Coast to Coast

From rising operating costs to workforce shortages and shifting client expectations, veterinary practices across the U.S. are navigating a period of rapid change. To better understand how these forces are playing out on the ground, Vet-Advantage spoke with veterinarians and association leaders from across the country exploring the most pressing challenges — and promising opportunities — facing the profession today.

These conversations reveal a shared reality: Practices are feeling the squeeze of inflation, labor constraints and increasing demand for high-quality, accessible care, even as pet owners become more value-conscious in their spending. At the same time, veterinarians are being asked to do more than ever — balancing medical excellence with business sustainability, team well-being, and evolving regulatory requirements.

Policy and legislation also loom large. From scope-of-practice debates to state and federal measures that could reshape how care is delivered, staying informed has become essential for veterinary professionals at every stage of their careers. Meanwhile, workforce development remains top of mind, with practices rethinking recruiting, retention, and culture as a new generation of veterinarians brings different expectations around work-life balance, technology and professional fulfillment.

Looking ahead, many see innovation as both a challenge and a catalyst. Advances in practice management software, AI-powered tools and client communication platforms are changing how practices operate — and opening doors to greater efficiency and connection. Through it all, veterinary associations are stepping into an expanded role, serving not only as advocates, but as strategic partners helping members adapt and thrive.

In the following articles, we share insights from across the map, highlighting how veterinary leaders are responding today — and what gives them optimism for the future of the profession.

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Arizona: Delivering Care in a 24/7 World

Dr. Brian Serbin, owner and medical director of Phoenix-based Ingleside Animal Hospital, discusses staffing pressures, client expectations, mentorship and how technology is reshaping modern veterinary practice.

What would you say are the biggest operational or financial challenges you — and other veterinarians in Arizona — are currently facing?

Dr. Brian Serbin (member of the Arizona Veterinary Medical Association): From an operational standpoint, the biggest challenge is finding and retaining good people — both veterinarians and support staff. That’s not unique to veterinary medicine; it’s something most businesses are dealing with. We’re looking for individuals who are skilled, dedicated and aligned with our mission and culture. At my practice, hiring is very intentional — candidates are either a clear yes or a no. If there’s uncertainty, they’re probably not the right fit.

Veterinary medicine is also inherently stressful. We’re caring for pets that are often considered family members, and we’re deeply invested in doing the best for them. It can be frustrating when patients don’t respond to treatment or when clients are unable or unwilling to pursue diagnostics or care options that could help their pet. That emotional weight is part of the profession.

Financially, like any business, we’re affected by the broader economy. Over the past year, the profession has seen a decline in visits — around 2.6% by some estimates. When the economy is tight, pet owners have to make difficult financial decisions, and sometimes that means delaying wellness care or even sick visits. We try to balance affordability with quality care. We’re a seven-day-a-week clinic, and accessibility is important to us, but economic uncertainty impacts everyone.

You touched on client demand and affordability. What are you seeing when it comes to pet owner spending and access to care?

Dr. Serbin: There’s a perception that there’s a shortage of veterinarians, but I don’t really agree with that. There’s plenty of veterinary capacity — it’s more about how care is delivered. At my practice, if you’re an established client and your pet is sick, we will find a way to see you, even if the schedule is full.

When people say they can’t get into a veterinarian, it’s often because they don’t have an established relationship with a practice, or they’re going to a clinic that doesn’t prioritize continuity of care for existing clients. There are also many smaller or franchise-style practices opening, and in my view, that can sometimes lead to inefficiencies in care delivery.

Overall, I’d argue it’s still much easier to get an appointment with a veterinarian than with a human physician. In human medicine, you might wait months for an appointment. That’s generally not the case in veterinary medicine.

Are you seeing effective strategies for addressing recruiting and retention challenges?

Dr. Serbin: Mentorship is a big one, especially for new graduates. Many practices talk about mentorship, but we’ve actually built a formal program — it’s a structured system we’ve developed and refined over the past four years. Veterinary school can’t teach everything. The pace of private practice is much faster than a teaching hospital, and there are many practical and interpersonal “intangibles” that only come with experience.

Every hospital also has its own systems — medical records, workflows, protocols — so there’s a learning curve even for well-trained graduates. We’ve taken the same approach with our non-DVM staff. We have a dedicated mentorship leader for technicians and veterinary assistants, including those who come to us from outside the industry. Skills like animal restraint, catheter placement and sample collection need to be taught — and even experienced staff need to learn how we do things here.

