Keystone Veterinarian Spring 2025

How to Survive On-Call Duty Without

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 board-certified veterinary anesthesiologist are on staff to ensure the safest, most comfortable experience and the best possible outcome.

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Inclusion & its Positive Impact on Social Wellness

A Grain of Truth: Knowing When to Speak Up and When to Keep Your Mouth Shut

Prioritize Health and Wellbeing: Battle Employee Burnout 28 AVMA House of Delegates Winter 2025 Recap 31 In Memoriam: Henry M. Fortna 32 Classified Ads Cover image courtesy of Dr. Jody Kull.

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: Rhett Proctor, DVM

President-Elect: Andrea Honigmann, DVM

Vice President: Jeffrey Dill, DVM

Past-President: Thomas Munkittrick,

BOARD OF TRUSTEES

Western Region Trustee: Erin Johnson, DVM

Metro Philadelphia Region Trustee: Jill Stetz, VMD

North Central Region Trustee: Andrea Carr, DVM

South Central Region Trustee: Gary Brummel, DVM

Equine Veterinarian At-Large: James Holt, VMD

Production Animal Veterinarian At-Large: Robert Cloninger, VMD

Academic Veterinarian At-Large: Alessandro Lamacchia, VMD

Certified Veterinary Technician At-Large: Ashley Mase, CVT

AVMA Delegate: Tina Dougherty, VMD

AVMA Alternate Delegate: Kate Boatright, VMD

Student At-Large: Christian Nase

Message from the President

Rhett Proctor, DVM President, Pennsylvania Veterinary Medical Association

Happy spring!

As the weather turns warmer and the sun beams brighter and longer, let us be mindful that any time of year can be a bad time for someone struggling with their mental wellbeing. In an industry that is often pushed to our physical and mental limits, any time of year can prove to be extremely stressful. Let us be extra mindful of all our team members and keep an eye, and ear, out for those team members who may need just a little something extra to help them get through whatever may be causing them stress. It is easy to forget that we often do not know what others may be dealing with in their professional and private life.

If we are to have strong teams in our workplaces, we must remember that mental health is as important as physical health. Sometimes, more so. As team leaders, and even team players, we cannot just focus on physical safety, but we must also be mindful of mental safety, making sure that safeguards are in place to protect each individual’s mental wellbeing.

Mental health, and possible lack of, knows no season. For some, it can be raining on the sunniest of days. Let us be extra mindful of those around us and offer help in any way we can to ensure that one’s mental wellbeing can result in positive outcomes.

Rhett Proctor, DVM PVMA President

How to Survive On-Call Duty Without

Losing

Your Sanity

By Melinda McCall, DVM

If you are a rural veterinarian, you already know that oncall duty is the shadowy figure lurking in the background of your life, waiting to interrupt dinner, sleep, and any plans you foolishly made. I’ve spent twenty years navigating this unpredictable lifestyle, and along the way, I’ve learned a few things—mostly the hard way.

Many of us work in agriculture, a profession that isn’t just a job but a full-on, all-consuming way of life. Sound familiar? That’s because veterinary medicine is no different. While our work is rewarding, if we don’t set some boundaries, we’ll find ourselves burnt out, sleep-deprived, and possibly considering an alternate career.

So, let’s talk about how to integrate on-call duty into your life in a way that doesn’t make you resent every emergency phone call, whether it is a daytime emergency that tries to interrupt your busy day, or a nighttime emergency that makes your day never end.

1) Client Training 101: Because They Won’t Train Themselves

Believe it or not, your clients can be trained. I know they’re not puppies, but trust me—if you stay firm and consistent (like a strict parent), they’ll learn. Make sure your business hours are plastered everywhere—on your website, office doors, and on your voicemail. In my practice, we close at 4 p.m. Do I actually stop working then? Of course not. But setting that boundary gives my team time to wrap up the day and, more importantly, teaches clients to save non-urgent matters for business hours.

Most importantly, limit the number of clients who have direct access to your personal number. If they text you after hours with a “quick question,” resist the urge to respond immediately. Let them stew in their curiosity until morning. They’ll learn. And if it’s a true emergency, they’ll follow the proper channels to reach you, just like they’re supposed to.

2) Identify Your Personal On-Call Nightmare— and Fix It

For me, it was the constant ringing of my phone. Every time it rung, my shoulders tensed, my face twisted into a scowl, and I considered tossing it into a pond. I hired an answering service. Instead of my phone being a 24/7 stress grenade, an operator

screens the calls and texts me only the actual emergencies. Everything else? It gets emailed to the office for the next business day. This single change made my job exponentially more enjoyable.

If you’re not the boss, talk to your employer. If your on-call duties are wearing you down, bring them a well-thought-out solution, not just a list of grievances. There are plenty of ways to ease the burden so you can focus on what truly matters— providing great care, enjoying the job you’re passionate about, and remembering why you became a veterinarian in the first place.

continued on next page >

Dr. McCall and her daughter Lucy working on a cow emergency.

How to Survive On-Call Duty with Losing Your Sanity

continued from page 7

3) Stop Being Instantly Available

Here’s a secret: the faster you respond to clients, the more they will expect it. If they know you’ll pick up your cell phone on the first ring, they’ll never call the office again. Let them listen to your voicemail. Let them wait a few minutes. You could be dealing with another emergency. You could be cooking dinner for your family. Either way, they should be patient and respect your boundaries.

Delaying a response to a text will force them to try a more effective avenue or allow for enough time for a problem to fix itself; this concept is directly related to the concept of “benign neglect” we learned about in veterinary school.

Also, never, ever answer client messages on social media. If you do it once, congratulations—you’re now their personal, unpaid consultant. It’s like feeding a stray cat. They’ll never stop coming back. Many of us are training children to use technology responsibly, and we have to model and encourage professional behavior for them as well.

4) Educate Your Clients—Before They Call You at Midnight…Again…

Prevention is the key—not just for the animals, but for your sanity. The more your clients know, the fewer panic calls you’ll get. Consider hosting workshops on things like birthing techniques, simple triage procedures, or other topics that might help in an emergency situation. Taking some extra time while you’re on the farm for a routine visit to educate producers on disease surveillance or making individual farm protocols may not only reduce emergency calls, they result in an increase of billable hours.

Put a “True Emergencies” list on your website. Create an FAQ sheet that answers the most common questions. And when you’re already out on an emergency call, take a few minutes to kindly educate the client on how they could have avoided calling you at 2 a.m. It might just save you from another middle-of-thenight visit in the future.

Yes, You Can Master On-Call Duty without Letting it Take Over Your Life

You chose this career because you love it, but that doesn’t mean you should allow it to consume you. Setting boundaries, using technology to your advantage, and educating your clients can make all the difference in achieving that mythical concept known as “work-life balance.”

Of course, I’d be lying if I said I had this all figured out. While writing this article, I got three emergency texts. I did not respond immediately. Progress!

If you want a front-row seat to my younger, more questionable decisions in veterinary medicine, check out my memoir, Driving Home Naked and Other Misadventures of a Country Veterinarian. It’s living proof that time and experience are great teachers— though a little common sense (and maybe a good answering service) wouldn’t have hurt either.

Dr. McCall’s memoir provides a front-row seat to her younger, more questionable decisions in veterinary medicine.

Here’s to keeping your sanity intact, your phone on silent (at least occasionally), and your love for veterinary medicine thriving for the long haul. Time and experience are great teachers—but so is knowing when to set limits, when to let calls go to voicemail, and when to put yourself first. My hope for each of you is not just a meaningful and rewarding career, but one that doesn’t leave you running on empty. A well-rested, happy veterinarian is the best kind—for you, your clients, and your patients.

About the Author: Melinda McCall, DVM, was born and raised on a dairy farm nestled in the mountains of Southwest Virginia. She owns and operates a large animal mobile veterinary service serving fifteen counties in a fifty-mile radius in Central Virginia. She and her all-female staff specialize in Beef and Dairy cattle herds, swine, and small ruminant animals, and she also works with camelids. Dr. McCall earned a B.S. in Biology from Queens University in Charlotte, North Carolina, and Doctor of Veterinary Medicine from VirginiaMaryland College of Veterinary Medicine in 2004.

Dr. McCall currently resides in Louisa, Virginia, with her daughter Lucy and their beloved Border Collie, Cap. She enjoys coaching and playing basketball, and scuba diving (although it’s a rare occasion she gets to an ocean). She is passionate about agricultural education and loves giving back to her community.

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.

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• Financing transactions, debt, or equity

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When Selling or Buying a Veterinary Practice

Legacy Unleashed: Business Succession Strategies for Veterinary Practices

By Ashley S. Wagner, Esq.

Succession planning is a critical yet often overlooked aspect of business management. For veterinary practices, it’s not just about preparing for the eventual exit of an owner or partner, it’s about ensuring the continuity of care, the stability of the practice, and safeguarding the livelihoods of the employees. Like other businesses, veterinary practices need well-defined succession strategies to transition leadership and ownership in a way that maintains both operational success and the trust of clients. This article will explore essential strategies for business succession planning in a veterinary practice.

The Importance of Succession Planning

Succession planning ensures that a veterinary practice can continue running smoothly when an owner decides to retire, sell, or even in the event of unforeseen circumstances such as illness or death. Without a clear plan, a practice may face financial instability, employee turnover, and loss of clientele. In the veterinary field, where relationships with pet owners and trust in care are paramount, a lack of succession planning can damage the reputation and long-term viability of the business.

Ideally, veterinary practice owners should begin their succession planning three to five years before they plan to exit the business. Effective succession planning requires time, effort, and careful consideration of multiple factors, including financial structures, leadership skills, and potential buyers or successors.

Identifying Potential Successors

One of the first steps in creating a succession plan is identifying potential successors. Veterinary practices have a few options when it comes to passing on leadership:

1. Internal Succession

• If there is already strong leadership in place, internal succession is often the most desirable option. This might involve promoting, partnering with, and/or selling to an existing veterinarian, or, where applicable, a practice manager or other senior staff member who has demonstrated the necessary skills, leadership ability, and passion for the practice. An internal successor will often have established relationships with clients and staff, which can be crucial in maintaining continuity.

