animals Make Us Human,” captivated the audience and set a tone of inspiration for the entire event.

Drawing on decades of experience in animal behavior, Dr. Grandin offered attendees a thought-provoking exploration of how understanding animals’ emotional lives can lead to better welfare practices. Her insights bridged science and empathy, reminding veterinary professionals that at the heart of their work is a responsibility to ensure animals live healthy, humane lives.

Audience members described her keynote as “fantastic,” “moving,” and “an absolute

privilege to witness.” Her presence at KVC elevated the event, leaving attendees inspired to bring compassion and innovation back to their own practices.

Building Connections

Beyond the lecture halls and keynote sessions, the conference once again proved itself to be a hub for networking and community-building. Veterinary medicine can often be a demanding and isolating profession, but events like KVC remind practitioners that they are part of a larger, supportive community. Conversations in the exhibit hall and during meals often lead to collaborations, mentorship opportunities, and lasting friendships. Attendees appreciated the chance to connect not only with peers but also with industry leaders and exhibitors showcasing the latest in veterinary products and technology.

Looking Toward the Future

With this year’s successful conference behind them, organizers are already setting their sights on the future. The lessons learned from the venue transition, the feedback from attendees, and the momentum created by highprofile speakers like Dr. Grandin will all inform planning for next year.

The takeaway from this year’s conference is that change, while challenging, can be a powerful catalyst for growth. By embracing new ideas, welcoming new participants, and continually striving for excellence, the conference is wellpositioned to remain a cornerstone of veterinary education for years to come.

As one attendee remarked, “KVC is not just about earning CE credits. It’s about being part of something bigger. It’s about learning, connecting, and being reminded of why we do what we do.”

In Memoriam John G. Emerson, VMD

Dr. Emerson (Pennsylvania ’54), 96, Buckingham, Pennsylvania, died July 6, 2025. He began his career practicing equine medicine in Pennsylvania. Dr. Emerson subsequently co-established Emerson Veterinary Clinic, a small animal practice in Buckingham, with his late wife, Dr. Doris Sell (Pennsylvania ’54). He also owned a mobile practice. These practices served the community for more than 30 years.

In later years, Dr. Emerson helped found Lampire Biological Laboratories in Pipersville, Pennsylvania, and served for decades as its staff veterinarian.

He is survived by his three daughters, three grandchildren, and one great-grandchild.

Purple Leash Project

At the Keystone Veterinary Conference, attendees had the opportunity to make a difference for survivors of domestic violence. PVMA partnered with Purina, who brought their Purple Leash Project to Harrisburg. Purina donated supplies, including bags and personal care items, and conference attendees volunteered their time to assemble the bags. Together, PVMA attendees assembled approximately 300 bags that were presented to WIN Victim Services, a local organization that provides petfriendly shelters to families escaping domestic violence.

Currently, less than 20 percent of domestic violence shelters accept pets. Through the Purple Leash Project, Purina helps to create more pet-friendly shelters so survivors and pets can escape, and stay, together.

Dr. Andrea Honigmann, PVMA president, shares a message of encouragement to accompany one of the bags.

Left to right: Rodney Thomas, Purina; Kristy Thomas, WIN; Laura Newell, WIN; Denise Ott, PVMA executive director; and Dr. Andrea Honigmann, PVMA president, with assembled bags.

President-elect Dr. Jeffrey Dill assembles a bag.

Left to right: Rodney Thomas, Purina; Dr. Andrea Honigmann, PVMA president; Kristy Thomas, WIN; Laura Newell, WIN; and Denise Ott, PVMA executive director, with the approximately 300 bags being donated.

Classified Ads

Veterinarians

Williamsport, PA | Full Time

Associate Veterinarian – The Animal Hospital on the Golden Strip. Join our team as an Associate Veterinarian (new grads welcome!) at our state-of-the-art facility in Lycoming County, PA. We treat cats and dogs but welcome new skills. Enjoy a 4-day workweek with no on-call and support from an outstanding tech team. We offer a base salary of $110,000–$125,000 plus production bonuses and a generous signing bonus. Full benefits include health, dental, vision, 401K match, CE allowance, mentorship, and relocation assistance. Just 50 minutes from State College and 2 hours from NYC or Philly. Let’s build the practice of our dreams—together! Please call Kelli Dowhaniuk at 818-309-3709 and/or email Kelli.Dowhaniuk@nva.com.

