Since we opened our doors in 2019, we have experienced consistent growth due to your confidence in us for the care of your patients.
Our clients come from all walks of life and many from miles away. But what they all have in common is a beloved pet with oral cancer or significant dental and anesthetic needs. We are honored to help, and our consistent 5-star online reviews show our commitment to concierge-level care and service.
We’d like to introduce you to the VDS Chadds Ford clinical team, including our newest members: Dr Saverino, Dr
We welcome your call should you wish to consult about a challenging case, or, if you make a referral for care, please know we promise your clients and patients an exceptional experience.
We’re humbled by our referring veterinarians and pet parents seeking the best dental care for their beloved pets!
VDS is the only referral practice in the nation dedicated to advanced dentistry and oral surgery for pets where a full-time board-certified veterinary dentist and a board-certified veterinary anesthesiologist are on staff to ensure the safest and most comfortable experience… and the best possible outcome.
John Lewis, VMD DAVDC, FF-OMFS
Becca Feuer, VMD Dentistry Resident
Marissa Berman, DVM (Residency Trained in Dentistry)
Kelly Saverino, DVM DAVDC
Melanie Jarrett, DVM DACVAA
Subscriptions:
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Notice to Readers:
Neither this publication, Hoffmann Publishing, nor PVMA assumes responsibility for material contained in articles and advertisements published, nor does publication necessarily constitute endorsement or approval of the advertiser, product, service or author viewpoint by the Keystone Veterinarian, its editors and publishers or the Pennsylvania Veterinary Medical Association. In addition, neither this publication nor PVMA guarantees the accuracy, reliability or completeness of any facts, views, opinions, recommendations, information or statements contained within this publication.
Reproduction in whole or in part is prohibited without the permission of the Pennsylvania Veterinary Medical Association.
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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, MS,
Game On! How to Level Up Your Veterinary Teamwork with Gamification
How Team Building Advanced Our Team Relationships
New Opportunity for The Front Desk Team: Introduction to the North American Association of Veterinary Receptionists 30 The Need for Human Resources in Veterinary Practice
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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
Rhett Proctor, DVM President, Pennsylvania Veterinary Medical Association
PVMA Members,
As we begin this new year, most of us will take a moment to revel in the past year’s accomplishments and reflect on the mishaps (I really do not like to say failures) of the previous year. We always want to build on those accomplishments and see what we can do better to avoid future mishaps.
As we look to the upcoming year in our respective veterinary practices, let us not forget that it takes the entire team to build success. The front desk reception, the technicians, the veterinarians, and even the cleaning crew all play a role in the success of a practice. If one of these team members does not do their part correctly, the whole team could fail. As in the old adage—you go, we go.
The PVMA believes in the importance of the team. PVMA membership is not just for veterinarians. It is also open to credentialed technicians, practice managers, veterinary team members, and students. Membership allows every team member to benefit from PVMA’s continuing education offerings and a way to get involved in advocating for and shaping the veterinary profession in Pennsylvania through volunteer opportunities. It is never too late to join the team and get involved. It takes all of us to build something successful, and your voice can and will be heard.
There is no “I“ in team, but there is a “u“ in success!
Happy new year!
Rhett Proctor, DVM PVMA President
8 Steps to Successful TEAM Communication
Communication is the backbone of any successful veterinary hospital. Clear and effective communication helps ensure that staff are aligned, efficient, and provide the best possible care to patients and clients. However, a busy veterinary setting presents unique challenges, such as time constraints, high-stress situations, and a diverse team with varying roles and communication styles. Here’s how to optimize communication in a veterinary hospital to foster a productive, collaborative, and compassionate environment.
1. Cultivating culture is where it begins.
The foundation of effective communication begins with a hospital culture that values transparency and openness. Practice Managers can foster this by encouraging team members to share ideas, voice concerns, and ask questions without fear of judgment. Open communication promotes a collaborative atmosphere and can prevent misunderstandings or mistakes.
It is important that Practice Managers model the behavior they want to see. They should be approachable, listen actively, and provide constructive feedback. Regular check-ins with team members can help identify any barriers to communication early
on and show staff that their voices matter. Check-ins should be ongoing.
2. Set up clear communication channels.
In a bustling hospital, team members need to know how, where, and when to communicate. Establishing structured communication channels can prevent confusion and ensure messages reach the right people promptly. Common communication tools for veterinary hospitals include:
• Daily briefings: Short team huddles at the beginning and end of each shift can ensure everyone is on the same page regarding appointments, treatments, emergencies, and other priorities.
• Digital platforms: Platforms like Slack, Trello, Teams, or specific veterinary management software allow for realtime communication, file sharing, and task tracking. These tools can enhance communication between team members without interrupting workflow.
• Whiteboards or message boards: In shared spaces, boards can be used to note urgent cases, upcoming procedures, or quick reminders.
By creating and maintaining these communication avenues, staff can quickly access information, ask questions, and provide updates without derailing their focus on patient care.
continued on page 8 >
8 Steps to Successful Team Communication
3. Implement standardized protocols and checklists.
Miscommunication can have serious consequences. Standardized protocols and checklists can reduce the risk of errors and miscommunication, particularly during patient handovers or complex procedures. For example, using a checklist for surgery prep ensures that all staff members follow the same steps every time, reducing variability and potential oversights. Similarly, protocols for discussing cases or treatments with colleagues can ensure everyone receives consistent, accurate information. When staff members understand and follow established processes, communication becomes more streamlined, and patients receive better, more consistent care.
4. Encourage empathy and emotional intelligence.
Veterinary work can be emotionally taxing, and team members may face situations involving distressed clients or critical patients. In such cases, empathy and emotional intelligence are essential for effective communication. Training staff in these skills can help them better manage their own emotions while being sensitive to others’ feelings.
For example, when a team member feels overwhelmed, a colleague or supervisor who empathizes and provides support will foster a healthier workplace environment. Letting your staff know these feelings are normal and they have a colleague they can confide in can help them manage their feelings.
5. Actively listen and ask questions.
Active listening ensures that every team member fully understands what is being discussed, especially during critical moments. This involves focusing on the speaker, maintaining eye contact, and avoiding distractions. Veterinary staff should be encouraged to paraphrase instructions or information they receive, which reinforces understanding and minimizes the chance of making mistakes. Additionally, asking clarifying questions can prevent assumptions that might lead to errors. Team members should be encouraged to ask questions when needed to ensure what they heard was what the speaker intended.
6. Provide constructive feedback.
Constructive feedback helps team members learn and improve, but it requires careful delivery to be effective. Leaders and colleagues should focus on providing feedback that is specific, actionable, and focused on behaviors rather than personal traits. For example, instead of saying, “You didn’t handle that procedure well,” a constructive approach would be, “I noticed that during the procedure, there was some hesitation with the equipment. Would additional training or a quick review be helpful?”
Feedback should be a two-way street, where all team members are encouraged to share their observations and offer suggestions. Creating an environment where feedback is seen as a positive opportunity for growth can strengthen team communication and performance.
7. Provide regular training and communication workshops.
Training in communication skills is often overlooked in medical environments but can be invaluable. Regular workshops that focus on areas such as conflict resolution, active listening, empathy, and stress management can help staff communicate more effectively under pressure.
Additionally, specific training sessions for handling difficult conversations with clients or colleagues can prepare staff for real-world situations. Role-playing exercises can be particularly beneficial, as they allow staff to practice communication techniques in a controlled setting. These workshops can improve the overall communication competence of the team, leading to better collaboration and patient care.
8. Recognize and celebrate successes.
Communication should not be limited to operational tasks and feedback. Recognizing and celebrating team successes is equally important. Positive reinforcement encourages staff members to continue their hard work and reminds them of the impact they have on patients and clients. Something as simple as acknowledging a job well done at the end of a shift or celebrating team achievements at a monthly meeting can boost morale and foster a positive work environment.
When staff feel appreciated and valued, they are more likely to engage openly and communicate effectively with their colleagues.
Conclusion
Effective communication is a main factor in successful veterinary practices. It strengthens teamwork, enhances patient care, and improves client satisfaction. By fostering a culture of open communication, setting up structured channels, emphasizing empathy, and providing ongoing training, veterinary hospitals can empower their staff to communicate clearly, compassionately, and collaboratively. When everyone is aligned and working toward a shared goal, the hospital becomes a more efficient, supportive, and fulfilling place to work for every team member.
About the Author: With over 20 years in the veterinary field, Stacey Wheeler is the manager of a bustling small animal hospital, leading a team of 6 doctors and 38 staff members. Passionate about animal care, mentoring the next generation of veterinary professionals, and fostering meaningful relationships with clients, Stacey is dedicated to advancing the human-animal bond through compassionate leadership and expertise.
SpeakingLanguage:Their How to Connect with Senior Pet Parents
By Monica Tarantino, DVM, MBA
Decisions in veterinary medicine can be fraught with emotion, quality of life deliberations, and financial considerations, and this is never truer than when dealing with senior pets. Patient outcomes, good and bad, can often be traced to the quality of communication during and after appointments.
For pet parents, navigating their pet’s golden years can feel overwhelming, especially when faced with misinformation, multiple health concerns or end-of-life care decisions. For veterinary professionals, understanding and addressing these emotional and logistical challenges is essential for fostering effective communication and trust, all of which can have an impact on patient care and the relationship between veterinary teams and the pet parents who put their trust in them.
Combating Misinformation & Setting Expectations
When faced with the reality of their pet’s aging and the associated health concerns, many pet parents will turn to the internet and peers for guidance. While sometimes helpful, the world wide web and the general public are rife
with misinformation. It often becomes our responsibility to clear up misconceptions and set realistic expectations when it comes to senior pet care.
For example, many pet parents believe that flea and tick prevention is no longer necessary as their animals age or that they’re “too old” for dental care. Others believe that one vet visit periodically will fix all their pet’s problems, when care will often involve various followup visits. Others still have an idealistic understanding of their dog or cat’s aging process and imagine that their pet will live much longer than is realistic. Approaching each of these individuals with empathy, information, and perspective can help better align them to the care goals they have for their pet.
Setting clear expectations is crucial when managing senior pet care, as is discussing the importance of prioritizing. Senior pets often present with multiple health issues, and pet parents may arrive with a comprehensive list of concerns, perhaps with an incomplete understanding of which issues take priority, such as a pet parent who is concerned about removing a benign mass when their pet is being managed for congestive heart failure.