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• For veterinary practices, it’s also essential to evaluate if the potential successor has the clinical skills required, the business acumen for management, and a vision for the practice’s future. Additionally, a strong internal succession plan might include mentoring or coaching to ensure that the successor is fully prepared for the transition.

2. Selling to an External Buyer

• If internal succession is not feasible, for whatever reason, selling the practice to an external buyer is another common strategy. This could be another veterinary practice or a private investor or firm looking to enter the veterinary industry. Selling the business can provide a financial return for the owner, but it also comes with challenges. For example, ensuring that the new buyer understands the culture and operation of the practice is crucial for maintaining the client base and employee morale.

• Owners should work with business brokers and accountants to determine a fair market value for the practice. The sale process can be lengthy, and owners need to plan for the time it takes to find a suitable buyer and ensure a smooth transition.

Legacy Unleashed: Business Succession Strategies for Veterinary Practices

continued from page 11

3. Merging with Another Practice

• Mergers can be an attractive option for owners who want to step away but don’t want to sell to a competitor. A merger allows for combining resources, expertise, and clientele while still maintaining continuity. This strategy can also reduce the financial and operational pressures that come with the sale of a practice.

• When considering a merger, practice owners should be mindful of aligning business values, patient care standards, and company culture. Both parties need to find common ground to ensure a successful merger.

Financial Considerations

The financial side of succession planning is often the most complex aspect. Veterinary practice owners must consider various options for structuring the buyout or transfer of ownership.

1. Valuation of the Practice

The first step is to determine the practice’s value. A professional valuation considers factors such as revenue, expenses, assets, location, and market conditions. This process should be carried out by a financial advisor, valuation specialist, or business broker with experience in veterinary practice sales. Accurate valuation helps determine the price at which the practice can be sold and the financial viability of the succession plan.

2. Buy-Sell Agreement

A buy-sell or purchase agreement is a legal contract that outlines the terms under which the business will be transferred. This agreement typically includes the sale price, payment terms, and, for certain arrangements, what happens in the event of the owner’s death, disability, or retirement. This agreement should be drafted and negotiated by an experienced attorney.

3. Funding the Buyout

In cases of internal succession or selling the practice to a partner, the buyer needs a way to fund the buyout. The terms of financing can vary. Some buyers may use personal savings, loans, or seek financing from a bank or other financial institution. Sellers should be aware of the different funding options and can assist the buyer in navigating these processes if necessary.

4. Tax Implications

The structure of the succession plan can have significant tax implications for both the seller and the buyer. Consulting with a tax professional is critical to ensure that the transaction is as tax-efficient as possible. Certain tax structures, such as asset sales versus stock sales, can impact the amount of taxes paid during the transition.

PA: Northeastern - Solo, small animal hospital located near Scranton-Wilkes-Barre area Practice is well-equipped and located in a 2 400 sq ft facility Owner is ready to retire so both the practice and real estate are for sale (PA311)

PA: Eastern - Established companion animal practice in the Bethlehem-Allentown area It is a growing 2 doctor practice with revenues approaching $2 million The practice is housed in a free-standing building that is well-equipped and conveniently located within the community The owner 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 PAOH 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

Legal and Regulatory Considerations

In addition to the financial aspects, veterinary practice owners must ensure that their succession plan complies with local laws and regulations. This includes ensuring that any changes in ownership or leadership are properly documented and that the new owners meet the necessary professional licensing requirements.

For example, in most states, a person must hold a valid veterinary license in order to own or operate a veterinary clinic. If the practice is owned by a corporation, legal compliance with corporate laws is also essential.

Creating a Transition Plan

A successful succession strategy goes beyond identifying a successor and dealing with financial considerations. It also involves creating a detailed transition plan. This includes establishing timelines, determining how clients will be notified, and creating a roadmap for transferring responsibilities. It’s important that clients and staff feel confident that the transition will not disrupt the high level of care they are accustomed to.

The transition plan could allow for a phased exit, where the current owner gradually reduces involvement, allowing the new owner or leader to take over more responsibility over time. This can help to reduce the shock to clients and staff and provides an

About the Author: Ashley S. Wagner, Esq., is a seasoned corporate attorney with a strong focus on mergers and acquisitions (M&A), succession planning, leasing, and corporate transactions. As a member of the firm’s Business and Finance Group and co-chair of the Mergers & Acquisitions Practice Group, she represents corporations, medical practices, and business owners in M&A transactions, asset purchases, corporate governance, and business succession planning. Contact Ashley at awagner@tuckerlaw.com or at (412) 594-5550. P w i easily handle being a 2-3 doctor practice Both the practice and real estate are for sale (PA431)

opportunity to address any potential issues before they become larger problems.

Conclusion

Succession planning for a veterinary practice is a critical process that requires careful consideration, open communication, and proper financial and legal planning. Whether the practice is passed to an internal successor, sold to an external buyer, or merged with another practice, a well-crafted succession strategy ensures that the practice will continue to thrive and provide excellent care for its clients. By planning ahead, veterinary practice owners can safeguard their legacies and set up their businesses for long-term success.

**Photo by Dr David King, DVM, CVA

A Moral Conundrum? Veterinary Care –

By Wendy Dean, MD CEO & Cofounder, Moral Injury of Healthcare, Carlisle, PA, USA

Author correspondence and reprint requests to:

wdean@moralinjury.healthcare

Years ago, I lived in rural New England with a beloved boxer, who had her first seizure at 11 years old. I walked her across the village to our vet office and we discussed the differentials (not great), how much good time she had left (not much), drug options, and euthanasia (not yet). But we never discussed goals (palliation) or budget (tight).

The bill was more than a week of my meager resident’s salary. When I blanched at repeating the encounter and expense in two weeks, the answer was, “This is our protocol. You’re welcome to find another vet.” The sudden callousness, so unlike my previous experiences with them, was disorienting. Luckily, a solo vet in the next town created a palliative plan to keep her comfortable and me financially solvent. Four good months later, we said a wrenching goodbye.

Zoe and I experienced the start of two simultaneous shifts in veterinary medicine, which have restructured many practices. The first was “humanizing” pets (82% of owners today say, “My pet is like my child”1). The second was consolidation – the relentless aggregation of practices for efficiencies of scale and acquiring market share.

The Double-Edged Sword of “Humanizing”

Humanizing pets has been both a boon and a curse for veterinarians. On the one hand, it has improved pet health and veterinary innovation and, with consolidation, allowed practices to finally raise prices (at 1.5-2X the rate of inflation2).

The youngest generation of owners spend more than twice as much on their pets as baby boomers (see Figure 1). Spending on pets, overall, now totals roughly $136B and has increased every year for decades.3

On the other hand, humanizing has the potential to drive unnecessary, even futile, care and inflict financial toxicity, reminiscent of human healthcare before widespread insurance. My eldest uncle was stricken with polio in the 1930s, when health insurance was rare. My grandparents – an engineer and a nurse – chose Lindsay’s care over financial solvency, of course, but they never fully recovered from that hit.

Many Millennial and Gen Z pet owners are choosing as my grandparents did – to put their financial wellbeing aside – with 34% of Millennials and 29% of Gen Z facing debt because of pet expenses.5 Thirty-eight percent of these indivduals would lose $100,000 or a year of their life to add another year to their pets’ too-short lives. That profligacy can help veterinarians’ bottom lines, yet, ironically, may not be in the pet’s best interest. That is today’s veterinary conundrum,

an event with moral significance that demands more attention.

The Effect of Consolidation

But there are added twists in today’s practice. Veterinary care is a cash business, and the sector was dubbed “inflation proof” when spending held steady during both the financial crisis of 2009 and the COVID-19 pandemic.6 These factors, added to humanizing and owners’ immoderacy, make veterinary medicine attractive to investors, and money is pouring in. Between 2017 and 2022, private equity invested $45B in veterinary practices. Consolidated entities now control about half of all general veterinary practices and three-quarters of specialty practices (emergency, surgery, and cancer care).7 Increasingly, veterinarians in consolidated practices are held to quotas and pressured to increase the number and intensity of services for each pet’s visit.8

Brendan Ballou, a federal prosecutor and special counsel at the Department of Justice, wrote that the influx of private equity in vet care has been “disastrous.” Costs for owners have skyrocketed, growing much faster than inflation.

Veterinary staff – the largest cost for any practice – are ruthlessly cut, and those who stay are spread too thin to provide quality care. Young veterinarians, he says, face “Stagnating pay, fear for the future, and an endless bureaucracy: These are not the makings of a successful career –or a flourishing industry.”9 In fact, these can be the makings of moral injury.

Understanding and Addressing Moral Injury

In 2018, my colleague Simon Talbot and I wrote an article for STAT News, positing the experience of moral injury in medicine as a separate experience from burnout.10 That article went viral in human healthcare and, sadly, was quickly adopted by other fields, too, including veterinary medicine.

Jonathan Shay defined moral injury as an experience with three requisite components: (1) betrayal (2) by a legitimate authority (3) in a high-stakes situation.11 The sense of betrayal was what we heard from physicians asked to put an organization’s needs ahead of their patients’ needs. Betrayal, the root of moral injury, is a profound relational rupture by those to whom we would otherwise look for protection and support.

But there is an interesting nuance to moral injury in healthcare, whether human or veterinary: both fields are fraught with unavoidable moral events. Veterinarians practice at a complex moral crossroads: serving the best interests of both patient and owner; society’s simultaneously emotional and utilitarian relationships to animals; and their own monetary self-interest.12 Practitioners must be morally and ethically facile to manage challenging moral events: heartbreaking financial toxicity; overly attached “pawrents” demanding futile care; young, healthy animals without a safety net; euthanasia.

Some data suggest that veterinary medicine will need 55,000 more veterinarians by 2030. There is no time to educate and train our way out of that shortage, so we must ensure vets want to stay in their jobs. Detailed steps to a better culture are beyond the scope of this article, but the broad strokes

are below. Critically, the process must be tailored to the unique needs – and betrayals – of each organization. It is important to recognize completing the process may take months to years, depending on how entrenched the challenges are, and change requires buyin from everyone for fullest effect.

Acknowledge that unavoidable moral events, as described above, regularly occur in veterinary care – and ensure all staff have access to training, education, and ethical frameworks in which to locate and process those events.