Danville | Full or Part-Time

Privately owned hospital with a positive work culture. Large laboratory for in-house diagnostics, Idexx Invue, digital radiology, new ultrasound, digital dental radiology, fully stocked pharmacy, Cornerstone software, large surgical suite, 9 exam rooms and a comfort room. Newly renovated large facility. Great work/life balance, can be flexible but typically 4-day work week with rotating Sat. AM appts, no after hours emergencies or on call duties. Base Salary + Commission, $100,000$150,000, ability to make $150k + with commission. $5,000 Signing Bonus Paid, time off, CE allowance, AVMA/PVMA and DEA Dues, Health/dental ins, Retirement plan & 4% Match. Please call Tanya at 570-768-0110 and/or email owner@caringhandsah.com.

Voorhees, PA | Full or Part-Time

No overnights, people-first, emergency-level care without the grind! Opening this Fall in Voorhees, NJ!

Founded by experienced DVMs, AcutePet is led by veterinary professionals who understand what it takes to support highfunctioning teams and create sustainable, well-run hospitals. Our leadership is committed to building an employee-centric culture where teams are supported, empowered, and heard, no matter their role. With guidance from our Chief Medical Officer, a board-certified criticalist, and a network of Managing Veterinarians and Practice Managers, we equip our teams to deliver exceptional, emergency-level care in an urgent care setting, with the confidence that comes from trusted leadership. Please call Jess Brotherton at 513.652.0481 and/or email jess.brotherton@acutepeturgentcare.com.

Butler, PA | Full-Time

Emergency Veterinarian – North of Pittsburgh, PA. Butler Veterinary Associates & Emergency Center seeks an ER doctor for swing shifts (2–10PM, no overnights). We’re a busy, collaborative 10-doctor practice with a strong focus on work-life balance—no on-call duties and flexible scheduling (max 32 hours/week). You'll handle diverse, challenging cases with excellent support and mentoring. Our hospital features a full in-house lab, ultrasound, digital X-ray, dental suite, and surgical tools. Enjoy a competitive base salary ($120K–$135K), production bonuses, and a generous sign-on bonus. Full benefits include health insurance, 401K, CE allowance, licensing, and relocation assistance. Please call Kelli Dowhaniuk at 818-309-3709 and/or email Kelli.dowhaniuk@nva.com.

Belle Vernon, PA | Full-Time

Inspire Veterinary Partners is seeking an energetic and professional Medical Director and/or Assoc DVM who is passionate about leading others, practicing the highest medicine, while building something special in the process. Using excellent communication and interpersonal skills, you will support veterinary partner relationships and enhance an engaging work environment for all by making a positive impact on the culture while cultivating an environment where medical quality truly stands out to the community. We have been AAHA certified for over 20 years, and we are very proud to serve the Mon-Valley and surrounding areas for over 50 years! Our dedicated Fear Free Certified team is committed to educating our clients at each and every visit. We encourage the building of healthy relationships between pets and their people by additionally offering behavior services with our own Certified Trainer. We set our standards very high, and our associates are caring, empathetic, and have a strong desire to be of service to others – both humans and their companion animals. Through our daily interactions with patients, we strive to maintain our strong and respected reputation built on integrity and a high level of care. https://recruiting.paylocity.com/recruiting/ jobs/All/ee71f3ed-2a54-4b33-af73-1d9354f88b78/InspireVeterinary-Partners-Inc

Greater Pittsburgh, PA area | Full-Time

Are you looking for more variety in your day-to-day? Do you want to feel appreciated and valued for the important work that you do? Do you want to get away from corporate pressures, clinic drama, and unsupportive management?

Come work with us at Lighthouse Veterinary Personnel Services. We hire veterinarians for relief work at clinics throughout Western PA. Let us handle the administrative work so you can practice the medicine you love, enjoy more free time, and have

guaranteed pay and amazing support!