While it’s natural for pet parents to want to address everything at once, veterinarians must approach care strategically. It’s also important to stress that pets change as they age and often enter a period where they develop multimorbidities that require a proactive approach to screening and management. Pet parents need to understand that their pet, even if healthy, will experience the effects of age, both cognitively and physically.
Prioritizing the most pressing issues ensures that immediate concerns are addressed effectively without overwhelming either party. It is also an opportunity to discuss longer-term care plans and explain to pet parents what they can expect from their pet as they age and what to look out for.
Navigating Difficult Conversations
Discussing a pet’s declining health or quality of life requires sensitivity and compassion. Clinicians must strike a balance between honesty and empathy, particularly when discussing the potential of end-oflife decisions and care. These types of conversations are often the hardest part of veterinary care but are also opportunities to build trust and provide invaluable support during a challenging time.
Veterinary teams that acknowledge the emotional challenges pet parents face, while maintaining clear and compassionate communication, can build strong relationships and facilitate better outcomes for all parties.
When one talks about “difficult conversations” in the sphere of veterinary medicine, what usually pops to mind is delivering tough diagnoses or humane euthanasia. Explaining what to expect with this process can reduce pet parents’ anxiety tremendously. Making them feel safe to ask uncomfortable questions by tone and directly asking what questions they may have before you begin can be helpful as well.
What isn’t yet commonplace is the concept of anticipatory grief, which many pet parents experience but aren’t able to identify because they’ve never heard it discussed before. As pets begin to age, the burden of caring for a senior animal and anticipating the end of their life can be very burdensome for pet parents. Introducing the notion of anticipatory grief, explaining what it is and that it’s normal, is important not only because it helps foster a sense of trust
Your Next Adventure Awaits...
between pet parents and clinicians, but it’s also a good way to begin normalizing this very common but under-discussed facet of sharing our lives with animals.
In Conclusion
Whether it’s addressing anticipatory grief, triaging care priorities, or navigating end-of-life decisions, these conversations are a vital part of supporting both older pets and their families.
By approaching these challenges with patience and understanding, clinicians and their teams can help pet parents feel supported and empowered, ensuring that their beloved senior pets receive the best possible care during their golden years.
About the Author: Monica Tarantino is a Doctor of Veterinary Medicine (DVM) with ten years of experience and worked as Chief of Staff for a busy general practice in Charlotte, NC. Dr. Tarantino is co-founder of the Senior and Geriatric Dog Society (SAGDS), focused specifically on enhancing the care of senior and geriatric canine patients.
Dr. Tarantino runs a social media platform called Senior Dog Revolution (@seniordogdoc) that focuses on helping pet parents of aging dogs navigate common challenges. She coauthored two books for new veterinarians; New Vet Jumpstart Guide GP Edition and New Vet Jumpstart ER Edition. She frequently rescues in-need pets and owns four rescue dogs and two rescue cats with the occasional foster animal for good measure.
1,900 sq , ft in a most excellent location in the community The owner is ready to retire and will help with the transition (PA313)
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
are
Southeast - Small
1+
(PA324)
in southeast, PA just west of Philadelphia This is a
on a main road in the community It s housed in a freestanding 2 300 sq ft facility that has been very well maintained It is nicely equipped and has eVet for the practice management software Both the practice and real estate are for sale The owner is open to staying part-time depending on the details (PA403)
PA: Central - New!!! Established, small animal hospital closely located to I-99 which makes t an easy commute to Altoona, State College, Hollidaysburg and on to Pittsburgh and DC-Baltimore The practice is housed in a 2 000 sq ft facility that has been well-maintained and is well-equipped The owner is ready to retire so both the practice and real estate are for sale (PA435)
Southeast - New!!! Small animal practice located in the Route 30 corridor west of Philadelphia It is a fully equipped practice that provides full diagnostic medical/surgical and wellness care to pets in the region It is profitable with very nice cash flow to the owner The practice is housed in a large facility with plenty of parking for staff and clients It has 4 exam rooms and plenty of space for future growth Both the practice and real estate are for sale and the owner is open to staying post-closing on a part-time schedule to help with the transition (PA438)
**Photo by Dr David King, DVM, CVA
Top 3 Tips for Reducing Team Conflict
By Cyndie Courtney, DVM, The Jerk Researcher®
Do you hate conflict? If so, consider how conflict is like a big abscess. Those who don’t know how to treat them stay far away from something so unpleasant.
However, as veterinarians, we sometimes find these pockets of pus strangely satisfying. Our training allows us to both provide these patients significant relief and prevent them from becoming seriously sick with relative ease.
Similarly, conflict is way less scary when we understand and have the tools to treat it. This article is your #10 blade for treating team conflict. Build the confidence to address it early—before it poisons the practice. Here are 3 top tips for teams who want to manage team conflict.
Tip 1 Proactively Teach Conflict Management Skills
What Not to Do:
Don’t fall into a fixed mindset that assumes that people are either “good” or “bad” at conflict. Just like other social skills, conflict management skills can be taught and strengthened. True, this isn’t as straightforward as teaching team members to draw blood, but it’s still possible and worthwhile.
What to Do Instead:
Recognize that conflict management skills can be taught. Make conflict management skills an integral part of your hiring, training, and performance evaluation process. Recognize what conflict management skills are essential for your
team members to perform effectively. Make these skills part of your team members’ job descriptions. Then regularly evaluate and train your team on these skills just like you would their clinical skills.
For instance, it might be important that they’re able to:
• “Proactively bring up safety concerns with fellow team members”
• “Express concerns as observations rather than as interpretations or judgements”
• “Respond to feedback with curiosity instead of defensiveness”
I recommend teaching Nonviolent Communication (NVC) for conflict management. NVC covers not only how to manage conflict but also the psychology behind why this approach works. Research has also shown the benefit of NVC in medical settings.1-4 NVC provides team members a framework for exploring the perspective of others, respectfully sharing their own perspectives, negotiating solutions, and setting boundaries.
Tip 2 Plan Ahead for Team Conflict
What Not to Do:
Don’t aim to avoid conflict altogether. Healthy disagreement is an important part of psychological safety,5 which in turn drives medical learning and teamwork and may help reduce medical error and turnover.5-6 Healthy relationships aren’t defined by a lack of conflict but rather by the quality of conflict.7
What to Do Instead:
Recognize that unclear expectations can fuel destructive conflict. If team members agree on how to bring up concerns with one another, they have one less thing to argue about. Most teams I work with set expectations that look something like this:
• Plan A: As soon as feasible, ask your colleague to speak in private. Describe objectively what happened that you are concerned about. Ask them to share what was happening from their point of view. Let them know your needs by making a positive request (asking them what you would like them to do going forward.)
• Plan B: Ask to speak to a practice leader confidentially about your concern. Based on this discussion and their advice, either bring the situation up with that colleague directly or have the practice leader mediate a discussion between the two of you (see Tip 3 below).
Survey your team members and create an agreement about how they would like to bring up concerns with one another. Include this in your employee handbook.
Tip 3 Coach or Mediate Team Members Through Conflict
What Not to Do:
Avoid triangulating conflicts. Team members often come to practice leaders hoping they can avoid direct confrontation with one another. However, acting as a go-between often creates a game of telephone, amplifying misunderstandings instead of solving problems.
What to Do Instead:
Try “conflict coaching.” Conflict coaches allow team members to talk to them in confidence, either letting them think through their conflict out loud or providing insights on how to address the issue. Ultimately, the team member still decides how to approach the conflict themselves. Using this approach, team members still get to strengthen their conflict management skills, but they don’t have to do it all alone.
Sometimes team members are understandably intimidated by the other person and reluctant to address the issue on their own. They might even be concerned for their emotional or physical safety.
If so, consider mediating the conflict or bringing in an external, trained mediator. A mediator’s role is to be a neutral third party who helps create and maintain a productive environment for discussion. When mediating, it is important to get team members to agree to a set of ground rules that the mediator then enforces. Common ground rules include:
1. Only one person is allowed to talk at a time. No interrupting. Each person will get their own turn to talk and to respond to one another.
2. No rude/vulgar language, name-calling, or blaming is allowed.
3. Only share your own experience, not your assumptions about the other person’s thoughts or intentions.
4. We will make sure both parties feel heard first before moving on to problem solving.
5. When brainstorming solutions – do not evaluate ideas until all ideas are shared.
Next time try these approaches to avoid getting stuck in the middle.
A Final Word
Whether we are team members or team leaders, we could all benefit from strengthening our conflict management skills. Use the tips described above to get started, then consider learning more to take your team to the next level.
Remember, you don’t have to do it all on your own. Conflict management professionals can serve as conflict coaches providing additional insights and in-person support. Remember, while it’s common to avoid conflict, the more tools we have for addressing it, the less intimidating it is.
References
1 Wacker and Dziobek 2016 “Preventing Empathic Distress and Social Stressors at Work through Nonviolent Communication Training: A Field Study with Health Professionals.” Journal of Occupational Health Psychology
2 Sears, Melanie 2010 “Humanizing Healthcare: Creating Cultures of Compassion with Nonviolent Communication” Puddledancer Press
3 Museux et al. 2016 “Improving interpersonal collaboration: The effect of training in nonviolent communication” Social Work in Health Care.
4 Mann et al. 2020 “Creating a culture of respect and interprofessional teamwork on a labor and birth unit: a multifaceted quality improvement project.” Journal of Interprofessional Care.
5 Edmondson A 1999 “Psychological Safety and Learning Behavior in Work Teams” Administrative Science Quarterly 44:2 (350-383)
6 Ridley CH et al 2021 “Building a Collaborative Culture: Focus on Psychological Safety and Error Reporting” The Annals of Thoracic Surgery. 111:2 (683-689).
7 Tagle Andee 2024 “The Secret to Lasting Love Might Just Be Knowing How to Fight” NPR: Life Kit https://www.npr. org/2024/02/13/1196978629/resolve-fight-conflict-couplesrelationship-marriage
About the Author: Dr. Cyndie Courtney is both a practicing small animal veterinarian and founder of The Jerk Researcher®, a workplace conflict consultancy. Her work combines real-life experiences with evidencebased approaches that offer practical solutions to workplace conflict. She is certified in Stakeholder Centered Coaching® and has additional training in nonviolent communication, conflict mediation, workplace wellbeing, and workplace violence prevention. She has been recognized as a future leader by the AVMA, was WSAVA’s 2019 Next Generation Award winner, and was Virginia-Maryland’s 2021 Outstanding Recent Alumnus. She provides conflict coaching, practice consulting, and conflict skills workshops to a variety of organizations in veterinary medicine.