Recognize the growing presence of avoidable moral events – pressures arising from the commodification, consolidation, corporatization, and financialization of care. We must mitigate the risks inherent in avoidable moral events through:

Sharing values and goals across the entire organization.13

Embrace an honest damage assessment inflicted by betrayals.

Reinforce just culture, which holds that individuals should not be accountable for mistakes made in a system they cannot control. Instead, all stakeholders share accountability.

The framework of moral injury adds a relational and moral dimension to the discussion of veterinary occupational distress. Helping veterinarians navigate the moral and ethical intersections of their care is essential to mitigating the potential for, and impacts of, moral injury.

REFERENCES:

1Osieki, T., Rodney, L., Lunney, A., 2024. The State of Pets: Unpacking America's Pet Preferences. Harris Poll Thought Leadership Practice. https://theharrispoll.com/wpcontent/uploads/2024/10/State-of-PetsOctober-2024.pdf#page=1.00

2What Makes the Veterinary Industry So Attractive to Buyers? Ackerman Group, October 7, 2024. https://ackerman-group. com/current-market/why-is-the-veterinaryindustry-still-so-hot/

3Megna, M., 2025. Pet Ownership Statistics 2025. Forbes. https://www.forbes.com/ advisor/pet-insurance/pet-ownershipstatistics/

4From data in Osieki, T (2024).

5Osieki, 2024.

6Prete, R. “Private Equity Snatches up Veterinarian Clinics amid Puppy Boom.” PitchBook, September 14, 2022. https:// pitchbook.com/news/articles/pe-dealsveterinary-clinics-pet-care.

7Javier Espinoza, Yasemin Craggs Mersinoglu, Stefania Palma, and Antoine Gara. “Lipsticks, Lattes . . . and Now Labradors: JAB’s Bet on Pets.” Financial Times, July 12, 2022. https:// www.ft.com/content/f32bee39-0ddf-47a38560-67838e7c9089

8 Jason Clenfield. “The High-Cost, High-Risk World of Modern Pet Care.” Bloomberg.com, January 5, 2017. https://www.bloomberg. com/news/features/2017-01-05/when-bigbusiness-happens-to-your-pet

9Ballou, B. Private equity is killing your pets. The Nation. April 25, 2023.

10Talbot, S., Dean, W. Physicians aren’t burning out. They’re suffering from moral injury. STAT News. July 26, 2018.

11Shay, J. Moral injury. Psychoanalytic Psychology. 2014. 31(2), 182–191. https://doi. org/10.1037/a0036090

12Reinisch AI. The human-animal bond: a benefit or a threat to the integrity of the veterinary profession? Can Vet J. 2009 Jul;50(7):713-8. PMID: 19794866; PMCID: PMC2696701.

13Boysen PG 2nd. Just culture: a foundation for balanced accountability and patient safety. Ochsner J. 2013 Fall;13(3):400-6. PMID: 24052772; PMCID: PMC3776518.

About the Author: Wendy Dean, MD, is the CEO and co-founder of Moral Injury of Healthcare, a nonprofit focused on alleviating workforce distress through research, education, advocacy, and consultation. She is widely published in both academic journals and lay media. She is the author of If I Betray These Words: Moral Injury In Medicine and Why It’s So Hard For Clinicians to Put Patients First, and cohost of the Moral Matters and 43cc podcasts.

Before co-founding the nonprofit, Dr. Dean practiced as a psychiatrist, worked for the Department of Defense in research innovation, and as an executive for a large international non-profit supporting military medical research. Dr. Dean graduated from Smith College and the University of Massachusetts Medical School. She did her residency training at Dartmouth Hitchcock Medical Center in Lebanon, NH.

How to Find a Therapist

By Christina Malloy, LICSW, Owner of Therapy Unleashed

Therapy is a great tool to help manage your mental health and navigate the emotional and psychological challenges in the veterinary field. Starting therapy can feel like a tremendous task, and most people don’t know where to start. The biggest factor in therapeutic success is the relationship between therapist and client. Finding the right therapist is essential. This guide will help walk you through some of the different options available, and how to narrow down your search.

Cost of Care/Navigating Insurance

Before looking for a therapist, you should understand your insurance benefits. Look up your co-pay for behavioral health services and learn if you have a deductible. A therapist who accepts insurance will not know your co-pay or how much you will owe for the visit; the cost is determined by your insurance company.

Some therapy providers are choosing to opt-out of insurance for various reasons, including ease of care, ensuring client confidentiality, treatment restrictions, and low reimbursement rates. Many insurance plans will offer reimbursement for services that are out-of-network. So if you find a provider who does not accept insurance or who is not in-network with your plan, contact your insurance company to see what their out-of-network reimbursement rate is. After paying for sessions, your therapist can provide you with a Super Bill so you can be reimbursed directly by your insurance plan if they offer this benefit.

Types of Therapists

There are several types of providers that can offer therapy. Understanding the differences between providers is important to find a therapist who will best fit your needs. While the following list isn’t exhaustive, it will highlight the key differences between your options:

• Psychiatrists: Medical doctors who specialize in mental health and can prescribe medications. Psychiatrists may provide

therapy, medical treatment (inpatient or outpatient) and medication management.

• Psychologists: Have a doctorate (PhD or PsyD) and offer therapy or counseling to improve mental health or change behaviors. Psychologists cannot prescribe medications.

• Psychiatric Nurse Practitioner (PMHNP): a Registered Nurse with advanced training in mental health, including the ability to prescribe medications and provide therapy. This type of provider is a great option for someone looking for medication management.

• Social Workers: Social workers have different licensure titles depending on the state, but you might find LMSW, LCSW, or LICSW after their name. Social workers provide therapy and counseling. They are known for their broader scope of practice, which includes evaluating social and environmental factors alongside mental health treatment. Social workers cannot prescribe medication.

Other options you might come across in a search may include Licensed Mental Health Counselors (LMHC)/Licensed Professional Counselors (LPC) or Licensed Marriage and Family Therapists (LMFT).

What Should I Ask?

Veterinary professionals often feel misunderstood by those working outside of the field, and the idea of feeling misunderstood by a therapist is unsettling. When looking for a therapist, you have control. You have the ability to interview different providers to find one that might be a good fit. Here are some things you might ask during a consult call:

• Have you ever worked with a veterinary professional before?

• Do you have experience working with first responders or medical professionals?

• Do you have experience working with clients who experience compassion fatigue or burnout?

• Do you offer in-person or virtual sessions?

• How long are your sessions?

• How frequently should we meet?

You can also ask more clinically focused questions, such as how long they’ve been providing care or what therapeutic modalities they like to utilize. If there’s anything that may be important to you when considering care, it’s okay to ask! If a therapist doesn’t want to answer your question, they aren’t the right fit for you. Set up consultation calls with a few providers to determine which one sounds like a good fit for what you’re looking for.

In-Person vs. Virtual Sessions

Deciding where your therapy will be held is also an important decision. There are advantages to both in-person and virtual sessions. The pandemic has allowed for a large shift to virtual therapeutic care. Virtual care can improve ease of care by removing the commute and possible anxiety of locating where you need to go for your sessions. Virtual sessions can allow those with a busy schedule to fit therapy more easily into their day.

In-person care allows for an easier read on non-verbal communication and utilization of some tools (e.g. games, art therapy, music, etc.) that are more difficult to employ in a virtual setting. When deciding on virtual or in-person therapy, consider what would best suit your schedule and where you might feel most comfortable being vulnerable.

What to Expect In Your First Session

The first intake session with a therapist will vary, but you can generally expect this session to cover similar topics. A therapist will want to discuss your reasons for starting therapy, such as what brings you to therapy and why you are seeking care now. You’ll be asked to describe any symptoms you may be having and how they’re impacting your life. This intake session is also when your therapist will ask you questions about your history and past, as well as set goals for what you would like to accomplish in therapy. Your therapist should also discuss confidentiality and answer any questions you might have during this time about what to expect during future sessions.

Where to Look

When you’re ready to start therapy, there are several ways to seek out a therapist. If you have an established relationship with a Primary Care Physician, they may be able to provide you with a referral. Alternatively, Box 1 lists some great websites to use.

Therapy is a great tool for creating a sustainable career in veterinary medicine. Just because you can face the emotional and psychological challenges alone, doesn’t mean you have to. Working with a therapist will allow you the time and space to discuss your feelings and thoughts in a safe, non-judgemental environment. If you meet with a therapist and find it’s not a good fit, that’s okay. Not every therapist will click with every client, and it may take a few tries to find the right therapist for you.

BOX 1: Online Resources for Finding a Therapist

• Psychology Today is one of the original and more popular options. Psychology Today is a directory that allows you to narrow down your search by preference and need. This option requires slightly more work as you need to reach out to each provider to ask about availability.

psychologytoday.com/us

• Mental Health Match is similar to Psychology Today, but the process is slightly more streamlined.

mentalhealthmatch.com

• Other options like Grow Therapy, Alma, or Headway allow you to book sessions with therapists directly from their profiles, as opposed to reaching out to them via email or phone.

growtherapy.com/start/get-therapy

helloalma.com

headway.co

About the Author: Christina Malloy is a Licensed Independent Clinical Social Worker and owner of Therapy Unleashed. Therapy Unleashed offers specialized approaches to therapy and wellness for veterinary professionals. As a consulting veterinary social worker, Christina also supports staff and clients at hospitals across the country. Christina and Therapy Unleashed are based out of Boston, MA but wherever she is, her dogs Argo and Lilo are never far behind!

Fat Is Not a Feeling, and Health Is Not a Look: When It Comes to Weight, Words Matter

By Katie Berlin, DVM

The first few weeks of a new year are filled with the promise of change. Who will I be this year? Where will I be a year from now? This will finally be the year that I _____!

Whether or not you make New Year’s resolutions, it’s hard not to feel the pull of a fresh start—and in today’s culture, that fresh start is often connected in some way to health and wellness. Maybe it’s a new gym membership, a promise to start getting up early to run before work, or a renewed commitment to a diet or food tracking app. You were probably getting inundated with messages encouraging you to “take control of your health” while the trays of holiday treats in the break room were still rolling in. While wanting to be healthy is commendable, the wellness culture we live in still tends to equate “healthy” with “smaller”— and the simple fact is, all bodies are not genetically meant to fit the same cultural ideal, regardless of lifestyle. The tone of these messages and the conversations they inspire are not always helpful for everyone. Consider scenarios like these:

1. A coworker in a thinner body than yours puts her hands on her stomach and jiggles them. “I feel so fat this week. Time to cut out carbs again.”