Full- and part-time flexible positions available! Great benefits! Call 614-891-3800, Email office@lighthousevet.com, or https://www.lighthousevet.com for more information.

Edinboro, PA | Full-Time

Join Our Team at Camboro Veterinary Hospital! Located in Edinboro, PA, near scenic Lake Erie, Camboro Veterinary Hospital is seeking a Managing Veterinarian/Medical Director to lead our dedicated team. Joint ownership opportunities are available for interested candidates. In this role, you'll oversee medical practices, manage a team of veterinarians, ensure regulatory compliance, and contribute to the financial success of the hospital. You'll enjoy a competitive salary, management bonus, 4-day work weeks, health benefits, 401(K) matching, and more. Edinboro offers small-town charm with access to outdoor activities and nearby cities like Pittsburgh, Cleveland, and Buffalo. Join us for a rewarding career! Please call Kelli Dowhaniuk at 818-309-3709 and/or email Kelli.Dowhaniuk@nva.com.

Chambersburg, PA | Full-Time

Chambersburg Animal Hospital, a full-service pet hospital, is seeking a full-time Associate Veterinarian with an interest in dentistry, surgery or emergency. Join our 6-doctor team in our state-of-the-art facility, offering in-house labs, digital X-ray, ultrasound, and laser surgery. We prioritize collaboration, mentorship, and continuing education. Enjoy limited evening/ weekend hours, no emergency shifts, and a competitive salary with excellent benefits including health insurance, 401(K), and paid time off. Licensure in PA required. Come be a part of our compassionate team! Please call Kelli Dowhaniuk at 818-309-3709 and/or email Kelli.Dowhaniuk@nva.com.

Pittsburgh, PA | Full-Time

Holiday Park Animal Hospital, located on the Golden Mile Highway, is a full-service animal hospital providing comprehensive healthcare services. Our facility includes inhouse testing for accurate diagnosis, digital x-ray, ultrasound, surgical suite, dental suite, pharmacy, and more. We are looking for an enthusiastic and passionate Veterinarian to help us continue to grow. Our ideal candidate has strong communication skills, is team-oriented, and excited to help our vibrant practices excel in our community. If you want a place where your passion and skills are valued, where your feedback, input, and ideas are heard, then apply today! Please call Kelli Dowhaniuk at 818-309-3709 and/or email Kelli.Dowhaniuk@nva.com.

Chambersburg, PA | Full-Time

Join Our Team at Best Friends Animal Hospital! Are you a compassionate veterinarian looking to make a difference in the lives of pets? Best Friends Animal Hospital is seeking a dedicated vet to join our dynamic, three-doctor team. We offer state-of-the-art facilities, including 5 exam rooms, digital x-rays, ultrasound, and more. Enjoy a supportive work environment focused on collaboration and care. Benefits include a competitive salary, health coverage, 401K, paid vacation, student loan assistance, and continuing education. If you're passionate about providing exceptional care and building relationships with pets and owners, we’d love to hear from you. Apply today! Please call Kelli Dowhaniuk at 818-309-3709 and/ or email Kelli.Dowhaniuk@nva.com.

Pittsburgh, PA | Part-Time

Are you ready to combine your passion for animals with highquality medicine and community impact? Humane Animal Rescue of Pittsburgh (HARP), Western Pennsylvania’s largest and most progressive animal welfare organization, is looking for dedicated shelter veterinarians, a lead veterinarian and any veterinarians willing to volunteer for shifts.

This is more than just a job—it’s an opportunity to practice progressive shelter medicine, provide compassionate clinical care, and transform lives for pets, wildlife, and the people who love them.

Why You’ll Love Working Here

• Mission-Driven Work: Help animals in need while supporting pet owners, underserved communities, and wildlife.

• Diverse Caseload: Shelter medicine, public clinic services, high-quality/high-volume spay-neuter, and wildlife care.

• State-of-the-Art Facilities: Digital radiography, in-house lab, modern surgical suites, and low-stress animal housing.

• Professional Growth: CE opportunities, veterinary student mentorship, and a supportive, collaborative team.