2024 PVMA THREE RIVERS VETERINARY SYMPOSIUM
The Pennsylvania Veterinary Medical Association (PVMA) is excited to announce that more than 400 attendees participated in this year’s Three Rivers Veterinary Symposium, presented by Boehringer-Ingelheim.
The event, held in downtown Pittsburgh, offered attendees 12 hours of continuing education credit. Participants gained insights from a diverse lineup of speakers from across the country. The topics covered included dermatology, surgery, cardiology, fear-free practices, veterinary technician roles, dentistry, equine medicine, food animal production, USDA modules, and more. With the busy schedule, there were great opportunities for networking and participation in the interactive sessions.
PVMA would like to extend our gratitude to the exhibitors who participated in this year’s symposium. Several new companies attended, and with more than 30 booths, attendees had the opportunity to engage with representatives from a variety of organizations supporting the veterinary industry.
Mark your calendar for the 2025 Three Rivers Veterinary Symposium, scheduled for November 8 – 9, 2025, at the DoubleTree by Hilton Hotel Pittsburgh – Cranberry, in Mars, PA. Exhibit and sponsorship information will be available on February 15, 2025, and registration will open in May. Please continue to check the website for updates throughout the spring!
A full schedule of dynamic presentations allowed for education and discourse.
A sold out exhibit hall meant for plenty of 1 on 1 time with PVMA vendors and partners to learn about new products for practices.
Common spaces in the hallways and exhibit hall allowed members to connect and socialize.
Reprinted with permission from AVMA Trust. Discover the AVMA Trust here: https://pages.avmaplit.com/discover-your-trust/
professional liability Veterinary License Defense:
professional liability
Don’t Practice Without It!
professional liability
Now more than ever, it's important to create layers of protection around your veterinary license and ability to practice. Owner expectations have changed and the value that is placed on pets and other animals has also changed, leading to an increase in dissatisfaction and complaints. Plus, many licensing boards now allow online complaint submissions, making it easier for an upset owner to file a complaint against a veterinarian’s license. As a result, the AVMA Trust has seen an increase in veterinary license defense claims over the last five years. So, in these ever-changing times, the best way to protect yourself as a practicing veterinarian is by having veterinary license defense (VLD) coverage.
Do’s and Don’ts of Medical Recordkeeping
Do’s and Don’ts of Medical Recordkeeping
The purpose of patient medical records is to document the patient condition and medical care. Thorough medical records are crucial in defense of a veterinary malpractice claim and a license/board complaint. Appropriate documentation is needed to support that the treatment met the standard of care.
The purpose of patient medical records is to document the patient condition and medical care. Thorough medical records are crucial in defense of a veterinary malpractice claim and a license/board complaint. Appropriate documentation is needed to support that the treatment met
In this issue, we will present the do’s and don’ts of medical recordkeeping, provide helpful advice from our malpractice carrier on what should and should not be included in the medical record and client communication log, and share claim stories related to medical recordkeeping.
How does VLD coverage work?
Veterinary licensing boards are state regulatory agencies whose job is to protect the public. These agencies are obligated to investigate every complaint—including frivolous ones—and they may demand a veterinarian’s medical records, request an investigative interview, or even inspect a facility. Receiving notice of a board investigation can be stressful, but with VLD coverage, the process can progress much more smoothly.
VLD coverage is usually an endorsement—sometimes an optional one—to a professional liability insurance policy. When triggered, the coverage entitles you to legal counsel and provides coverage for legal expenses incurred in defending your license (up to the endorsement limits). The defense attorneys assigned to such cases should be well-versed in administrative and regulatory law, familiar with the licensing agency’s process, and experienced in protecting veterinary licenses. The attorney’s role is to help you respond to the state licensing board’s request for information, answer your questions and provide legal defense.
Through years of reviewing malpractice claims and board complaints, the AVMA Trust has compiled data on the causes of license complaints. The most common one is failed expectations or a bad outcome for a patient. Such complaints can be managed—or even avoided—through good communication. And speaking of communication, it is another common reason for complaints—specifically, a lack of communication on lab results, obtaining consent, potential risks of procedures, and aftercare recommendations.
Veterinary License Defense: Don’t Practice Without It!
continued from page 15
Medical Records & License Defense
When investigating a complaint, the state licensing board will have access to your medical records and can issue fines for lack of appropriate documentation. In fact, the number one fine by licensing boards is poor record keeping, so it is important to ensure your medical records are in compliance with the state practice act. Your medical records are also your primary defense against a complaint. Appropriate documentation is essential to support your standard of care and protect against false allegations of negligence.
The purpose of medical records is to document a patient’s condition and medical care. They also are a key component of continuation of care. Any veterinarian who reads your records should be able to understand the patient’s condition and pick up where you left off with treatment. Items that should be included in the medical record are written consent forms, anesthesia logs, surgery reports, physical exam findings, diagnostics and treatment accepted and declined by the client, lab results, estimate sheets, discharge instructions, and all communications including texts, e-mails, voice messages, and verbal conversations. Consult your state practice act for specifics on what to include in your medical records. But remember, this is a minimum requirement.
In addition, records should be accurate, legible, and timely, meaning entries should be made on the same day or within 24-48 hours. It can be challenging at times to slow down long enough to make medical record entries, but the longer you wait to document exams and findings, the more likely you are to forget items. Right or wrong, the quality of your care will often be judged on the quality of your records.
Many license complaint investigations are closed after finding that the veterinarian’s conduct did not violate the applicable state law governing the practice of veterinary medicine. Often, these findings are based on the complaint’s lack of merit. But having an experienced attorney can also play a role in a positive outcome.
Understanding the Complaint Process
It’s best to familiarize yourself with the complaint process before you’re contacted by your state licensing board. Many states explain their investigative process online, and reviewing these websites periodically to familiarize yourself with your board’s investigative process and your state veterinary practice act can help prepare you in the event of a complaint.
The investigative process varies from state to state. Your state’s laws govern what information your board will provide at the start of an investigation and how the board will conduct the investigation. Some states will mail or email you a copy of the complaint and ask that you provide them with a copy of your medical records and a written response. Some will send you only a summary of the complaint. Others will provide neither the complaint nor a summary. A small number of states may simply send an investigator to your office to request records and interview you. Regardless of how your board opts to contact you, remember the following:
• Never ignore correspondence from your board. Your time to respond will be limited, and in many states, the deadline for your response is set by law.
• Contact your professional liability carrier as soon as you receive a notice from the board that a complaint has been made against your license. If you have VLD coverage, the carrier will assign an attorney to assist with your responses to the board and guide you.
Almost every complaint made to the regulatory agency leads to some level of investigative activity. Still, few investigations result in a “formal complaint” being filed against the veterinarian. A formal complaint is a public document or pleading that lists specific charges against the veterinarian’s conduct and seeks to discipline the veterinarian’s license. Disciplines can range from reprimand to revocation. Regardless of the outcome, having VLD coverage is essential to your peace of mind.
License Defense Closed Claims
Lack of VLD Coverage Forces Dr. A to Self-Represent
Dr. A performed an enterotomy on a two-year-old MN Labrador Retriever to remove a corn cob from the jejunum. The client declined transfer for overnight monitoring and elected to take the patient home, returning daily for outpatient treatment. Three days post-op, purulent incisional discharge was observed.
Bloodwork revealed leukopenia and hypoglycemia. The patient was transferred to an emergency hospital for continued care, where an abdominal exploratory diagnosed a septic abdomen secondary to dehiscence of the enterotomy site. Surgical repair and stabilization were attempted, but the patient continued to decline and went into cardiac arrest the following day.
The owner filed a complaint against Dr. A’s license, alleging that Dr. A’s treatment resulted in the patient’s death. Dr. A reported the complaint to their insurance carrier and discovered they did not have the VLD endorsement. Dr. A was given the option of paying attorney fees out of pocket or representing themselves to the licensing board. Dr. A elected to represent themselves. After reviewing the medical records, the board determined that Dr. A’s surgical technique resulted in dehiscence of the enterotomy site and subsequent peritonitis. Dr. A was ordered to refund the client’s fees, complete 15 hours of CE on soft tissue surgery, and pay a $5,000 fine.
Premature Puppies Trigger Complaint
of an adverse reaction, the client became upset at discharge to find that the dog had received a leptospirosis vaccine. Dr. C apologized, but the client filed a complaint with Dr. C’s state regulatory agency.
Dr. C notified their insurance carrier, who assigned local defense counsel. When the claim came up for review, Dr. C’s attorney stated that Dr. C was not made aware of the client’s request and informed the board of new protocols at Dr. C’s hospital to prevent this type of error from occurring again. The licensing board was satisfied with the changes and the complaint was closed with Dr. C receiving a letter of advice. The legal fees to defend Dr. C totaled $2,600.
professional liability
A pregnant two-year-old Boston Terrier presented for a C-section. The client informed Dr. B of the breeding dates and requested to have surgery before the patient went into labor. A C-section was performed without incident and five puppies were delivered. Once recovered from anesthesia, the dam and puppies were discharged. The client found one puppy dead the following morning and rushed the remaining litter to a local emergency room, where they all died shortly after arrival. Based on PE findings and necropsy, the puppies were determined to be premature.
Inside this issue:
Medical Recordkeeping Do's
Medical Recordkeeping Don'ts
Dr. D Reported to Board after Euthanasia
Client Communication Notes
Closed Claims
Do’s and Don’ts of Medical Recordkeeping
The purpose of patient medical records is to document the patient condition and medical care. Thorough medical records are crucial in defense of a veterinary malpractice claim and a license/board complaint. Appropriate documentation is needed to support that the treatment met the standard of care.
The client filed a complaint with the state licensing board, alleging that Dr. B’s treatment resulted in the death of the puppies. Dr. B filed a claim, and the insurance carrier provided legal defense counsel to respond to the board. After review of the claim and medical records, the board agreed that the puppies were delivered prematurely. Dr. B’s medical records did not contain any PE findings to dispute this claim. The licensing board found that Dr. B lacked medical record keeping and failed to offer diagnostic testing to better determine the whelping date. They also reiterated that the gestation length and whelping date should be based on the date of conception, not breeding dates. They recommended that Dr. B pay a $5,000 fine and complete 10 hours of CE in theriogenology and medical record keeping. Dr. B did not accept the recommendation, and their attorney requested a formal hearing. At the hearing, the board decreased their findings to 5 hours of CE and no fine. The legal fees paid by the insurance carrier to defend Dr. B against the licensing complaint were more than $3,500.