2. You went through a bad breakup last month and haven’t had much appetite—or energy—since. Your coworker notices your weight loss and says, “You look amazing! What’s your secret?”

3. A naturally thin coworker who recently had a baby is complimented on her postpartum appearance by a teammate in a larger body and says, “Thanks, but I still have 15 pounds to lose. I hate looking in the mirror right now.”

4. Your teammate walks in on his first day back from vacation while you’re eating a cupcake and says, “I ate so much junk on that trip. I’m doing two workouts a day now to burn it all off.”

If you’re a human alive in the year 2025, these situations probably sound so familiar, you might not even think they’re worth talking about.

In the past, I’ve been the person in the smaller body lamenting the huge meals I ate over the holidays in front of my coworkers, and I’ve also been the person who left conversations like these feeling terrible about myself, and who kept silent because I didn’t want to draw attention to myself and my body or what I was eating for lunch. We are trained from a young age to believe that smaller bodies, restrictive diets and exercise, and rejection of so-called “junk food” are essential components of moral superiority. In short, our culture tells us that if we’re thin, especially if we have to work to stay thin, we’re better people.

Language Matters

Most of us have a complicated relationship with food, weight, and body image. In Western popular culture, people in larger bodies are assumed to be less healthy, and weight loss is celebrated regardless of the cause. The ubiquity of these beliefs has led to commonly used language that is, at best, inconsiderate to many people we care about—and at worst, downright harmful.

When a person in a smaller body says, “I feel fat,” she denies the experiences of people in larger bodies who hear her. When

an able-bodied person says, “Ugh, I hate my body,” she might not realize there’s a person listening who just wishes he could work a full day without pain. When someone compliments your post-breakup weight loss, she probably isn’t thinking about the fact that it is a result of stress and grief, and that when you feel better, the weight will (and should) naturally come back. The scenarios above are reminders that we can’t infer anything about someone’s health or lifestyles just by looking at them— and that regardless of health status or size, everyone deserves respect. A person in a larger body can get regular movement, eat well, and have perfect bloodwork, while someone in a small body might have a sedentary lifestyle and high cholesterol or struggle with chronic disease. Genetics play a huge role in both health and how we look, and while the choices we make are important, not everything is preventable or under our control.

If developing more healthful eating habits or committing to more movement are goals for you, try approaching changes with an abundance mindset (think, “What can I do more of?”) rather than a restrictive one (“What do I need to cut out?”) and be mindful that the language you use is considerate of those around you, no matter what they look like.

• Instead of, “I’m cutting out carbs,” try, “I’m going to aim for 5 servings of vegetables every day.”

• Instead of, “I need to go to the gym every day—I’ve been so bad lately,” try, “I feel so much better when I make time for more movement.”

• Instead of, “I’m going to fit into my skinny jeans again,” try, “I am going to choose clothes that fit me well and make me feel confident.”

Want to dive deeper into this topic?

Here are some resources to get you started:

Bacon, L., Aphramor, L. Weight Science: Evaluating the Evidence for a Paradigm Shift. NutrJ 10, 9 (2011). https://doi.org/10.1186/1475-2891-10-9

Gordon, Aubrey. “You just need to lose weight” and 19 other myths about fat people. Beacon Press, Boston, 2023.

Maintenance Phase Podcast with Aubrey Gordon and Micheal Hobbes. Dr. Berlin specifically recommends the episodes, “Anti-Fat Bias” and “The Obesity Epidemic”

Good overview of “food language”: https://dieteticallyspeaking.com/why-food-languagematters/

• Instead of, “You look incredible! I wish I could be tiny like you,” try, “You have amazing energy that inspires me.”

It’s a sad fact of life in most Western societies that many of our common goals around “health” are rooted in a feeling of shame, or the idea that we are not worthy of respect, love, and self-confidence if we are bigger, less healthy, or otherwise different from the subjective ideal we’ve grown up learning about. But research shows that shame and guilt are generally poor motivators for sustainable change, not to mention a poor environment for doing our best work and living full, joyful lives that lift up those around us—a worthy resolution no matter what time of year it is. In 2025, let’s resolve together to break the cycle, one conversation at a time.

About the Author: Katie Berlin, DVM, CVA, is a liberal arts kid with a veterinary degree. During her 15 years in small animal primary care practice, she's realized she might never be the fastest surgeon in the room but that she could contribute in other essential ways. After serving as director of content strategy for the American Animal Association, she joined Instinct Science, the parent company of Clinician’s Brief and Plumb’s Veterinary Drugs, as veterinary director of brand advocacy. She has created and hosted multiple podcasts, including The Vet Reset Podcast, Central Line: The AAHA Podcast, and Veterinary Breakroom on the Clinician's Brief podcast, and has a special love for team-based medicine, leadership development, and the power of storytelling in shaping a better world.

VETERINARY TEAM BURNOUT: Prevention, Recovery, Mitigation

By Renee Machel, Co-founder and Program Director, Get MotiVETed

At Get MotiVETed, we call it burnout preparedness—an approach to preventing, recovering from, and mitigating burnout in veterinary teams. Burnout looks different for everyone, but addressing it starts with awareness and recognizing “You are here.” From there, it’s about categorizing efforts into four big buckets:

1. What’s showing up?

2. What do you already have in place to support well-being?

3. Where do you want to go, and why?

4. How can a roadmap make this journey easier?

This structured approach helps you create a clear and actionable plan. Simply by reading this, you’ve taken an intentional first step! Awareness sparks micromovements that shift workplace culture and well-being, one small action at a time.

BUCKET 1: Identifying Burnout Signs

Understanding burnout begins with identifying its signs, both obvious and overlooked. Here are some common indicators:

• Decreased productivity (presenteeism): Being present but disengaged.

• Absenteeism: Increased callouts.

• Reduced enthusiasm: Dimming of a person’s spark.

• Emotional exhaustion: A sense of having nothing left to give.

• Physical symptoms: Headaches, appetite changes, sleep disturbances, etc.

• Conflict displacement: Arguing over minor issues (they aren’t

the real issue) or projecting stress from personal life onto work.

• Department rifts: An “us vs. them” mentality undermining morale.

• Work dread: A “rinse-and-repeat” mentality that leaves no room for joy.

• Negativity: Anger, irritability, cynicism, and lack of empathy.

• Helplessness: Feeling trapped or unable to effect change.

• Procrastination: Struggling to focus or complete tasks.

• Overwhelmed: A constant sense of being stretched too thin. What do these signs look like for you and your team? Recognizing them is the first step toward addressing burnout.

BUCKET 2: Assessing Well-Being Resources

Next, evaluate what’s already in place to support well-being. Think of well-being as a “life wheel” with multiple interconnected categories: Social, Financial, Environmental, Purpose/Vision, Emotional, Intellectual, Physical, and Growth.

Organize these categories into strategies—high-level, mid-level, and quick wins—and you can even rename them to suit you and your practice. Build a robust toolkit of resources that appeal to team members at different stages of their well-being journey. Here are examples of resources to consider:

• Practical Supports: Employee Assistance Programs (EAPs), financial planning, health insurance, or gym memberships.

• Daily Comforts: Healthy snacks in the breakroom, mindfulness

practices, or post-event debriefs.

• Safety Measures: Policies for physical safety, such as twoperson closing or security systems.

• Career Development: Continuing education, personalized roadmaps, or skill-building workshops.

• Team Building: Activities to foster connection and gratitude, from recognition programs to morale-boosting events.

• Work-Life Balance: Flexible schedules and policies that support personal and professional growth.

• Leadership Toolkits: Tailored resources and training for leaders to model well-being, manage stress, and effectively support their teams.

These efforts don’t have to be complicated or expensive. Start small and evolve over time.

BUCKET 3: Evaluating and Adjusting

Finally, regularly assess your progress:

• Are you meeting your goals?

• What’s working, and what isn’t?

• Does your approach align with your team’s values and needs?

Use a method like Getting Things Done (GTD) to break initiatives into projects and action steps. Make adjustments as needed and involve the team along the way. No single person is responsible for the well-being of the entire workplace—shared success depends on collaboration.

BUCKET 4: Building Your Roadmap

Tackling burnout and improving well-being can feel overwhelming, but having a roadmap makes it ten times easier. Consider the following three steps as you work to make a plan for your clinic: Identify Resources that Provide Guidance. You don’t have to figure this out by yourself. Explore resources that utilize evidence-based, proven strategies to implement meaningful change in your clinic. Consider resources that will help team members identify burnout signs and create tailored solutions for your clinic.

Connect with Like-Minded Professionals. Burnout can feel isolating, but again, you’re not alone. Find others who

understand your challenges and share your commitment to change. As a community, we can share best practices, celebrate wins, and support each other in creating healthier lives and workplaces.

Invest in Tools and Resources. There’s no need to reinvent the wheel. Look for continuing education programs you can bring to your team in the clinic. Consider utilizing a program like Get MotiVETed University, which offers plug-and-play templates, ready-to-use tools, and courses to help streamline your efforts and save time.

There are many resources available to help you create an individualized plan for your team and clinic—both inside the veterinary profession and outside of it. Find resources that fit your needs and leverage them to improve burnout preparation in your clinic.

WHY IT MATTERS

Burnout preparedness isn’t just about solving problems—it’s about building a sustainable culture where everyone can thrive. Keep your intentions toward well-being, and you’ll gain the clarity, confidence, and support to make lasting changes.

Whether it’s through direct guidance, connecting with others, or leveraging powerful tools, the Get MotiVETed approach simplifies the process and amplifies your impact. Together, we can shape a future where well-being is at the heart of every veterinary practice.

Put one foot in front of the other, and take the next step. You and your team deserve it.