• Competitive Pay & Benefits: Comprehensive benefits package, generous PTO, signing and relocation bonuses, PSLF eligibility. Interested

classified ads continued from page 37

The Work You’ll Do

• Provide medical and surgical care for shelter animals, public clinic patients, and wildlife as needed.

• Perform spay/neuter surgeries (including pediatric and HQHVSN procedures), dentistry, and diagnostics.

• Develop and implement treatment protocols that meet high medical and ethical standards.

• Mentor veterinary staff, students, and volunteers.

• Participate in community programs, mobile unit clinics, and outreach events.

• Collaborate with animal welfare partners to improve care and outcomes.

If you or someone in your network is interested, please reach out to Olga Herrera, Director of Human Resources, oherrera@humaneanimalrescue.org, 412-345-7300 ext. 333 or learn more at https://humaneanimalrescue.org/about/ careers/.

Monroeville, PA | Full-Time

Experienced Veterinarian – Murrysville Veterinary Associates (Monroeville, PA). Join our AAHA-accredited, Fear Free-focused hospital in Pittsburgh’s eastern suburbs. Murrysville Veterinary Associates seeks an experienced DVM to practice high-quality medicine alongside a collaborative, six-doctor team. Interested in urgent care? We offer optional prompt care appointment blocks—ideal for vets who enjoy fast-paced cases without the chaos of ER work. Enjoy a 4-day work week, flexible scheduling, and opportunities in exotics, acupuncture, and mentorship. Compensation: $120K–$135K base, production bonuses, signing bonus, full benefits, CE support, and relocation assistance. Thrive in a supportive environment where your skills and schedule are respected. Please call Kelli Dowhaniuk at 818-3093709 and/or email Kelli.Dowhaniuk@nva.com.

Practices/Equipment For Sale

Centre County, PA

Thriving small animal hospital in an excellent location along a major east-west highway with over 13,000 vehicles passing daily! 2,600 square foot leasehold facility with 2 exam rooms and potential for a 3rd. Full X-ray suite, an isolated surgery suite, and advanced diagnostic, ultrasound, and dental capabilities.

Steady year-over-year growth. 2024 gross revenue over $744K with a solo DVM and appointments offered only on weekdays. Room for multiple doctors. Negotiable post-sale employment available. With proximity to Penn State University, the surrounding region offers a stable, educated population, top-rated schools, abundant outdoor recreation, and a high quality of life. (Listing PA12). PS Broker at: 800-636-4740 | info@psbroker.com | https://go.psbroker.com/PA12

Upper Darby, PA

Upper Darby, PA Veterinary Practice for Sale. This exceptional veterinary hospital is fully-staffed seven days a week and includes a rare 1,500 square foot exercise yard. Offered at $700,000, this turn-key opportunity includes real estate, equipment, and an established client database from a retiring single owner. Located in a highly visible central location with ample parking, the practice features air-conditioned boarding areas and a complete grooming suite with sedation services. Significant expansion opportunities exist as the practice currently operates below capacity. The owner is committed to providing comprehensive transition assistance. Contact Jeff Haas at 206-280-5997 or jeff.haas@omni-pg.com for more information. Lic.#RS374763 (OMNI Practice ID: PAV102)

Northeast PA, outside of Scranton

Well established Small Animal Hospital for sale in Northeast Pa. Can support 1-2 doctors. Ample modern equipment, great clientele, safe neighborhood. Building in good repair, on two commercial lots. 2024 gross was $912,000. Interested parties please contact me via email at savemevm47@gmail.com. No corporations or multi-practice owners, please.

Bucks County, PA

Highly-profitable small animal practice generating over $800K in collections, with margins over 30%. Steady growth of 15 new patients monthly. Prime location 30 min from Philadelphia with efficient team in place. Hospital building is the newest and most modern in the area due to recent move in 2025. Strong history of quality care since the 1980s. Strong brand and reputation in Bucks County. Contact Rohit Malhotra at 234-353-3268 or rohit@omnipg-vet.com for more information. (PAV101)

Comfortable. Compassionate. Individualized Ophthalmologic Care.