Lack of Client Consent Leads to Complaint
In this issue, we will present the do’s and don’ts of medical recordkeeping, provide helpful advice from our malpractice carrier on what should and should not be included in the medical record and client communication log, and share claim stories related to medical recordkeeping.
A one-year-old F Golden Retriever mix presented to Dr. C for a spay and DHPPL booster. At surgical check-in, the client mentioned to the technician that the puppy vomited after the last DHPPL vaccination and requested that leptospirosis not be administered this time. Surgery and DHPPL vaccination were performed. Despite the patient not exhibiting any signs
Dr. D was presented with a 12-year-old Warmblood mare for forelimb lameness. Bilateral forelimb laminitis was suspected after examination and radiographic imaging. Treatment was administered, including phenylbutazone, therapeutic shoes, diet change, and stall rest. Pain management and therapeutic support were modified over the next few months, but the lameness progressed. While the patient was receiving a hoof trim, a farrier found an abscess resulting in the client questioning Dr. D’s diagnosis of laminitis. During Dr. D’s next exam, they found signs of P3 sinking, purulent discharge from around the coronary band, and detachment of the hoof capsule. The client was informed of the catastrophic changes and elected to pursue a referral. The patient was ultimately euthanized. A malpractice claim was filed against Dr. D, which was denied as their treatment was deemed appropriate. The client then filed a board complaint, alleging Dr. D misdiagnosed the mare. Dr. D notified their insurance carrier, who provided legal counsel. Upon meeting with the board, Dr. D’s legal counsel argued that the patient’s physical and diagnostic findings were consistent with a diagnosis of laminitis, and that abscesses are a common sequalae of laminitis. After review of the medical records, the board agreed with Dr. D and their counsel and dismissed the claim. Attorney’s fees paid by Dr. D’s insurance carrier totaled $1,500.
When, How, and Why? Veterinary Debriefing Summary:
By Lis Conarton, MSW, LVT, VTS (Physical Rehabilitation)
Veterinary team members are resilient and dedicated professionals who bring compassion, stewardship, and perseverance into the care they deliver every day to patients and clients. Though the work is rewarding, it involves levels of stress, trauma, and adversity. This is where the values of the professionals in the field are tested most significantly.
In recent years, we have seen many veterinary wellbeing initiatives form, nationally and globally, that seek to improve support for veterinarians and veterinary teams though a variety of “toolkits” that have been made widely available online. These tools can be especially valuable during critical events that may affect the health and wellbeing of team members. This article will briefly describe and discuss team debriefing tools.
What is a debriefing, and why is it needed?
Debriefing is a way of communicating about an event that occurred. Debriefing in the context of this article involves a systematic process to which information is collected by asking carefully considered questions.
Using a debriefing tool allows team members to process and reflect on the event and impact on individuals and teams which can show up in many ways. For instance, post cardiopulmonary resuscitation (CPR) debriefing can benefit team members through case discussion. CPR debriefing includes working through each action and role the team members participated in and discussing how to improve team performance and enhance skill retention through continuous training. This focuses on more than patient outcome, including an examination of the processes.
When and how should teams debrief?
There are several reasons to debrief and different strategies and tools available to help teams debrief. Some tools are more appropriate in different situations. The use of these tools are discussed on page 20 with links listed in Box 1.
Post Cardiopulmonary Resuscitation (CPR)
One option for immediate debrief is the Hot debriefing modelSTOP5. Research demonstrates this model was valuable to the team in veterinary emergency medicine as 98% of respondents believe they should perform a hot debrief more often.1 Anyone involved in the case can lead this debriefing. On average it takes five minutes to perform.
A post arrest debriefing tool could be implemented directly post response and provided with the CPR record sheet. It can improve future outcomes by working through challenges.
Another option for debriefing is delayed or cold debriefing, which helps veterinary teams improve skills and efficiency by identifying areas of needed improvement. It occurs after time has lapsed. In a study by Wolfe et al in 2020, 88% of team members felt that the cold debriefing had improved resuscitation care.1 This debriefing is typically a longer formal process that requires time to be set aside. It could be scheduled regularly or as needed.2
Workplace Conflict
Challenging medical situations between team members and veterinarians can occur, either between individuals in the same position on the team (i.e., two veterinarians) or in different positions (i.e., a veterinarian and a veterinary technician). These often occur due to disagreements in patient care and may benefit from debriefing support, especially if they result in euthanasia or unexpected death.
Two tools to help navigate these conflicts are
• Dr. Marie Holowaychuk’s tool, which uses 6 steps, objectives, and conversation prompts for a Veterinary Team Debriefing
• University of Tennessee Veterinary Social Work (UTVSW)’s wellbeing debrief, which consists of 6 core questions to help in wellbeing rounds to support teams navigating challenging cases.
Cultural Differences
Cultural differences between clients and team members can bring up ethical dilemmas or moral distress that goes beyond the protective resource in spectrum of care conversations. This may include religious beliefs and cultural practices. Use of curiosity and open-ended questions may support both veterinary teams and the clients in these situations.
Adverse Events or Medical Errors
Adverse events, including medical errors, affect all teams. Debriefing along with providing support for those directly involved in the case can help discover how errors occurred and engage team members to be accountable in a non-blame, non-victim space. These debriefing sessions can help develop solutions that focus on changing systems to prevent future errors.
Challenging Client Interactions
Client conflicts may occur daily depending on the type of veterinary practice you are in. Use of empathy, openended questions, de-escalation techniques, and developing partnership with clients could prevent many tension-related circumstances. When these tools aren’t successful, formal debriefs can help determine how the situation might have been handled differently and improve future client interactions. Team members directly involved in these clients should be offered individual support.
How can teams debrief successfully?
Veterinary professionals often learn how to implement strategies in debriefing from human hospital settings and translational research. One small study demonstrated 13% of employees were comfortable implementing the intermediate team debrief while 78% never used it.3 Post training, the survey increased to 81% of respondents reporting increased confidence, 68% reported the process useful for real life circumstances and 97% recommended it be used in other hospitals.3
Practicing debriefing within a leadership team using existing models or key questions can increase the comfort level when holding debriefings. Team members who are interested in leadership could be trained on the use of models or methods by other trained professionals to encourage debriefing to occur more often. Opening the opportunity to any team member to hold debriefings in the moment may result in solution-based work and improved collaboration of the veterinary team.
Allowing time to process emotions immediately after an event helps team members who are feeling confused, responsible, or discouraged to process and analyze the situation and gain knowledge about the case. This often helps team members not bring home the adverse feelings they have about the event, which supports individual mental health.2
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Key Take-Aways on Debriefing
1. Research suggests the debriefing that happens soon after the event will benefit the entire team through multidisciplinary conversations with actionable items by identifying gaps, ways to improve patient safety, and recognizing where additional training is needed.
2. Utilizing debriefing tools geared toward specific concerns and events can help teams hold discussions that identify needs for future training, benefit team wellbeing by providing support in processing challenging cases or situations, and recognize where teamwork can be enhanced or improved through feedback and communication.
3. Debriefing can be “hot,” meaning taking place immediately, or “cold,” meaning hours to weeks later. Both types have benefits for veterinary teams. Cold debriefing could be scheduled as a monthly check-in, which could make it more possible as the time is preplanned.
4. Conflict could be addressed through debriefing, which can help overall morale of team members, help set a standard on addressing new or ongoing concerns between team members, and allow opportunities for different perspectives through honest and open conversations in a non-blame, curious environment.
Veterinary Debriefing Summary: When, How, and Why?
Veterinary team members at Veterinary Medical Center of Central New York participate in a debriefing session.
BOX 1: Resource Links to Debriefing Tools.
1. CPR Hot Debrief Guide to be used immediately following a CPR event. (https://knowledge.rcvs.org. uk/about-us/news-and-events/features/when-it-allgoes-wrong-the-importance-of-debrief/)
2. CPR Debrief Sheet to Keep with Record, alternative hot debrief post-CPR. (https:// onlinelibrary.wiley.com/doi/10.1111/vec.13112)
3. Wellbeing Debrief by Dr. Marie Holowaychuk (https://marieholowaychuk.com/wpcontent/uploads/2022/10/TeamDebriefRVM. pdf?kuid=f01f715f-415a-450e-9a55-9ae47f8d696f1734315691&lid=5532&kref=KPc0i51IyNdT)
4. Wellbeing debrief by UTVSW from MentorVet (https://www.mentorvet.net/articles/debriefing-atool-for-promoting-veterinary-wellbeing)
5. Cultural Humility Debriefing Tool (https:// utppublishing.com/doi/full/10.3138/jvme.20190039)
6. Debriefing after Adverse Events (https://www. avma.org/news/ditching-blame-game-effectivelyresponding-medical-errors)
7. Debriefing after Client Conflict (https://www. vetlead.com/navigating-client-conflicts-a-processfor-veterinary-teams/)
References
1. Wolfe H, Wenger J, Sutton R (2020) Cold debriefings after inhospital cardiac arrest in an international pediatric resuscitation quality improvement collaborative. Pediatr Qual Saf. 5:(4) https://doi. org/10.1097/pq9.0000000000000319
2. Jones, C. et al. (2023) How debriefing post cardiopulmonary arrest and resuscitation can be used to improve training, The Veterinary Nurse. Vol 12 Issue 5 UK ISSN (online): 2052-2959
3. Johnson, T.J., Millinchamp, F.J. and Kelly, F.E. (2021), Use of a team immediate debrief tool to improve staff well-being after potentially traumatic events. Anaesthesia, 76: 1001-1002. https://doi. org/10.1111/anae.15437
4. Timothy, C. L., Brown, A. J., & Thomas, E. K. (2021). Implementation of a postarrest debriefing tool in a Veterinary University Hospital. Journal of Veterinary Emergency and Critical Care, 31(6), 718–726. https://doi.org/10.1111/vec.13112
5. Walker CA, McGregor L, Taylor C, Robinson S. (2020) STOP5: a hot debrief model for resuscitation cases in the emergency department. Clin Exp Emerg Med. 2020 Dec;7(4):259-266. doi: 10.15441/ ceem.19.086. Epub. PMID: 33440103; PMCID: PMC7808839.