About the Author: Renee Machel is a dynamic speaker, certified coach, and co-founder of Get MotiVETed, an organization dedicated to empowering veterinary professionals with tools to combat burnout and enhance well-being. With over two decades of experience in the veterinary field, Renee blends her deep industry knowledge with evidence-based strategies to inspire change. She is passionate about mental health advocacy and creates impactful programs that promote resilience, self-care, and sustainable practices. As a sought-after leader in her field, Renee’s work continues to make a lasting difference for individuals and teams striving for balance and fulfillment in demanding professions.

Inclusion & its Positive Impact on Social Wellness

By Genine R. Ervin, DVM, MPH

Throughout my 18-year veterinary career, I’ve been privileged to explore several workplace environments within the private, corporate, pharmaceutical, and academic sectors and have witnessed the impact of inclusive versus exclusive practices in the workplace. To ensure team success, we must incorporate members’ ideas and recognize the positive impact of inclusion on overall health and wellness.

There are eight dimensions of wellness, with four most commonly recognized: physical, emotional/mental, social, and spiritual.1 As human beings, we need a holistic approach to wellness for a thriving and fulfilled life. Since the average human spends one-third of their life at work, it’s crucial that each of these dimensions are also encompassed within the workplace. Respecting each dimension, let’s focus on the relationship between social wellness and inclusion in the veterinary workplace.

Fostering an Environment of Belonging

Workplace inclusion fosters belonging, enhancing productivity, innovation, and decision-making. Veterinary medicine is known as one of the least diverse professions in the United States, identifying 83.1% of veterinarians as White, 6.1% as Hispanic or Latino, 4.8% as Asian, and 1.4% as Black or African American according to 2024 statistics.2,3 Therefore, inclusion in our profession is an absolute necessity to wellness for marginalized and under-represented groups in the workplace. Inclusive practices such as encouraging different perspectives, celebrating cultural holidays, allowing concerns to be raised without fear of retaliation or judgment, and use of pronouns exhibit respect and create a welcoming environment for all. Creating socially healthy workplace environments can lead to various positive outcomes, such as enhanced self-esteem, decreased stress, anxiety, and depression, and better communication and conflict resolution skills.

Combating our Natural Unconscious Bias

A detrimental factor in achieving social wellness in the workplace is unconscious bias. As our workplaces become more diverse, businesses must begin to address unconscious biases which often seep into workplace relations. Unconscious bias results in an estimated $64 billion annually, primarily due to expenses related to employee turnover stemming from perceived unfairness and discrimination.4,5 One clear way which we can combat our natural unconscious biases is to start with recognizing this inherent fact ourselves. Free online tests, such as Harvard’s Implicit Association test, are readily available to assist us in identifying our individual biases affecting workplace harmony and social wellness.6 Next, be supportive and flexible in onboarding and training practices to ensure accessibility and the success of its learner. Leaders should encourage group

interaction to foster diverse thinking, creativity, and aid in building team communication skills.

How We Impact Social Wellness

With the recent pandemic, we were all able to witness first-hand the health effects associated with isolation. The promotion of exclusion in any environment, whether at home or in the workplace, has long-lasting negative effects upon our health, as humans have an innate need to belong. When we all take steps to research ways for our workplace environments to be inclusive, and with intentionality maintain this for ourselves and others, we are actively doing our individual part to positively affect the social wellness of our environments. Social wellness encourages individuals to express their needs and boundaries, while also respecting the needs of others. The promotion of inclusivity and its positive impact upon social wellness improves our emotional regulation and aids in creating a space of safety and wellbeing for us all.

REFERENCES:

1. National Library of Medicine: Stoewen, Debbie L; Can Vet J. 2017 Aug;58(8):861–862. Dimensions of wellness: Change your habits, change your life.

2. Elmore, R. The Lack of Racial Diversity in Veterinary Medicine. JAVMA 2003 Vol.222 No.1 pp24-26

3. U.S. Dept of Labor & Statistics: https://www.bls.gov/

4. Mercier D. The cost of unconscious bias in the workplace. Published

April 12, 2019. Accessed March 22, 2025. Available at https:// learningpool.com/blog/unconscious-bias-in-the-workplace-what-itcosts-your-bottom-line.

5. Caprino K. New data reveals the hard costs of bias and how to disrupt it. Published October 26, 2017. Accessed March 22, 2025. Available at https://www.forbes.com/sites/kathycaprino/2017/10/26/ new-data-reveals-the-hard-costs-of-bias-and-how-to-disruptit/?sh=dc2dd7445955.

6. Harvard Implicit Association Test: https://implicit.harvard.edu/ implicit/takeatest.html

About the Author: Dr. Genine Ervin is a dynamic veterinary leader, public health expert, and advocate for diversity, innovation, and excellence in veterinary medicine. With a career spanning clinical practice, leadership, research, and education, she has made a lasting impact on the veterinary profession and the communities she serves.

As the Chief Market Owner & Operator at PetVet365 in the Dallas-Fort Worth area, Dr. Ervin is responsible for overseeing multiple veterinary hospitals, ensuring top-tier medical care, and fostering a culture of excellence within her team. She also serves as the Chief Operating Officer of blendVET®, a pioneering organization committed to advancing inclusivity and equity in veterinary medicine. Dr. Ervin holds a Doctor of Veterinary Medicine (DVM) from Tuskegee University and a Master’s Degree in International Public Health from the University of Alabama at Birmingham. A thought leader in her field, Dr. Ervin continues to shape the future of veterinary medicine through organizational leadership, innovative medical practices, and unwavering dedication to inclusivity and excellence.

Email Address for Correspondence: gervinsmith@blend.vet

A Grain of Truth: Knowing When to Speak Up and When to Keep Your Mouth Shut

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.

Knowing When to Speak Up and When to Keep Your Mouth Shut

Definition:

Braunschweiger: A culinary delicacy of pig liver paste. (It tastes better than it sounds, and it’s better than scrapple!)

During fourth year of veterinary school, we were allocated eight weeks off campus to experience private practice. I was assigned my off-campus rotation at the very start of fourth year, injecting me into the real world as green and naïve as a veterinary student can be. The experience turned me even greener.

I worked at the Faith Veterinary Clinic, a three-veterinarian, mixed-animal practice located where two state highways intersected. The whole community consisted of a few houses, a grocery store, a gas station, and the veterinary clinic. The practice’s territory ranged over two counties and included

everything from dairies and pleasure horses to small animals and exotics. The clinic owners agreed to let me sleep at the clinic as long as I had my sleeping bag stowed when they arrived every morning. I liked that arrangement because it kept me from having to pay rent for somewhere to sleep. They liked that I was on site for emergency calls and late-night treatments. They figured that the time they spent training me was balanced by the cost savings from using me as free labor. I was also their designated driver for farm calls, allowing the vets to write up records and bills while we travelled.

I assumed the adventure would be a giant practical examination over everything taught in veterinary school and was amazed when the veterinarians weren’t concerned about my knowledge base. They felt you could always look up doses and differential diagnoses in the Merck Veterinary Manual. The real key to veterinary life was showmanship—owning the room and being able to handle anything. They also felt that business acumen was critically missing from most veterinary students.

One of their key lessons was in sustaining practice morale. Each morning, the veterinarians, receptionist, and technicians would gather in the waiting room to plan for the day. Two veterinarians would be assigned farm calls, and one would stay at the clinic to see small animals. At the end of the morning meeting, everyone gathered in a football huddle and yelled the clinic cheer: “GO – FIGHT – DISEASE!”

Somehow, that cheer stuck with me. Often, I have been rousted out of a warm bed on a cold night for an emergency. Struggling to wake up, get dressed, and stay warm, I have muttered to myself: “C’mon Todd. You have to go fight disease!”

On a sweltering July day towards the end of the externship, we were running late on the scheduled call list. Instead of going back to the clinic for lunch, we stopped at the best fast-food place in town: the grocery store’s deli. I got a braunschweiger sandwich with mayo, dill pickles, and colby cheese with a Coke and a bag of Cheetos. Dr. Brown criticized my sandwich choice,

claiming there’s no way braunschweiger could be tasty. He argued the only way to make liver delicious was to use it as bait, catch a catfish, and fry the fish in beer batter. He really didn’t care what type of sandwich I ate. He just used the opportunity to push me to be more assertive, holding my ground when criticized.

While driving to the next farm, he complained about the yellow pseudo-cheese that I smeared on the steering wheel. (Cheetos probably weren’t a smart lunch choice.) While I struggled to make less of a mess, he groused that to be a good veterinarian, I should be able to simultaneously steer with one hand, shift gears with my other hand, eat with my third hand, and write a medical record with my fourth. I kept quiet (mouth full of braunschweiger) but deftly executed an eye roll without taking my eyes off the road.

Our next patient was an ADR (Ain’t Doin’ Right) Holstein running loose in the pasture. We fell even further behind schedule chasing her around in the midday sun. During the pursuit, I gathered a history by shouting back and forth with the farmer. The cow delivered a stillborn calf five days ago and had been slowly getting sicker. By the time we herded her into the farmer’s makeshift chute, I was panting from the running, shouting, heat, and humidity.

Dr. Brown allotted me 5 minutes to complete a physical exam and make a diagnosis. Moderate fever. No rumen sounds and no pings with percussion (displaced abomasum ruled out). Normal lung sounds (pneumonia ruled out). No heat or swelling in the udder (not mastitis). I called out my findings as I went and said that it’s fever of unknown origin. I suggested doing a rectal palpitation, and Dr. Brown reluctantly allowed a few extra minutes for the procedure.

I lubed an OB sleeve and shoved it in just as the cow coughed. The increased abdominal pressure from the cough together with my pressing down on her uterus forced a massive stream of pus out of the vulva. Unfortunately, my head was right in the way. Even more unfortunately, I was still open-mouth breathing. A big gulp of pus flew to the back of my throat where I reflexively swallowed to keep it from diving down my trachea. If you’re wondering, bovine uterine pus tastes slimy, salty, and super-gross!

From their horrified looks, it was clear that Dr. Brown and the farmer saw exactly what had happened. I wiped spattered pus off my face, looked at Dr. Brown and said, “She has pyometra.”

Dr. Brown stared at me awkwardly and said, “Yes. Yes, she does.”

I recommended a treatment plan, and Dr. Brown agreed. As we walked to the truck to get medications, the bacteria and inflammatory cytokines in the ingested pus started slow dancing with my gastric chemoreceptors. I ignored the signals they sent to my brain and focused on treating the cow.