People enjoy their jobs more when they feel confident and supported, and mentorship plays a huge role in that.

What role is technology playing in how practices operate today?

Dr. Serbin: Technology is huge. We’re seeing AI influence many areas of veterinary medicine, starting with radiograph interpretation and expanding into cytology, urinalysis and eventually bloodwork. AI is also beginning to impact medical records and charting. It’s still early, and there’s a long way to go, but it’s evolving quickly.

Beyond AI, we have access to diagnostic tools today that simply didn’t exist decades ago — advanced imaging like CT and MRI, improved testing and better medications. These tools allow us to practice a much higher level of medicine, but they also come with costs, and not every client can afford them. That’s one of the ongoing challenges.

At the same time, it’s remarkable to think how far the profession has come. Compared to practicing in the 1950s or 1960s, we have vastly better tools and treatments, and that has fundamentally changed how we care for patients.

A successful veterinary practice today also has to be extremely client-focused. Unlike human medicine, we’re not constrained by insurance networks. If we don’t meet client expectations, they can — and will — go elsewhere. Clients value efficiency, communication and respect for their time. In veterinary medicine, waiting five minutes can feel unacceptable, even though much longer waits are routine in human healthcare.

That means we have to stay efficient, deliver timely, high-quality care and remain customer-friendly. It’s hard work, but it’s essential.

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Connecticut: Finding a Healthy Balance

How workforce gaps, regulatory realities and changing client expectations are influencing care delivery.

What are the biggest operational or financial challenges veterinarians in your state face today?

Dr. Michelle Forella, president of the Connecticut Veterinary Medical Association (CVMA): We consistently hear about staff shortages — that’s the steady drumbeat. Right now, it’s more of a support-staff shortage. A few years ago, practices were desperate for associate veterinarians and heavily relying on relief veterinarians. That seems to be improving, but support-staff shortages remain a major struggle.

How are these issues affecting their ability to provide care and run their practices?

Dr. Forella: From personal experience, when I worked relief in emergency, if we didn’t have enough staff overnight, we’d have to slow intake or stop hospitalizing new patients. In general practice, it may mean cutting back on surgeries or seeing fewer patients. Some practices try to maintain the same caseload, but that often leads to staff exhaustion and burnout.

Beyond support staff, we also have a shortage of large-animal veterinarians in Connecticut. People might not think of Connecticut as a production-animal state, but there are plenty of small hobby farms — pet pigs, a couple cows, a few horses and chickens. These owners struggle to find veterinary care. As an association, we convened large-animal veterinarians to understand what’s happening and how we can help. One idea that came up was increasing the number of licensed veterinary technicians supporting large-animal veterinarians — techs who could go ahead to a farm to triage or collect samples. That could make a big difference. But overall, that sector is extremely stretched.

What are you seeing in terms of client demand or pet-owner purchasing behaviors?

Dr. Forella: Speaking from experience, demand has been steady, but clients are more selective. They may ask to remove a medication or supplement, or choose a smaller blood-work panel. They’re looking for options. In my practice, it’s not stopping people from pursuing necessary treatments, but it comes up frequently.

In emergency medicine, cost concerns have always influenced decisions. I’m not sure economic euthanasia is increasing, but emergency care is expensive, and financial constraints absolutely affect outcomes.

What state or federal legislative issues are you paying attention to?

Dr. Forella: We’re closely watching anything related to mid-level practitioners. Colorado’s development of that role has everyone watching, and we’re hearing that the groups behind it plan to bring proposals to other states. Our lobbyist monitors this closely.

Connecticut is also very stringent on consumer protection and pharmacy regulations. That’s good — it’s a safe environment to practice, especially regarding controlled substances — but sometimes the regulations don’t fit the realities of veterinary medicine. Recently, the state considered requiring all veterinary staff to become certified dispensers, which makes sense for a pharmacy but not a clinic. We worked with the state for a couple of years, and this year legislation passed carving veterinary practices out of that requirement — a big win. Little things like that come up regularly.

You mentioned workforce challenges. What are some effective ways practices are addressing recruitment and retention?

Dr. Forella: Successful approaches focus on supporting employees and preventing burnout. Some practices have eliminated Saturdays to guarantee staff two consecutive days off. Others are investing in technician support and development.