About the Author: Lis has been working in the veterinary field since 2003, with experience as a credentialed technician in Emergency and Surgery before fully dedicating herself to Companion Animal Physical Rehabilitation. She manages CARE Pet Therapy, a center specializing in veterinary pain management and physical rehabilitation. Additionally, she is a charter member and the Chief Financial Officer of the Academy of Physical Rehabilitation Veterinary Technicians, having achieved her Veterinary Technician Specialty in physical rehabilitation in 2017. Lis is also an active contributor to publications and speaks nationally and locally on various topics related to veterinary pain management, rehabilitation, and wellness resources for veterinary teams.
For the past two years, Lis has been developing a comprehensive program that leverages her Social Work degree to enhance workplace wellbeing and belonging in veterinary clinics. Her efforts include promoting a diverse and equitable culture with the support of her colleagues and other professionals in the veterinary field. In this capacity, she directs the Organizational Culture and Engagement program at the Veterinary Medical Center of CNY (Suveto).
Passion for your work helps you to feel more connected, more inspired, and more fulfilled, but passion is sometimes hard to maintain in the daily work grind. When you have a talented team, but they are not being used to their full potential and their enthusiasm is waning, what do you do?
In my hospital, we observed that our veterinary technicians did their jobs well, but we could sense that their passion for the job was sometimes tepid at best. Afterall, in a general practice small animal hospital, even with the moments of chaos, the everyday in the trenches work can become a bit mundane.
This desire to create passion in our team led us to look for creative solutions to renew and invigorate enthusiasm for our veterinary support staff. We found that our best ideas came from the team members themselves. This led to the creation of what we call the Champion’s Board. This board, prominently displayed in our treatment area, has each technician’s specific area of interest listed for the entire team to see. These special interest areas are identified at their job reviews when they sit with their supervisor and discuss the things that interest them the most.
Harnessing Passion to Create Team Champions
By Nina Mantione, VMD
As a result, in our general practice hospital, we have technicians who nurture interests in surgery and anesthesia, radiology, client education, team building activities, and blood pressure monitoring. The Champion’s Board not only gives public recognition to each staff member’s specialty, but it also inspires qualities that help our team work more cohesively and efficiently. Most of all though, the Champion’s Board inspires the following qualities in our team:
Sense of purpose and pride in their work: We have found that when a team member is given ownership of a specific task, it fosters a sense of purpose in that individual and gives them a sense of pride. We have noticed that our technicians have become invested in their fields of interest. This has resulted in happier staff and better-quality service for our clients.
Enhanced teamwork: Specialization of our technicians has enhanced the feeling of comradery and has helped to strengthen our team bond. Our staff has learned to view each other as experts in their chosen area. This expertise fosters a mutual respect and individual confidence in our team. It encourages team members to rely on one another and support each other’s interests.
Hospital improvement: Having team members specialize in different areas of the hospital has resulted in improvements in our hospital efficiency, workflow and morale. With a specialist in different departments, we can troubleshoot issues more quickly, problem solve more creatively and advance our hospital standards.
Overall, this staff specialization has benefited our hospital by improving morale, enhancing patient care and customer service, and building a stronger team. In our hospital, if I have an obese pet or one with dental disease, it will go home with one of our client education technician’s folders. Problem in radiology? We have an expert for that. Anesthesia and pain management are covered by our head surgery technician. Teambuilding activities are yet another’s specialty. Staff specialization is easy to implement, and the benefits are well worth the effort.
About the Author: Dr. Nina Mantione received her bachelor's degree from Franklin and Marshall College and her veterinary degree from the University of Pennsylvania. She works as a small animal veterinarian and is one of the medical directors at her hospital. She loves One Health, client education and has a passion for geriatric medicine.
A Grain of Truth: The Rookie Gets a Lesson in Teamwork
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 equals 64.79891 milligrams… so, maybe not much, but there is some truth in there.
The Rookie Gets a Lesson in Teamwork
Toward the end of my third week in private practice after graduating vet school, I was assigned my first solo farm calls. They seemed simple enough, three 4-H families for pseudorabies testing and health certificates on fair pigs followed by a stallion to “clean the bean.”
On the way there, the practice car for house calls and farm calls, an ancient Plymouth Horizon, started making horrible noises, like metal dragging on pavement. I pulled over to find a rusty muffler scraping the road. I located a pack of expired stainless-steel suture in the trunk and used it to wire the muffler back onto the car’s frame. It didn’t drag on the road, but the exhaust still sounded like a jet engine. It made for a bad first impression on the clients as I introduced myself as their new veterinarian.
After collecting the pig blood and completing the CVIs, I drove over to the small, liberal arts college with an equine studies program located in a remote corner of our county. The manager of their horse herd scowled as I drove up and frantically gestured for me to kill the engine so the noise from the exhaust wouldn’t disturb classes in progress. He asked me who I was and where was the usual vet, Dr. Wintertown. I proudly explained that I was his new associate, here to take care of the stallion. The frown on the manager’s face made clear that he didn’t like new veterinarians.
He led me into the barn, haltered a wild-eyed Arabian stallion, and tied it to the corner of a large stall. He said that he had work to do elsewhere and left me alone with the horse. Because this was my first time sedating a horse without another veterinarian to double-check my dose, I decided to start small. I drew up half of the normal acepromazine dose and administered it IV. It was still enough for the stallion’s penis to drop out of its sheath, and I reached under the horse to start working.
I can remember reaching for the penis, but my very next memory is just seeing a bright light directly in front of me. I was confused about where the horse went and where the light came from. Slowly, the world came into focus, and I found myself lying flat on my back several yards away from the horse looking up at a lightbulb on the ceiling. I briefly wondered how I got there before realizing that the stallion must have kicked, throwing me across the stall and knocking me out. I didn’t have any pain or injuries, but it was very confusing. Thankfully, past mentors had warned me to always stand directly next to a horse so that if kicked, it hurled you away rather than pushing a hoof into your
chest or abdomen. I marveled at the power in those big legs, able to toss someone of my rotundness (I have always been “big boned,” the type whose personal physician grouses about their body mass index.).
When I regained my wits, I gave the other half dose of acepromazine. I knew that acepromazine was not as sedating as xylazine (dexmedetomidine hadn’t been invented yet), but xylazine doesn’t get a stallion to drop its penis. I tried again and immediately saw the same bright light. The stallion had lobbed me across the stall a second time. Incredibly, I still wasn’t hurt.
Dusting myself off and swallowing my pride, I went and got the farm manager, asking for his help. He shook his head at the galling ineptitude of the new vet, needing assistance for such a simple procedure. I administered a full dose of xylazine on top of the acepromazine already on board, and the stallion dropped its head halfway to the ground as if to pray. The manager held the horse’s halter as I reached under the beast for a third time. The horse shifted his weight and lifted a rear leg to kick, but the manager screamed and shoved its head to the side, knocking it off balance and forcing it to put its foot back down to steady itself. The horse sneered at me with an evil grin and lifted a rear leg to kick me three more times before I was done. Each time the manager yelled “BEHAVE YOU &%#$-ing BRUTE” (so much for being quiet and not disrupting the students in class), shoving the horse off balance and aborting the kick.
When I finished, the manager argued that they should get a break on the bill since he had to help me. He demanded to have my boss do any future work on their herd, not some rookie associate. I thought that having my boss do any future work with the surly stallion and maniac of a manager sounded like a great idea, but I kept that thought to myself. I just said I would let Dr. Wintertown know.
As I drove back to the clinic, I replayed the situation in my mind, thinking about what to do differently next time. I could start with a full dose of acepromazine and use a twitch. I would demand the manager stay for any procedures. Although concerned that I came close to getting hurt, I was proud of myself. I had managed to get the job done despite the difficulties and danger. I was a graduate veterinarian and didn’t let an irritable stallion or a malicious manager keep me from getting the job done.
When I returned to the clinic, my new boss asked how everything went. He rolled his eyes about the muffler on the car, and said that he’d been meaning to trade it in. Two days later, he rolled in with a used Chevy Chevette for farm and house calls. I had wished for an F-150 with a Bowie unit, but he knew that small animal equipment like our 300 mA x-ray machine and isoflurane anesthesia unit gave a higher return on investment.
When I got to the part of the story with the stallion, I emphasized how I rose to the occasion and got the job done despite the danger and difficulty. I let him know that he could trust me to complete my assignments even though I was a newly minted veterinarian. He responded with an incredulous look and gave me the worst chewing-out of my life!
You idiot! Do you know how hard it is to recruit a veterinarian to work in a rural practice like this? I have been two years without an associate, taking every emergency call by myself, making my friends and family mad because I’m never around, always working! I finally get a young veterinarian to work in this practice, and you almost get yourself killed on your first call!!! There are 2 of us in this practice! If faced with a dangerous case, we have got to rely on one another!! We have got to call the other one for help!!”
I felt utterly stupid. The concept of teamwork or getting assistance from another veterinarian hadn’t occurred to me. Whether our small animal, family veterinarian or the ambulatory service that cared for my 4-H calves, all the vets I had ever known worked solo. I falsely presumed that since I was a veterinarian, I was supposed to handle problems by myself. I had so much more to learn than just the drugs, doses, and differential diagnoses taught in vet school.
About the Author: Dr. Jackson is a board-certified specialist in laboratory 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.
Game On! How To Level Up Your Veterinary Teamwork with Gamification
By Chris Tremblay, Founder, PracticeXperts.com for Veterinary Profit Growth
When the boss is away, it’s time to play! Gamification for team building has emerged as a transformative strategy for enhancing team cohesion in veterinary practices. By integrating game-like elements into everyday activities, you can encourage stronger participation, deepen bonds among your employees, improve communication, and create a more engaged workforce. Below are some gamification strategies that can benefit your practice and share some actionable ideas to enhance team building.
Understanding Gamification
What is Gamification?
At its core, gamification involves applying game design elements in non-game contexts to motivate and engage individuals. Some ideas to achieve this could be point scoring, leaderboards, challenges, and rewards. The primary goal is to make routine tasks more enjoyable and engaging, which can significantly boost employee morale and productivity. Research indicates that gamification can lead to increased motivation and engagement among employees, which is crucial in highstress and high-paced environments like veterinary practices. By incorporating gamification into their training and work processes, veterinary hospitals can help staff to build a sense of purpose and meaning in their work. 90% of employees say gamification makes them more productive at work.1
Why should you investigate gamifying your team building?