By the time we administered the treatments and started the standard boot washing ritual performed before leaving any farm, the slow dance in my belly had morphed into a fast tango. I was getting paler by the minute but valiantly ignored the tropical storm in my abdomen. Dr. Brown kept staring at me as I started up the truck and drove off.

By the time we made it a few miles away from the farm, the cyclone in my stomach had swelled into a heavy metal, stomach-acid-rock mosh pit that could not be ignored. I hit the brakes, killed the engine, and bailed out of the driver’s side door. I barely made it to the edge of the road before projectile vomiting.

If there had been an Olympic event for emergency roadside emesis, I would have taken the gold based on distance alone, even with a major point deduction from the judge for artistic expression. I spewed rainbow chunks of yellow Cheetos, purple braunschweiger, and green pickle across the roadside ditch and 5 rows deep into the cornfield.

Once everything flew out, the nausea abated, and physically I felt better. Emotionally, I felt like a songbird eaten by a feral cat.

After a few moments Dr. Brown said, “Get in. Let’s go. We’re still running late.”

I climbed back into the truck, fired it up, and sped away towards our next call. After a long silence, Dr. Brown said, “Well, now you know to keep your mouth shut while working the back end of a cow.”

I mumbled that I had learned that lesson and was guaranteed never to forget it. I slumped in the seat, disappointed with myself, doubting my career choice.

Dr. Brown spoke up again and said that he was really proud of me, and that I was going to be an outstanding veterinarian. I was baffled, but Dr. Brown went on to explain. When he saw what happened, he expected me to immediately fall over and vomit. He couldn’t believe that I managed to finish treating the cow and get out of sight of the farmer before losing my lunch. He thought that was the very model of toughness and professionalism. It showed a lot of guts (even if mine had temporarily been inside out). To this day, it’s the weirdest compliment that I have ever received.

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

Prioritize Health and Wellbeing Battle Employee Burnout

The veterinary profession is one of the most rewarding career paths, but it also comes with unique challenges that can take a toll on mental health and overall wellbeing. Veterinary professionals deal with long hours, emotional cases, and financial pressures, all while striving to provide the best possible care for their patients. Without proper support, these stressors can lead to burnout, anxiety, depression, and compassion fatigue. Perhaps some PVMA practices have experienced burnout issues that manifest in high employee turnover rates. You’re not alone – the entire veterinary industry is facing this problem.

“Approximately 50% or more of veterinarians report moderate to high levels of burnout.”1

“44% of private veterinary practitioners report considering leaving the profession, including >40% of those who graduated within the last 10 years.” 1

Understanding the Mental Health Challenges in Veterinary Medicine

So, it’s a problem for the entire industry… but what are the causes? Let’s look at some of the key stressors that contribute to the issue:

• Emotional Strain: Regularly dealing with sick or injured animals, distressed pet owners, and end-of-life decisions can be emotionally exhausting.

• High Workload: Long hours, emergency cases, and staff shortages can lead to chronic fatigue and burnout.

• Financial Pressures: Many veterinary professionals have student loan debt, and some practice owners struggle with the financial demands of running a business.

• Client Expectations and Difficult Interactions: Managing client emotions, including anger and grief, can be overwhelming.

• Compassion Fatigue: Constantly caring for others without proper self-care can lead to emotional exhaustion and detachment

Recognizing these challenges is the first step in addressing them. Veterinary practice owners and managers play a vital role in creating an environment that fosters mental wellbeing. Prioritizing mental health in veterinary practices isn’t just beneficial for individual staff members, it’s crucial for the entire profession to thrive.

“Burnout-affected physicians consistently exhibit twice the risk of having patient safety incidents as those unaffected.”1

“The organizational cost of replacing a physician is estimated to reach 2–3 times the physician’s annual salary. In the US, the impact of burnout in veterinary practice has been estimated to reach $2 billion in lost revenues each year, with a median cost of turnover of $104,000 for each veterinarian, and $59,000 per veterinary technician.”1

How Practice Owners Can Support Mental Health and Wellbeing

It’s clear through the statistics that burnout is an issue in the industry, and it’s also clear that the damages to the industry (and perhaps your practice individually) can be significant. But what can you do about it? What actions can be taken to help your practice and your employees thrive?

The U.S. Center for Disease Control provides a conceptual model for prioritizing efforts to advance safety, health, and wellbeing in occupational settings.2 They suggest prioritizing your actions in this order:2

1. Eliminate working conditions that threaten safety, health, and wellbeing.

2. Substitute with health enhancing policies, programs, and practices.

3. Redesign the work environment for safety, health and wellbeing.

4. Educate for safety and health.

5. Encourage personal change.

A supportive work environment can significantly improve staff morale, reduce burnout, and enhance overall job satisfaction. Here are some specific strategies and resources practice owners can consider:

• Implement Flexible Scheduling. Providing flexibility in work hours, ensuring adequate time off, and promoting a healthy work-life balance can help reduce stress and prevent burnout. Consider rotating shifts, allowing mental health days, and offering part-time or remote administrative work options where feasible.

• Encourage Open Conversations. Creating a culture where mental health is openly discussed helps remove stigma and encourages team members to seek help when needed. Staff meetings that incorporate mental health check-ins, anonymous suggestion boxes, or regular one-on-one meetings can be effective ways to support employees.

• Provide Access to Mental Health Resources. Offering access to counseling services, Employee Assistance Programs (EAPs), or online mental health platforms can make a significant difference.

• Invest in Staff Training and Professional Development. Encouraging ongoing education and skill-building can boost confidence and job satisfaction. Offering continuing education (CE) stipends, hosting workshops on mental health, and promoting leadership development can empower employees and make them feel valued.

• Encouraging Physical Wellbeing. Physical health is closely tied to mental health. Providing options that encourage healthy lifestyles can have a direct impact. Health insurance and ancillary coverages that provide care and financial support should be considered – but creative benefits ideas like ergonomic workstations, telemedicine, offering gym membership reimbursements, or organizing group activities like yoga or walking meetings can also encourage healthier lifestyles and reduce stress.

Final Thoughts

Mental health and wellbeing should be a top priority in veterinary practices. A happier, healthier veterinary team ultimately leads to better patient care, improved client experiences, and a stronger, more sustainable profession. If you need help taking proactive steps to improve mental health and wellbeing for your practice, PVMA partner Alera Group would love to help!

As a preferred partner of PVMA, we’re familiar with the needs of your industry, and our team is well equipped to assist you with options and preferred pricing. We can help groups identify and team up with EAP partners that align with their business (whether through an ancillary benefit program or as a standalone solution). We can also support employers in leveraging solutions within their health benefit and carrierprovided resources to ensure individuals have applicable mental health support resources. We truly hope we’ll have the opportunity to help you and your practice!

Visit cloud-aia.aleragroup.com/pvma to get in touch with our team!

References:

1 Steffey MA, Griffon DJ, Risselada M, et al. Veterinarian burnout demographics and organizational impacts: a narrative review. Published July 2023. Available at https://www.frontiersin.org/journals/ veterinary-science/articles/10.3389/fvets.2023.1184526/full.

2 Lee MP, Hudson H, Richards R, et al. Fundamentals of Total Worker Health® Approaches: Essential Elements for Advancing Worker Safety, Health, and Well-Being -- DEPARTMENT OF HEALTH AND HUMAN SERVICES, Centers for Disease Control and Prevention, National Institute for Occupational Safety and Health. Published December 2016. Available at https://stacks.cdc.gov/view/cdc/43275.

AVMA House of Delegates Winter 2025 Recap

By Tina Dougherty, VMD, Delegate Kate Boatright, VMD, Alternate Delegate

The House of Delegates winter session was held January 1011, 2025 in Chicago, Illinois. The house considered 8 different resolutions and took a deep dive into two topics during the Veterinary Information Forum (VIF): “Supporting Rural Veterinarians” and “Current Status of Accreditation in Veterinary Education.”

VIF Topic 1: Supporting Rural Veterinarians

We reviewed the many professional and personal challenges existing in today’s society for sustaining rural veterinary practice. Veterinarians play an indispensable role in rural communities, supporting animal health, food safety, and public health. Many challenges present themselves, along with numerous opportunities, which vary depending upon practice type.

The AVMA is exploring opportunities to provide resources that can encourage the successful establishment and sustainability of rural veterinary practices. Several options were recommended to the HOD for the AVMA to explore in support of veterinarians in rural practice:

• Data-driven resources that identify factors that impact sustaining and retaining veterinarians in rural practice.

• Explore programs used by other health professions to support rural professionals (i.e. AMA, ADA, etc.) to create a model program for veterinary practice.

• Survey existing programs that have provided substantial support for rural veterinary practices.

• Consider areas of emerging technology, such as augmented forms of AI, that AVMA could provide that meet the unique needs of rural veterinarians.

• Educate and expand on member benefits that exist with AVMA-affiliated support groups that seek to address unique needs of rural veterinarians (i.e. AVMA Insurance Trust, etc.).

VIF Topic 2: Current Status of Accreditation in Veterinary Education

Program accreditation is a standards-driven, evidence-based, peer review process relying on key quality control measures to ensure graduates have the knowledge and essential skills needed for entry-level practice. The Council on Education (COE) follows the criteria required by the Higher Education Act and seeks recognition as an accrediting body through the US Department of Education. The COE is required to demonstrate that its accreditation decisions are independent of the AVMA and are not influenced by any partner organization or recognized affiliate organizations.

Currently there are 53 COE-accredited veterinary schools (30 in the United States, 5 in Canada, and 18 international). In addition, there are 4 new, provisionally accredited U.S. schools and 10 proposed, developing schools working toward accreditation. Historically, the Council on Education has limited the number of site visits conducted per year to 12. Due to the increased number of proposed programs, this number was expanded to 14

in 2023, 15 in 2024, and 14 site visits are already scheduled in 2025 as of early January. The AVMA also added two new staff positions to support COE operations.

On the veterinary technician horizon, there are 220 accredited veterinary technology programs with 2 new programs scheduled for a site visit. A dedicated staff position and the new Committee on the Advancement of Veterinary Technicians and Technologists (CAVTT) were added last year to support the accreditation process and further promote veterinary technology education.