At Lancaster Veterinary Specialties, we deliver exactly that— close to home.

Dr. Zachary Badanes, DVM, DACVO, and his ophthalmology team at Lancaster Veterinary Specialties, are devoted to preserving and restoring vision in pets. Combining compassionate, personalized care with advanced surgical expertise, they provide a comforting and safe experience for every patient and their family.

Specialties include corneal disease and cataract surgery. Dr. Badanes treats a wide range of eye conditions such as:

• Autoimmune Ocular Disease

• Cherry eye

• Corneal ulcers

• Dry eye

• Entropian correction

• Eyelid masses & lacerations

• Feline herpes virus management

• Glaucoma

• Ocular cancer

• Uveitis investigation & management

OUR SERVICES INCLUDE:

• Cardiology

• Internal Medicine

• Oncology

• Ophthalmology

• Radiology

• Surgery

Our expert approach blends clinical expertise with compassion,supporting families and referring veterinarians through every step of the journey.

Give your pet every advantage with expert ophthalmologic care led by Dr. Badanes – call 717-347-0838 to consult or refer today.

Keystone Veterinarian Fall 2025

HERE WE GROW AGAIN!

Message from the President

Improving Veterinary Technician Utilization

Unlocking the Full Potential of the Team

Understanding Utilization

Why Utilization Matters

1. Patient Care and Service Access

Building Trust Through Training

Rethinking Workflow and Role Clarity

Helping veterinary practices

Improving Veterinary Technician Utilization: Unlocking the Full Potential of the Team

Leadership’s Role in Utilization

Why Does Retention Matter?

Retention Benefits

Moving From Awareness to Action

Measuring Success

Final Thoughts

When Your Team Compares Pay Stubs Over Dinner

How to Build a Compensation System that Eliminates Surprises and Empowers Performance

The Struggle Was Real

The Lightbulb Moment

Current practices for sale in the Pennsylvania Area

Building Our System

The Transformation

The Results

Top 5 Questions

Every Vet Should Ask Before Signing an Employment Contract

1. How Will I Be Paid?

2. What Exactly is Expected of Me?

3. What Happens If I Leave?

Top 5 Questions Every Vet Should Ask Before Signing an Employment Contract

4. Will I Be Restricted After I Leave?

5. What Professional Support Will I Have?

Conclusion

Building Your Client Experience

Staff Training

Three Steps to Create a Wonderful Customer Experience

Winning the Game

Common DEA Violations and How to Avoid Them

Common DEA Violations

1. Inventory Issues

2. Recordkeeping Issues

3. Failure to Report Thefts and Losses

Conclusion

AVMA House of Delegates Annual Meeting Summary

Legislative Fly-In

Resolutions

Officer Elections and New Leadership Installation

Building a Healthier Veterinary Practice: Why HR, Benefits, and Insurance Matter

Human Resources: Keeping Your Team Strong

Employee Benefits: Supporting Staff Beyond the Paycheck

Business Insurance: Protecting Your Practice

Why This Matters for Practice Managers

Final Thoughts

A Grain of Truth: Nosy Neighbors

Nosy Neighbors

A Grain of Truth: Nosy Neighbors

Beyond Hiring: Creating Environments Where Veterinary Talent Thrives— A Connector’s Perspective

A brief look back

Beyond Hiring: Creating Environments Where Veterinary Talent Thrives—A Connector’s

Where are we now?

Identifying the issues

Where do we go from here?

Creating magnetic relationships

Beyond Hiring: Creating Environments Where Veterinary Talent Thrives—A Connector’s Perspective

When Selling or Buying a Veterinary Practice

Relief Staffing as a Business Strategy: Moving from Stopgap to Growth Driver

A Changing Landscape in Veterinary Medicine

The Evolution of Relief Work

The Risks of a “Bad Fit”

Five Questions Every Practice Should Ask Before Hiring Relief Vets

Business-Building Relief Strategies

Good Medicine Is Good Business

SAVE THE DATE FOR THESE UPCOMING EVENTS

New Venue, New Faces, and a Bright Future

High-Caliber Education

A Keynote to Remember

Building Connections

Looking Toward the Future