Imagine your team excitedly participating in daily activities that not only enhance their skills but also strengthen their relationships with one another. Gamification increases engagement by making activities more interactive and enjoyable, encouraging participation from all staff members.
It sparks competition and collaboration through game-based activities, which strengthens interpersonal relationships among your team. Employees say gamification makes them feel more productive (89%) and happier (88%) at work 2. The competitive elements inherent in gamification can drive your employees to excel in their roles, creating a culture of achievement. Furthermore, gamified training programs help employees develop essential skills in a fun and engaging way—something that can be particularly beneficial in the fast-paced environment of veterinary care.
Implementing Gamification in Your Practice
To effectively adopt gamification for team building, consider adopting tools and systems that encourage bonding among your staff. For instance, you could create friendly team challenges that reward collaboration while achieving specific goals. Imagine your teams competing to complete a set number of tasks or reach certain performance metrics within a given timeframe. You could also implement recognition programs where employees earn points for demonstrating teamwork or achieving personal goals. This creates a sense of accomplishment and encourages others to participate actively. Developing interactive training modules that incorporate quizzes or role-playing games can enhance learning while promoting teamwork.
Another effective strategy is using gamified feedback systems that allow employees to give and receive constructive feedback in a structured manner. This helps them improve their performance while fostering open communication. Sharing on social platforms or on an internal “success wall” enables staff members to share achievements or milestones with their peers.
Easy-to-Implement Gamification Ideas
Here are five gamification ideas tailored for your veterinary practice that can engage your team to collaborate:
1. Daily Team Huddles with a Twist: Start or end your daily meetings with a fun activity like sharing a “Joke of the Day” or“Riddle of the Day.”
To gamify this experience, track participation rates by having each team member contribute at least once per week. You can measure engagement through quick surveys asking how these activities impact team morale. This fosters a lighthearted atmosphere while encouraging everyone to actively participate.
Research indicates that gamification can lead to increased motivation and engagement among employees, which is crucial in high-stress and fast-paced environments like veterinary practices cohesion.
2. Weekly Challenges: Introduce weekly challenges related to practice goals (e.g., client satisfaction scores, total number of client reviews received, or doses of preventatives sold). Teams can earn points based on their performance, with small prizes awarded at the end of each week.
Use a leaderboard to display team standings and measure success by tracking improvements in client satisfaction metrics over time.They can also bring more voices to the table and introduce new perspectives that help to break old habits and inspire a new, more positive approach.3 This competitive element encourages teams to strive for better results and fosters unity as they work toward common objectives.
3. Gamified Training Sessions: Incorporate quizzes or interactive games into training sessions to make learning more engaging for your staff. For instance, use platforms like Kahoot! for real-time quizzes that promote friendly competition among employees.4
Track participation rates and quiz scores to measure knowledge retention and engagement levels during training sessions. The competitive aspect lies in striving for high scores while receiving immediate feedback—an effective way to enhance learning.
4. Monthly Themed Events: Organize monthly themed events where teams participate in fun activities related to their work (e.g., “Pet Trivia Night”). Measure participation rates and collect feedback on enjoyment levels through surveys after each event.5
Setting attendance goals (e.g., 80% of staff) adds an element of competition while fostering camaraderie among employees. These events provide an opportunity for relaxation while strengthening team ties.
Conclusion
Gamification offers your veterinary practice an innovative and fun way to enhance team building and overall employee satisfaction. By implementing game-like elements into daily operations, you can create an environment that encourages bonding among staff members, ultimately leading to improved patient care and operational efficiency.
As your practice navigates challenges such as staffing shortages and employee burnout, investing in team-building initiatives through gamification is more than just beneficial—it’s essential for a resilient workforce ready to meet the demands of modern veterinary care. By integrating these strategies into your practice you not only enhance employee morale but also improve overall service delivery—ultimately benefiting both your staff and clients alike. By making healthy activities more engaging and fun, gamification has the potential to motivate individuals to adopt healthier lifestyles.5
Deploying gamification into your practice doesn’t just make work more enjoyable, it also builds a strong foundation for teamwork and collaboration that translates into better patient care and happier clients. Introduce this idea to your team and make your first team-building activity about greeting gamification inside your practice!
Sources:
1. What veterinary gamification can do for you. Published Feb. 23, 2023. Available at: https://www.zippia.com/advice/gamification-statistics/
2. Published August 19, 2019 The 2019 Gamification at Work Survey. Available at: https://www.talentlms.com/blog/gamification-surveyresults/
3. Rumple S. 5 Veterinary staff meeting games to refresh your practice culture. Published November 14, 2022. Available at: https://www. practicelife.com/en/latest/5-veterinary-staff-meeting-games-torefresh-your-practice-culture/. Accessed January 5, 2025.
4. Vidal Aguiar JC. GAMEST: GAMification techniques for entrepreneurial vet Teachers. Available at: https://citius.gal/research/projects/ gamification-techniques-for-entrepreneurial-vet-teachers/. Accessed January 5, 2025.
5. Shaw J, From games to gains: the benefits of gamification for health. Available at https://kadence.com/en-us/from-games-to-gains-thebenefits-of-gamification-for-health/. Accessed January 5, 2025.
About the Author: Chris Tremblay is the founder of PracticeXperts.com, a marketing agency specializing in veterinary and medical marketing services. As a true tech enthusiast, Chris harnesses innovative tools like AI, automation, and analytics to create data-driven marketing strategies. These bespoke initiatives helped achieve success locally, nationally, and internationally, ensuring success for both B2B and B2C markets.
How Team Building Advanced Our Team Relationships
By James F. Wilson, DVM, JD
A long time ago (1978-1988), I was a partner in a California veterinary practice. We were always looking for team building activities that involved the full team instead of rewards for individual employees.
Our veterinary staff consisted of two full-time owners and one part-time. The part-timer owned five percent of the business but when us two full-time owners were at CE or away from the practice, she ran the place as if she owned 100%. When she decided she’d like to work more, she chose to build up our special species segment of the practice. The problem was that as she was learning the art that accompanied this, she needed to consult with other doctors in the Bay Area. Our technician staff needed training, too.
There was another small animal practice about 20 minutes from us with a special species owner and a dog and cat associate. This practice had a staff that was trained to provide the nursing care for the “exotic” pets that we didn’t. In the 1980s, neighboring practices in the SF Bay Area treated each other as colleagues, not competitors. We each had support staff of ten to fifteen full- and part-time people.
At one of our staff meetings, we brainstormed for an inexpensive team building activity by asking for suggestions. The idea of a cookout with a softball game came up. Unbeknownst to us owners, we had a couple of members who had played softball in high school and in leagues after that. The problem was, we didn’t have enough players to field a team. Our solution was to call the special species practice 20 minutes away and see if they would like to give this a shot. Their answer was yes.
Every one of our team members contributed to making this event happen. Our Super Tech Kathy volunteered to find a playing field and make sure it had bases, a backstop, and availability. Room Assistant Linda passed around a sign-up sheet to see who had gloves and bats. My partner, Bob, said he’d bring the charcoal and a grill or two if we needed them. Our Head Tech Kimberly was pregnant, so she offered to put together the menu and buy the food using our Four Corners Veterinary Hospital credit card. Super Tech Yvonne was an amazingly good catcher – although none of us had a clue. My job was to find a date that fit. Sure enough, after some back and forth, we settled on a day with the other practice expecting to have thirteen attending with an unknown number playing.
The big day arrived. Perfect weather. None of us had a clue that five-foot-three, Linda, had been a fast-pitch softball pitcher in high school. (We had to get her to change to slow pitch.) Nor did we know that Kathy had an arm like a slingshot and could hit the long ball. I struck out my first time at bat, on purpose of course, so as not to show anyone up. (Big Lie.) Our bookkeeper, Phyllis, age 58, cooked the burgers and hot dogs. Early-fifties receptionist Margaret volunteered to be our cheerleader. We had all worked together forty hours per week, yet had never seen each other in this new setting. The other team experienced many of the same transcendental views of one another.
Sure enough, Kathy hit an inside-the-park home run–with only one error by our opponent. They had named themselves “The Exotics.” We were the “Feral Cats.” Food was great, drinks were doled out carefully, and there was no marijuana. (All of it was being smoked in Berkeley and Haight Ashbury.) The score the first year was Feral Cats 12, Exotics 10. I can’t remember the scores thereafter.
We all went back to work on Monday with one conversation after another recalling the fun for some and embarrassment for others. It was the talk of the day for half of the week –illustrating how little we knew about each other. We did this for three consecutive years before moving on to whitewater raft trips down the American River. Luckily, no one ever got hurt. Not even our partner, Joan, who fell out of the raft just as we were coming into a Class III rapid. She looked quite panicky until
three of us pulled her out of the river five feet before we hit the white water drop off. The four of us became a mess of arms and legs bouncing through the rapids in the bottom of the raft, laughing. Ahh, what fond memories and great team building this was.
We traded a key staff member between practices for a day so our tech could learn special species nursing care and we wouldn’t be shorthanded. Our doctor became friends with and learned from her colleague, and they referred cases back and forth when each was away from the practice.
Try getting out of the hospital for team building—and even consider connecting with another local practice—you just might like it and learn lots about each other you never knew.
About the Author: Dr. Wilson (DVM, ISU 1967 and JD, [law] UCLA 1973) practiced emergency and small animal medicine as an associate and practice owner in California for sixteen years. In 1986, he moved to Pennsylvania where he served as VHUP’s Medical Director for several years. From the late 1990s until 2017 he taught short courses in veterinary law, ethics, career development, and practice management at up to twenty veterinary schools per year with sponsorship from Veterinary Pet Insurance and Nationwide Insurance. He has authored five books and over 125 articles in veterinary journals over the years. He continues to operate a consulting firm entitled Priority Veterinary Management Consultants from his hometown in Sellersville, PA.
New Opportunity for The Front Desk Team: Introduction to the North American Association of Veterinary Receptionists
The NAAVR officially launched during the 2024 Fetch Kansas City conference, hosting a one-day CSR symposium.
In 2024, Dr. Jill Clark and two certified veterinary practice managers (CVPM), Debbie Boone and Rhonda Bell, joined forces to create the North American Association of Veterinary Receptionists (NAAVR). Although the true number of veterinary practices varies by source, estimates show approximately 126,000 veterinary client service representatives (CSRs) currently working in practice. Up to now these team members have been the “orphans of education,” with few resources focused exclusively on their position.