Resolutions

The full text of all resolutions and bylaws amendments can be found on https://www.avma.org/about/house-delegates/ hod-resolutions-and-proposed-bylaw-amendments. Eight resolutions were considered by the HOD, and their outcomes are listed below:

• Resolution 1: Rules for AVMA Officer Election Campaigns. This resolution was adopted with amendments.

• Resolution 2: New Policy on Evidence-Based Biosecurity. This resolution was adopted with amendments.

• Resolution 3: New Policy Endorsing Research, Production, and Sales of Cellular Agriculture Animal Protein Products for Food. This resolution failed.

• Resolution 4: Revised Policy on Removal of Antlers (Velveting). This resolution was adopted with amendments.

• Resolution 5: Annual Membership Dues Increase. This resolution was adopted with amendments.

• Resolution 6: Revised Policy on Complementary, Alternative, and Integrative Veterinary Medicine. This resolution was adopted with amendments.

• Resolution 7: New Policy on License by Endorsement. This resolution was adopted with amendments.

• Resolution 8: Revised Policy on Guidelines for Pet Ownership. This resolution was adopted with amendments.

The House of Delegates carefully considered the increase in the annual dues membership (Resolution 5), knowing that this will impact our member veterinarians and their practices. Dues increases were deemed essential to provide AVMA with the resources needed to continue to provide top notch advocacy, education, and programming for members in the coming years.

Elections

Two council positions were filled. Dr. Yung-Yi Mosley was elected to Council on Biologic and Therapeutic Agents (COBTA)Immunology, and Dr. Jennifer Glass was elected to Council on Veterinary Service (CoVS)-Mixed Private Practice.

President Elect Candidates

Dr. Mary Ergen and Dr. Jennifer Quammen are the two candidates for the office of AVMA President Elect. Both addressed the House of Delegates during the meeting. The balloting for the office of President Elect will occur during the summer House of Delegates session.

Membership Update

AVMA has hit a milestone membership number of 108,016, which is a 3% increase over 2024. This number surpassed the original goal of 106,000 and blew past the stretch goal. AVMA boasts a 95% retention rate and 74% market share. SAVMA membership has grown to over 20k with 90% participation rate. The new target AVMA membership goal for 2025 is 110,600. continued on next page >

AVMA House of Delegates Winter 2025 Recap

continued from page 29

Thank you to all of the Pennsylvania veterinarians who are members of the AVMA in helping to keep the organization strong.

Advocacy Update

The AVMA’s Government Relations Division (GRD) continues to monitor state and federal legislation and advocate for the health of the veterinary profession. The following updates were provided during the HOD session in January. For the most up to date information on advocacy activity and to learn how you can help, visit https://www.avma.org/advocacy/stay-informedabout-avma-advocacy.

The AVMA and Colorado VMA worked tirelessly against Colorado Ballot Initiative 129, which allowed the creation of a Veterinary Professional Association (mid-level practitioner position). This position requires a master’s degree (offered at Colorado State University) and is a 5-semester, mostly online curriculum that will afford this new professional the privilege to practice veterinary medicine, including surgery. While the ballot initiative ultimately passed, AVMA was crucial in changing the public perspective and narrowing the margin of victory. All 50 state VMAs and numerous other professional organizations are in opposition to a mid-level practitioner in the veterinary profession. The AVMA GRD is more prepared now than ever to combat such legislation if it develops in other states.

Xylazine availability has continued to be a national- and staterecognized issue. Xylazine has become readily available as an illicit drug, so many states have proposed moving Xylazine to be a scheduled medication. AVMA advocated against these restrictions, keeping Xylazine available to veterinarians. The GRD is working with legislators on federal legislation to protect veterinary access to Xylazine while also protecting the public from the illicit drug.

As 2025 begins, the AVMA is focused on working with lawmakers and key stakeholders to pass a new Farm Bill that includes veterinary priorities including the National Animal Health Laboratory Network (NAHLN), National Animal Disease Preparedness and Response Program (NADPRP), National Animal Vaccine and Veterinary Countermeasures Bank (Vaccine Bank), Food Animal Residue Avoidance Databank (FARAD), and Veterinary Services Grant Program (VSGP).

The AVMA is currently working with lawmakers to reintroduce the Rural Veterinary Workforce Act into the new Congress.

If passed, the legislation would help recruit and retain veterinarians in rural and underserved areas by ending the federal taxation of the Veterinary Medicine Loan Repayment Program (VMLRP), which assists veterinarians with the significant obstacle of educational debt.

AVMA continues to advocate for the Healthy Dog Importation Act, which was included in all the 2024 Farm Bill frameworks. On the regulatory side, under new rules established by the CDC, which started August 1, 2024, dogs entering the United States must meet new import requirements, including being at least six months of age and microchipped.

Recent Updates

Since the conclusion of the HOD winter session, numerous changes have occurred at the federal level that affect the federal veterinary workforce as well as research, animal health, public health, and more. Dr. Sandra Faeh, AVMA President, released a special statement in early March 2025 to let members know what the AVMA is doing during this time to support the veterinary profession: https://www.avma.org/presidentscolumn-special-edition-committed-working-your-behalf.

Additionally, the Council on Education sent the following letter to Deans at all accredited veterinary schools and those seeking accreditation in mid-March in regards to changes that may affect education: https://www.avma.org/sites/default/files/2025-03/ AVMA_COE_Dear_Colleague_Compliance_3.2025_F.pdf.

In Memoriam

Henry M. Fortna

August 27, 1939 — June 14, 2024

Dr. Henry M. Fortna, 84, of Ephrata, passed away Friday, June 14, 2024. Born in 1939, Jonestown, PA, he was the son of the late Annie M. (Bohn) Fortna and Clayton H. Fortna. In late June, Henry would have celebrated 59 years of marriage with his wife, Kristin (Bond) Fortna.

Henry graduated from Northern Lebanon High School, class of 1957, and Penn State University, class of 1961. At Penn State he participated in a unique study, the Armsby Calorimeter, called “the Box” by students, which is now a museum on campus. He graduated from the University of Pennsylvania School of Veterinary Medicine, class of 1964. He served in the US Army as a Veterinary Pathologist at which time he published several papers for the Armed Forces Institute of Pathology and National Zoological Park, Smithsonian Institute, Washington, DC. He was honorably discharged with the rank of Captain in November 1970.

In 1972, he with his wife, Kristin, established the Ephrata Animal Hospital on East Main Street. His solo practice included horses, dogs, and cats. Henry was beloved by his clients. He was kind, caring, and compassionate with his patients, spending long days and nights attending to their needs. After 48 years he retired in 2011.

His retirement ushered in an entirely new life where he traveled extensively with his wife. His favorite place to go was Lake Placid and the Adirondack High Peaks. For 10 years he was a trustee and grounds keeper for Bethany UCC. He enjoyed volunteering with friends for WQVC Stream Studies. His wife shared her love of art and photography with him and he began painting with acrylics and pastel.

In addition to his wife, Henry is survived by two daughters: Noelle Fortna, wife of Daniel Hibshman, and Heidi Whitmoyer, wife of Todd; two granddaughters: Emily and Adeline Hibshman; siblings: Esther M. Wentling of Jonestown, PA; Anna Mary Nolan, wife of William of Jonestown, PA; Elwanda M. Doberstein of Lebanon, PA; and Robert C. Fortna, husband of Janice of Jonestown, PA. Henry was predeceased by siblings Richard D. Fortna, John E. Fortna, Vivian Buck Berriker, Lucille P. Hartman, and Ronald Fortna, who died as an infant.

Classified Ads

Veterinarians

Pittsburg, PA | Full-Time

Pittsburgh Premier Veterinary Care & Rehabilitation is a 2-doctor practice looking for another Associate Veterinarian. Our hospital includes 5 exam rooms, surgery suite, dental area, radiology suite (including ultrasound), and an open treatment room concept. Rehabilitation equipment includes underwater treadmill, dry treadmill, companion animal laser, and therapeutic ultrasound. We offer urgent care-type appointments as well as sick and well visits. Patients consist mainly of canines and felines, but some exotic animals are seen at doctors’ discretion. No weekends or on-call. All levels of experience are welcome to apply!

Please call Kelli Dowhaniuk at 818-309-3709 and/or email Kelli.Dowhaniuk@nva.com. https://www.pghpremiervetcare.com/.

Williamsport, PA | Full-Time

We are seeking an Associate Veterinarian (experienced or recent grad) to join our team at The Animal Hospital on the Golden Strip. Our practice treats dogs and cats, but we welcome additional skills. We pride ourselves on our exceptional technician team, excellent end-of-life care, and strong community focus. We offer a 4-day work week with flexibility and no on-call. Our new state-of-the-art facility includes a 2-table surgery suite, dental suite, ultrasound, inhouse lab, and separate waiting areas for cats and dogs. We provide competitive salary, benefits, mentorship, and relocation assistance. Let’s build the practice of our dreams! Please call Kelli Dowhaniuk at 818-309-3709 and/or email Kelli.Dowhaniuk@nva.com. https://www.theanimalhospitalonthegoldenstrip.com/.

State College, PA | Full-Time

Join the team at Keystone Veterinary Care in State College, Pennsylvania, where quality medicine and continuous learning thrive. Our practice, with over 40 years of serving the Happy Valley community, offers a collaborative environment, work-life balance, and a chance to build lasting client relationships. We welcome both new graduates and experienced veterinarians, including those with an interest in exotic medicine, where you’ll receive mentorship from skilled professionals. Enjoy competitive salary, signing and retention bonuses, relocation assistance, comprehensive health benefits, 401(k) with match, continuing education allowances, and more. Reach out to learn more about this exciting opportunity! 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 in-house 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.

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.

Holidaysburg, PA | Full-Time

Blair Animal Hospital is looking for a dedicated veterinarian (partor full-time) to join our team. We offer a sign-on bonus, retention bonus, relocation assistance, and student loan help. Our state-ofthe-art facility includes 6 exam rooms, a dedicated surgical suite, dental suite, ultrasound, and more. We’re a cat and dog exclusive hospital, but open to exotic species. Our collaborative team encourages growth, mentoring, and learning opportunities. Benefits include competitive salary, health/dental/vision, life insurance, 401(k), and professional development. If you’re passionate about high-quality care, 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-theart 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, 401(k), 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.