Essential Role of the CSR
These staff members have a minimum of three encounters with clients at every visit: initial phone call, greeting in the practice, final impression as clients pay and leave. A CSR’s skills—or lack thereof—can set the tone for the entire veterinary visit.
The NAAVR founders know that a properly trained CSR can promote services, reinforce recommendations, lay the groundwork for care, share financial tools, and build strong bonds of trust with clients.
The NAAVR Origin Story
NAAVR is the brainchild of Dr. Jill Clark, an expert in learning and team development. After receiving a high volume of feedback from CSR students enrolled in Ignite’s Veterinary Receptionist Certificate of Excellence Program, Clark realized
that these important veterinary team members lacked resources and a voice in the profession.
Clark reached out to Debbie Boone, CVPM, who is known in the profession as an advocate and a trainer for client service excellence, and solicited her aid in forming the foundation for this new association. Boone suggested including Rhonda Bell, CVPM, an expert in social media and marketing, and another experienced trainer of client service team members.
Boone and Bell working the NAAVR booth during the 2024 Veterinary Hospital Managers Association (VHMA) annual meeting.
The three teamed up to launch NAAVR as a non-profit corporation, incorporated in the State of Texas. See Box 1 for more information on NAAVR’s founders.
Goals of NAAVR
The NAAVR launched in August 2024, holding their first educational offerings during Fetch Kansas City. Current goals of the organization include:
• Create a platform for CSR training by linking to NAAVRreviewed and approved content focused on client service
• Build tiers of expertise through testing
• Develop Veterinary Client Service as a Career rather than a short-term job or a path to “the back”
• Establish a Professional Certification Program similar to the status of CVPM
• Offer mentorship and community where CSRs can engage with others and exchange challenges and ideas
• Develop or identify specific training for ER/Specialty/Equine and Large Animal CSRs
The NAAVR founders want the organization to belong to CSRs. They are looking to add a veterinary professional currently employed as a CSR to the board and ultimately want to turn the organization over to be run by active CSRs.
Ultimately, the NAAVR is on a mission to elevate, educate, and celebrate the unsung heroes of animal healthcare. They’re here to transform “just a receptionist” into “indispensable professional.”
LEARN MORE TODAY: naavr.org
Box 1: Meet the NAAVR Founders
Jill Clark, DVM, NAAVR President
Dr. Jill Clark spent 17 years as an Assistant Director on feature films, commercials, and documentaries before changing direction and becoming a veterinarian in 1996. She practiced in a multi-doctor group of small animal practices known for creating an exceptional client experience as an associate and then as Medical Director before joining a group of entrepreneurial veterinarians who grew their hospital group from 8 to 80 hospitals. She was Vice President of Operations for this group before joining VCA, managing 22 general and specialty practices with a continued focus on client experience as a competitive advantage. In 2009, she joined VCA’s Executive Team and was responsible for VCA’s doctor recruiting team as well as creating VCA’s corporate university, WOOF-U, which served over 24,000 veterinary team members. In 2016, Dr. Clark founded IGNITE Veterinary Solutions, a modern learning company focused on bringing high-end learning experiences to all veterinary teams across the globe. She has a special passion for Client Service teams and elevating their role to its fullest in our profession. She is one of the founders of the newly formed North American Association of Veterinary Receptionists.
Debbie Boone, CVPM, NAAVR Vice President
After earning her bachelor’s degree in animal science from North Carolina State University, she began as a veterinary client care representative and quickly moved into hospital administration. She was an in-thetrenches manager for 23 years and has worked in the profession for over 35 years.
Debbie is considered an expert in team communication, creating positive practice culture, and developing operations efficiency for veterinary practices. Debbie published her new book, “Hospitality in HealthCare“ in July of 2023. She trained the Patterson Communication and Client Service classes for 11 years, all over the US which brought her face to face with the desire that CSRs have for knowledge on the people side of veterinary care. Major national and international animal health organizations consistently seek Debbie out for her skills as a trainer and speaker. She has been published in numerous veterinary publications, was the 2022 President of VetPartners and served on the board for 6 years.
Rhonda Bell,
CVPM,
PCM, CDMP, NAAVR Secretary/Treasurer
Rhonda brings nearly two decades of experience in veterinary medicine to her role as the Secretary and Treasurer of the North American Association of Veterinary Receptionists (NAAVR). As a Certified Veterinary Practice Manager, Professional Certified Marketer, and Certified Digital Marketing Professional, Rhonda possesses a unique combination of skills and expertise that makes her an invaluable asset to the organization.
Throughout her career, Rhonda has been passionate about training and supporting veterinary teams, particularly the client service team. She recognizes the crucial role this team plays in the success of the practice and in fostering deeper bonds between clients and the practice. Her dedication to empowering veterinary receptionists and elevating their role within the practice is evident in her commitment to NAAVR.
In addition to her role at NAAVR, Rhonda is the owner of Dog Days Consulting, where she utilizes her extensive background and certifications to provide valuable support to veterinary practices. Her deep understanding of the industry and her commitment to excellence make her an ideal leader for NAAVR, ensuring that the organization continues to thrive and serve the needs of veterinary receptionists across North America.
The Need for Human Resources in Veterinary Practice
As practice managers and veterinarian technicians, you already know that running a veterinary practice involves much more than caring for animals. That is obviously the priority, but clinics are a business that demands attention to areas like scheduling, payroll, employee relations, and compliance with labor laws. Many veterinary clinics are too small to justify a full-time HR manager, yet too busy to handle HR needs without help. Everything from the recruitment process, onboarding, and employee benefits should be front of mind for veterinarian professionals. But they may not be trained in those areas! This is where access to HR resources can make a substantial difference. Here’s a look at how HR consultants and expertise can benefit veterinary practices in practical, impactful ways.
1. Navigating Employment Law and Compliance Issues
Employment laws change frequently, making it hard for veterinary practice owners to stay compliant. Many growing practices may struggle to understand new federal and state labor laws, opening them to risk of facing inquiries from the Department of Labor. Even details regarding unintentional errors in overtime calculation could require the help of an HR consultant.
Consultants can audit payroll practices and guide centers on classifying employees correctly, calculating overtime, and staying up to date with changes in the law. By creating standard operating procedures for payroll and time tracking, clinics can avoid future compliance issues. HR consultants can even train managers on employment law basics, empowering them to handle simple queries in-house. With this guidance, practices are more able to resolve their compliance issues and prevent fines that can impact finances.
2. Streamlining the Hiring Process
Finding staff who are not only skilled with animals, but also compassionate with clients is vital in a veterinary setting. Some practices struggle with high turnover rates–hiring methods might contribute to the problem. HR consultants can help develop clear, specific job descriptions that better highlight the qualifications and qualities that employers seek. They also can create structured interview processes with situational questions that focus on handling stressful scenarios, like working with anxious pet owners or treating aggressive animals. With this revamped process, practices can hire employees who fit the team perfectly and will stay with the clinic for years, reducing turnover costs significantly.
3. Boosting Employee Retention and Satisfaction
Veterinary practices, due to the emotional demands of the job, are prone to employee burnout. With long hours, weekend shifts, and high emotional stress, staff morale may become low, and employees may be tempted to leave the practice.
HR consultants can conduct employee surveys to gauge satisfaction and identify pain points. They may discover that many employees feel they have minimal opportunities for professional growth or recognition. Consultants can help develop employee recognition programs to celebrate staff, or foster sessions that focus on stress management and mental health resources. They may also encourage new and creative ways to embellish employee benefits within a practice – whether through voluntary insurance coverages, financial wellness programs, employee assistance, or mentorship programs. These additions and changes can
improve morale and retention – helping to keep valuable employees and reduce the cost and stress of frequent hiring.
Case Study: Managing Performance at New Priority Vets
If you’re unsure about seeking help, you’re not alone. New Priory Vets hired a consultant with a background in corporate HR.1 This move initially sparked uncertainty among the team, but the practice saw substantial benefits over time. With a dedicated HR professional on board, New Priory Vets successfully strengthened internal communication and improved the relationship between management and staff.
According to Helen Silver, “When a vet or nurse is also in charge of HR, alongside their normal role, they have little time to devote to it and, therefore, employees feel let down or dissatisfied with the outcome of discussions. By having a dedicated HR team, you have someone to go to who you know will be appropriately trained and have time to answer questions. Senior members of each team are supported by the HR department, too, and can gain help and advise on challenging situations.”1
The HR consultant helped address sensitive issues, like performance feedback and conflict resolution, freeing up veterinarians to focus on clinical tasks without neglecting team morale or operational efficiency. The consultant also developed structured processes for job descriptions and onboarding, which supported better staff alignment and minimized the workload on practice managers, ultimately creating a more harmonious workplace.
Final Thoughts
Seeking help from HR professionals can help veterinary practices address specific challenges, save time, and create a positive work environment. From ensuring compliance with complex labor laws to reducing turnover through structured hiring and retention strategies, an HR consultant’s expertise can transform a practice’s culture and efficiency.
As a PVMA member, you have access to specialized HR resources through Alera Group. The AleraHR suite of solutions provides the HR knowledge, compliance expertise, and risk and safety resources to help you and your team be more productive, easily comply with workplace regulations, and avoid exposure to litigation. Access to live advisors, document creators, and smart employee handbook tools can enable rapid deployment of HR best practices across the entire organization. The local team at Alera has worked with PVMA members for years, and we can’t wait to hear from you and help you get set up with AleraHR! Visit cloud-aia.aleragroup.com/pvma to get started!
References:
1. Beckwith, Sophie. HR in practice: who fits the bill? https://www. vettimes.co.uk/app/uploads/wp-post-to-pdf-enhanced-cache/1/hr-inpractice-who-fits-the-bill.pdf Published January 16, 2017.
Classified Ads
VETERINARIANS
Gettysburg, Pennsylvania | Full Time
Confederate Woods Veterinary Hospital in Gettysburg, PA, is an AAHA-accredited hospital seeking a Veterinarian. We focus on work, life, and family balance, with no on-call duties and after-hours emergencies are referred to a local ER. Your day-to-day will include well and non-well case work-ups, spay/neuters, dentistry, appointments, and general practice. We are technician-driven with a 3:1 tech to doctor ratio, leaving you free to practice and treat with the full support of our sophisticated in-house lab, digital dental radiography, ultrasound, laser therapy, and acupuncture. Our doctors are always looking for more ways in which to serve their community. Please call Kelli Dowhaniuk at 818-309-3709 and/or email Kelli.Dowhaniuk@nva.com.
Williamsport, PA | Full Time
The Animal Hospital on the Golden Strip, located in Williamsport, PA, is looking for another veterinarian. We treat dogs, cats and some exotics. Our technician team is out of this world and makes our doctors’ lives very manageable throughout the day. Enjoy 4-day work weeks with no on-call. Benefits include relocation assistance for those who aren’t local. Our hospital is equipped with 2-table surgery suite, 2-table dental suite, 6 exam rooms, comfort suite, state-of-the-art ultrasound, laser therapy, Idexx in-house lab, and separate cat and dog waiting areas. We’re most proud of the professional support, development, and mentoring we offer. Please call Kelli Dowhaniuk at 818-309-3709 and/or email Kelli.Dowhaniuk@nva.com. https://www.theanimalhospitalonthegoldenstrip.com/
Edinboro, PA | Full Time
Camboro Veterinary Hospital located in Edinboro, PA, just a short distance from the picturesque Lake Erie in Northwest PA, is looking for a dedicated Medical Director to lead our practice. Joint Ownership is an option for interested candidates but not a requirement.
Collaborating with the Hospital Manager, you will implement innovative strategies to enhance client service, marketing initiatives, and overall practice success. We offer a dynamic work environment with a team of 4 doctors and a robust support team, where you can contribute to practice growth and community engagement. We offer many amazing benefits and value work-life balance. Please call Kelli Dowhaniuk at 818-3093709 and/or email Kelli.Dowhaniuk@nva.com.
Hollidaysburg, PA| Full Time
Our hospital in beautiful central Pennsylvania is looking to add another part- to full-time veterinarian to our team. We are currently comprised of two full-time veterinarians and one part-time veterinarian, along with an amazing support staff. Blair Animal Hospital is a cat and dog exclusive hospital, but our clientele and team would be happy to open our doors to exotics and/or pocket pets if there is an interest in this area. We look forward to mentoring a new graduate or learning from an experienced applicant that is looking to work within a team to care for our patients. Please call Kelli Dowhaniuk at 818-3093709 and/or email Kelli.Dowhaniuk@nva.com. https://www.blairvet.com/
Chambersburg, PA| Full Time
Chambersburg Animal Hospital is a full-service companion pet hospital providing comprehensive medical, surgical, and dental care for dogs, cats, and pocket pets. We are located conveniently off Routes 81 and 30 in Chambersburg, Pennsylvania and have been serving the community for over 70 years. We are looking for a full-time Veterinarian who has an interest in dentistry and surgery. Our hospital includes 6 exam rooms, a large surgery suite, dental suite, laser surgery, ultrasound, complete pharmacy and more. Emergency interest is a plus. Please call Kelli Dowhaniuk at 818-309-3709 and/or email Kelli.Dowhaniuk@nva.com. https://www.chambersburganimalhospital.com/
Chambersburg, PA | Full-Time
Best Friends Animal Hospital is seeking a compassionate veterinarian to join our progressive small animal practice. At Best Friends Animal Hospital, we are committed to supporting learning and growth as well as providing mentorship. The ideal candidate for this role would be able to perform surgery, evaluate emergent patients, perform annual examinations, order appropriate tests and provide a diagnosis and treatment plan. As a veterinarian at Best Friends Animal Hospital, you will enjoy a three to four-day flexible schedule. We offer a generous sign-on Bonus, retention Bonus, relocation assistance, and student loan assistance. Please call Kelli Dowhaniuk at 818-3093709 and/or email Kelli.Dowhaniuk@nva.com. https://www.bestanimalhospital.net/
State College, PA| Full Time
Imagine a veterinary hospital with a team that practices progressive medicine, cultivates a growth mindset, encourages constant learning, and celebrates small victories. Imagine that veterinary hospital is located in a beautiful area flush
with outdoor activities and amenities, while still maintaining a small-town, close-knit feeling. Now, imagine that veterinary hospital is looking for a passionate and dedicated veterinarian. Keystone Veterinary Care has a part- or full-time position for an experienced veterinarian with at least 1 year’s experience in practice. We are also open to mentoring new graduates with guidance and support from our talented team and formal mentorship program. Please call Kelli Dowhaniuk at 818-3093709 and/or email Kelli.Dowhaniuk@nva.com. www.keystonevetcare.com
Pittsburgh, Pennsylvania | Full-Time
Holiday Park Animal Hospital, located on the Golden Mile Highway, is a full-service animal hospital providing comprehensive healthcare services. Our facility includes inhouse testing for accurate diagnosis, digital x-ray, ultrasound, surgical suite, dental suite, pharmacy, and more. We are looking for an enthusiastic and passionate Veterinarian to help us continue to grow. Our ideal candidate has strong communication skills, is team-oriented, and is 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.
https://www.holidayparkah.com/
North Versailles, Pennsylvania | Full-Time
We are seeking a Medical Director with a vision to help grow our hospital, North Versailles Veterinary Care, while advancing our quality of care. The Medical Director is responsible for providing medical leadership, managing associate veterinarians, and assuring regulatory compliance relating to the practice of veterinary medicine. The Managing Veterinarian is also responsible for creating an environment of teamwork in which quality medicine and exceptional client service are consistently delivered to our clients and their pets. Interest in surgery is great but not necessary. If you’re someone who prefers wellness and sick appointments, we are open to that as well. Please call Kelli Dowhaniuk at 818-309-3709 and/or email Kelli.Dowhaniuk@nva.com. https://www.northversaillesveterinarycare.com/
New Stanton, PA | Full Time
Searching for a new or recent graduate to join our small, private veterinary clinic in the Southeast suburbs of Pittsburgh. The ideal candidate is a compassionate, enthusiastic, and collaborative veterinarian that is eager to learn and grow
with us. We are looking for someone that is passionate about providing exceptional veterinary care and refining their medical skills and expertise. Candidates with more experience are welcome to apply if interested and additional compensation will be negotiated based on experience. Salary: $115,000 + Production Bonuses; no negative accrual; sign-on Bonus: $10,000. Full-Time; Monday – Friday; flexible schedule; generous benefits package. Please call Dr. Caldwell at 724-9258244 and/or email drcaldwell@newstantonvet.com.
Lancaster, PA | Full or Part Time
West Lancaster Animal Hospital in Lancaster, PA seeks a team-focused veterinarian to join our well-established, AAHAaccredited small animal practice in Lancaster, PA. Our modern hospital boasts advanced diagnostic features, dedicated leadership, and more. The priority of our committed and well-educated support staff, which includes multiple CVTs, is providing fantastic veterinary care to pets in our community.
About us:
Our practice is equipped with ultrasound, digital radiology, digital dental radiology, and a therapy laser.
Work-life balance is important to us–our doctors work 4 days/ week with rotating Saturdays and our schedule is flexible for an incoming veterinarian.
We practice Fear-Free/Low-Stress handling techniques with all our patients.
All of our technicians are certified and we have a CVT-to-doctor ratio of 2:1.
Our certified technicians handle everything so that our doctors can focus on diagnosis/treatment, prescribing medicine, and surgeries.
We also work closely with our community by providing services to our local rescues.
Our Associate Position:
We are looking for a veterinarian who is eager to establish longterm relationships with our patients and our community.
Exotics experience and interest is a plus, but not a requirement.
We welcome new graduates and experienced veterinarians to apply!
This position has leadership potential for an experienced veterinarian looking to lead a devoted and hardworking team!
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Lancaster is a great place to live and work, situated in southeast PA. Located in Pennsylvania Dutch Country, the area appeals to all ages and interests. Here you can enjoy a thriving cultural scene, a variety of dining options, diverse shopping opportunities, and many attractions for families. We are known for our food scene. We are also just 20 minutes from the charming town of Lititz, which was named the coolest town by Budget Travel. Lancaster is also the home of the oldest Amish settlement in America.
Benefits include superior salary and $40,000 sign-on bonus, medical benefits (including health, dental and vision), 401(k), employee assistance program (EAP), CE PTO and allowance, vacation, dues, liability coverage, and so much more.
Our practice has a positive, wellbeing-focused culture that we’d love to tell you about. Get the conversation started by applying today! Please call Alexis at 302.316.5545 and/or email adelledonne@vetcor.com.
Practices/Equipment For Sale
Warrendale (Cranberry Twp)
Looking for a boutique or specialty veterinary outpatient practice to share a free-standing building with a veterinary dermatology practice in a wealthy suburb north of Pittsburgh. 3,000 square feet of space available and would be ideal for a veterinary outpatient practice such as a rehab/physical therapy, dentistry, behavior or feline practice. There is currently only one feline practice in Western Pa! The building is off of but near Rt 19 and 228 with easy access to I-79 and the Pennsylvania Turnpike. Cranberry Township has the highest per capita income in Western Pennsylvania. Sandra Sargent, DVM and DACVD ssargent@pittvetderm.com cell 724-462-4072
Southeast of Erie
PRACTICE FOR SALE (PA-9340) - Small animal practice southeast of Erie grossing $769K. Well-equipped with Idexx VetLab and LaserCyte, CR x-ray, digital dental, and ultrasound. Practice is offered at $550K and real estate is offered at $375K. Call for more information. Contact TPSG Great Lakes (www.tpsgsales. com) at 440-933-4522 - Dr. Kurt Liljeberg (kurt@tpsgsales.com) or Bret Halishak (bret@tpsgsales.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 440-9334522 - Dr. Kurt Liljeberg (kurt@tpsgsales.com) or Bret Halishak (bret@tpsgsales.com).
Penobscot County, Maine
2700 sqft small animal general wellness practice sits on a 21acre property. Newly renovated 2400 sqft house connected to the hospital, 960 sqft garage with apartment above, and a greenhouse. Real estate is available. 2 exam rooms with an onsite crematory. Collections are over $700K. Services over 1600 active clients. Contact Rohit - 234-353-3268 or rohit@omnipg-vet.com. (MEV101)
Relief Veterinarians
York, PA | Full-Time or Part-Time
We are a privately owned small animal practice, consisting of an ER, opened in February of 2023 with the same mission as our general practice, opened in August of 2017, take care of your staff and they will take care of your clients and patients. We provide an upbeat and enjoyable work environment for our staff which contributes to the patients having a better chance at a pleasant experience. We have openings for overnights, days, weekends, GP and ER shifts – come join our team! Email newberryanimalemergency@gmail.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.