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-theart 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.

West Chester, PA | Full-Time

Chester County Cat Hospital is a highly rated, cat-only veterinary hospital dedicated to providing compassionate care, medical excellence, and enriching the lives of our feline patients and their

owners. With excellent reviews and a reputation for outstanding service, we take pride in strengthening the bond between cats and their families.

• Provide high-quality medical care to feline patients, including diagnostics, treatment, and preventive care.

• Perform surgeries and dental procedures as needed (experience with feline-specific procedures is a plus).

• Educate clients about their cat’s health, treatment plans, and wellness strategies. Maintain accurate medical records. Please email rachel.coyer@gmail.com.

Pittsburgh, PA | Full-Time

This well-established small animal hospital, which has built a stellar reputation for personalized care by focusing on clients as people and not just numbers, is located in a rapidly expanding area of Pittsburgh, PA. The standalone facility includes 2 exam rooms and 1 surgical room, with room for future expansion. The practice, averaging several new clients per month, has a 4-1/2 day work week with no emergency hours. With annual revenues of $850k, this highly profitable practice in a growing local community, with a strong client base, makes this an exceptional opportunity for continued success and future growth for an entrepreneurialminded veterinarian looking for the freedom and financial rewards of owning his or her own business. For more information, please visit dvmmatch.com and contact Matt Conrad at 855-449-1987 or mconrad@dvmmatch.com.

Butler, PA | Full-Time

Butler Veterinary Associates is looking to hire an Associate DVM to see 50% GP and 50% ER. We are a large group practice that provides general practice as well as emergency services in the Butler/North Pittsburgh area. We get many challenging cases to keep your diagnostic, medical and surgical skills sharp. All this in a strong team-based environment. We see ourselves as a step between most general practices and board-certified specialists in what we can offer clients diagnostically, medically and surgically. If you want to be a part of a dynamic team, reach out today! Excellent mentorship for new grads. Please call Kelli Dowhaniuk at 818-309-3709 and/or email Kelli.Dowhaniuk@nva.com. https://www.butlervet.com/

Danville, PA | Full-Time

In our privately owned hospital, your opinions, goals and priorities matter. We are committed to developing and maintaining a positive culture, supporting all of our staff members, embracing technology, and focusing on providing excellent medical care and exceptional client service. We have a large laboratory for in-house diagnostics, Zoetis Imagyst, digital radiology, brand new ultrasound, digital dental x-ray, a fully stocked pharmacy, Cornerstone software, 2 surgical suites, 9 exam rooms and a comfort room. Our amazing staff includes experienced licensed vet techs, assistants, and customer service representatives who will be able to support you to practice high-quality medicine and surgery. We recently relocated to a more modern, larger facility.

Schedule:

• Great work-life balance, willing to be flexible but typically 4-day work week with rotating Sat. AM appts

• No after-hours emergencies or on-call duties

• Compensation + Benefits:

• Base Salary + Commission (base salary determined by experience)

• All levels of experience welcome to apply ($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 insurance

• Dental insurance

• Retirement plan & 4% match

• Employee discount If interested, please email owner@caringhandsah.com.

Dover, PA | Full-Time

Dover Area Animal Hospital in Dover, PA, is looking for a passionate veterinarian to join our team. As a busy mixed animal practice, we cater to dogs, cats, exotics, and large animals, offering a diverse caseload from routine wellness to full diagnostic workups. Operating with a 6-doctor team, we provide cutting-edge facilities and a supportive environment for all experience levels. If you are a new graduate, we offer mentorship at the hospital level as well as oneon-one training with our mentor veterinarian via a specialized 12-month formal mentorship program. 4-day work weeks available and no on-call or after-hours. Please call Kelli Dowhaniuk at 818-309-3709 and/or email Kelli.Dowhaniuk@nva.com.

State College, 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 in-house 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.

Pittsburgh, PA | Full-Time

East End Veterinary Medical Centre in Pittsburgh is seeking an Associate Veterinarian (experienced or newer grad) to join our team. Led by Dr. Berner, we prioritize work-life balance, with a max of 45 hours/week. Our relaxed and collaborative environment fosters growth, and we host weekly staff meetings and monthly doctor check-ins. We offer a competitive salary, signing bonus, relocation assistance, and health benefits including dental, vision, 401(k), paid time off, and more. Enjoy continuing education, mentorship for newer grads, and no on-call shifts. Located in Shadyside, you’ll have

easy access to coffee shops, restaurants, parks, and downtown Pittsburgh’s vibrant culture. Please call Kelli Dowhaniuk at 818-309-3709 and/or email Kelli.Dowhaniuk@nva.com.

North Versailles, PA | Full-Time

North Versailles Veterinary Care located in North Versailles, Pennsylvania, is a full-service animal hospital that welcomes both emergency treatment cases as well as pet patients in need of routine medical, surgical, and dental care. We are looking for an enthusiastic and passionate veterinarian to help us continue to grow. Relief, PT, FT, and managing opportunities available. North Versailles Veterinary Care stays on top of the latest advances in veterinarian technology and above all, remembers that all animals and pets need to be treated with loving care in every check-up, procedure, or surgery. All levels of experience welcome to apply! Please call Kelli Dowhaniuk at 818-309-3709 and/or email Kelli.Dowhaniuk@nva.com.

Springdale, PA

River Valley Veterinary is a canine and feline practice in Springdale, PA. We are looking for candidates to fill in the blanks!!!

• Excellent work-life balance.

• No after-hours. No Saturday or Sunday clinical hours

• Excellent benefits and compensation

• Competent techs with years of experience

• Surrounding specialty clinics for referral

• Excellent in-house lab

• Freedom to move towards your preferred way of practice, specialty, etc.

• Excellent mentorship program

We are growing and looking for the right person to “GLOW UP” with us. Contact l_newbrough@rivervalleyvh.com.

Practices/Equipment For Sale

Eastern, PA / Near MD border

This is an established, small animal veterinary hospital that is located in Eastern PA, near the PA-MD border. You can live in either state! The practice provides complete medical, surgical, diagnostic and wellness care to clients throughout the region – and the team has an excellent reputation. It is housed in an attractive, free-standing, leased facility that has a very good location in the community for visibility and easy access by current and future clients. The practice enjoys a positive relationship with the landlord. The owner is ready to retire so the practice is for sale. (PA437) Please call David McCormick at 814-466-7084 and/or email MidAtlantic@ Simmonsinc.com.

Pittsburgh, PA

This well-established small animal hospital, which has built a stellar reputation for personalized care by focusing on clients as people and not just numbers, is located in a rapidly expanding area of

Pittsburgh, PA. The standalone facility includes 2 exam rooms and 1 surgical room, with room for future expansion. The practice, averaging several new clients per month, has a 4-1/2 day work week with no emergency hours. With annual revenues of $850k, this highly profitable practice in a growing local community, with a strong client base, makes this an exceptional opportunity for continued success and future growth for an entrepreneurial-minded veterinarian looking for the freedom and financial rewards of owning his or her own business. For more information, please visit dvmmatch.com and contact Matt Conrad at 855-449-1987 or mconrad@dvmmatch.com.

Western Pennsylvania

BUYING OR SELLING A PRACTICE – Buying or selling a veterinary practice? Confused about corporate consolidators? Count on the experience of Total Practice Solutions Group – Great Lakes. Contact TPSG – Great Lakes (www.tpsgsales.com) at 440-933-4522: Dr. Kurt Liljeberg (kurt@tpsgsales.com) or Bret Halishak (bret@tpsgsales.com).

Western PA / East of Pittsburgh

This is a small animal practice that has been serving clients since the early 1970s. The practice, located on the periphery of Indiana, PA, which is home to the Indiana University of Pennsylvania, is housed in a large, 7,500-sq-ft facility with 4 exam rooms – great opportunity for future growth without having to expand! It is well-equipped and utilizes the Avimark practice management system. The practice is for sale. A long-term lease will be provided for the real estate with a right of first refusal. Everything is ready for an easy step into ownership! (PA503) Please call David McCormick at 814-466-7084 and/or email MidAtlantic@Simmonsinc.com.

North of Scranton / Wilkes-Barre, PA

This is an established, small animal practice that is located north of Scranton-Wilkes-Barre in northern Luzerne County. The practice is an AAHA-accredited, small animal hospital that has an easy work schedule and NO after-hours calls. It is very well-equipped and organized for efficient work flow. It has a good team that is committed to the practice and is expected to stay. It has an attractive, free-standing, 2,400-square-foot facility with two exam rooms and all of the usual amenities. The owner is ready to retire so both the practice and real estate are for sale. (PA311) Please call David McCormick at 814-466-7084 and/or email MidAtlantic@Simmonsinc.com.

Western, PA / Near Ohio border

This is a solo, small animal practice that is located in western PA, only a couple miles from the PA-OH border. This is an established practice with over 60 years history and a growing client base. It is housed in an attractive, 2,200 square foot facility that is located in a busy road in the community. It is a nice facility with the usual amenities –and room for future growth. The owner is ready to retire so both the practice and the real estate are for sale. (PA410). Please call David McCormick at 814-466-7084 and/or email MidAtlantic@ Simmonsinc.com.

Mark Your Calendar!

August 14 – 17, 2025

Hilton Harrisburg Harrisburg, PA

November 8 – 9, 2025

DoubleTree Pittsburgh Cranberry Cranberry, PA

Sponsor and exhibitor applications for both events open February 1.

Attendee registration for KVC opens March 15.

Stay tuned to the PVMA website for details!

Interested in submitting a speaker proposal for PVMA’s 2025 conferences?

The 2025 call for presentations, posted on the PVMA website, will close on January 31, 2025. All interested speakers must complete the online submission form with the proposed session titles and descriptions to be considered. Proposals must include presentations to fill either three hours or six hours. The schedules are divided into one-hour segments so three or six separate topics can fill a block.

All interested speakers and companies are invited to submit a proposal for consideration.

Questions? Contact Melanie at melanie@pavma.org.

Commonly treated diseases and services provided:

Dr. Damon Rodriquez DVM, DACVIM