We’ve partnered more closely with the Connecticut Veterinary Technician Association to understand technicians’ needs. Their top request is to be fully utilized and have opportunities for advancement. Continuing education is a big part of that. Some techs don’t get CE time off or CE benefits, so practices that offer CE as a paid benefit are more attractive. Some offer tuition reimbursement for techs pursuing their license. These types of commitments help retain them long-term.

How are practices adapting to new technologies?

Dr. Forella: It varies, but adapting to new technologies helps practices stay competitive and meet client expectations. Pet owners — myself included — expect convenience, like online ordering and autoship. Offering online pharmacy options is essential.

Two-way texting is now standard, but some practices resisted it at first. Many clients won’t answer calls from unknown numbers, so texting meets them where they are.

We’ve recently tested AI scribe software for note-taking. I’ve been very pleased. It doesn’t integrate with our medical software yet, but copying and pasting is easy. It captures history well and allows me to be fully present with clients instead of hurriedly writing notes. It also encourages me to verbalize my physical exam, which improves client communication. It’s not perfect — I still edit heavily — but it speeds up records significantly. Since staying late to finish notes is a major contributor to burnout, tools like this can make a meaningful difference.

How has the CVMA’s role evolved in recent years?

Dr. Forella: Expectations of professional organizations have changed. Like many associations, we’ve seen membership challenges and are trying to understand what veterinarians truly need from us. Instead of doing what we’ve always done, we’re taking time to reassess our purpose and gather member input through focus groups, surveys and direct conversations.

CE has always been a core offering, but now that online CE is so accessible, we have to be strategic — especially with hands-on CE, which remains valuable and is easier to offer in a small state.

A consistent message from members is the desire for connection. Unlike decades ago, many veterinarians don’t know their local colleagues. People don’t automatically attend in-person meetings, and isolation is common. So we’re focusing heavily on creating networking opportunities and helping members build community.

What’s shaping the next generation of veterinarians?

Dr. Forella: Today’s veterinary graduates are entering the profession with different experiences, expectations, and needs than their predecessors. These include:

More mobility, more flexibility. Early-career veterinarians are less tied to the idea of staying in one practice long-term. They’re open to relocation, varied career paths, and roles that allow them to grow and pivot over time.

Gaps in surgical experience. Many new grads — particularly those who trained during or shortly after COVID — have had fewer surgical opportunities. As a result, structured, intentional mentorship is no longer optional. Practices that clearly define how they support skill development will have a stronger advantage in recruiting and retaining young clinicians.

Rise of distributive-model training. With more veterinary schools adopting distributive clinical programs, students are spending their final year in private practices instead of teaching hospitals. These models can offer more hands-on experience and less hierarchy, though sometimes with less oversight. As more programs emerge, the profession will be watching how this shapes clinical readiness and confidence.

Overall, the next generation brings adaptability and enthusiasm — paired with a need for thoughtful, well-designed support as they transition into practice.

One last question. What changes do you foresee for the veterinary profession in the next 5 to 10 years?

Dr. Forella: I think we’ll see a widespread push to elevate veterinary technicians and fully utilize them. We talk about this constantly, but haven’t always acted on it. Many of our challenges — staff shortages, efficiency, economics — tie back to better using technicians as full partners in care delivery. Connecticut doesn’t require tech licensure, so we’re a little behind, but moving toward better utilization will be important.

I also see growth in novel practice models. We’re already seeing more urgent-care facilities, and I think we’ll see expansion of intermediate-care options — like procedure or surgery clinics that sit between primary care and ER. Pet owners need more choices, and these models can help.

As for consolidation, private equity has changed the landscape significantly. Whether it plateaus or continues is unknown, but I’m hopeful we’ll see some resurgence of privately owned practices. I think the profession is healthiest when both corporate and independent models coexist.

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Georgia: Balancing Care, Cost and Culture

GVMA’s Dr. Keri Riddick discusses the financial pressures, workforce trends and technology shaping today’s veterinary practices.

What are the biggest operational or financial challenges your members are currently facing in running their practices?

Keri L. Riddick, DVM, Georgia Veterinary Medical Association (GVMA) Executive Director: Practices are working to balance rising costs of goods and services, fair wages and keeping veterinary care affordable. The higher cost of living has pushed hospitals to increase wages, which then requires finding ways to offset those expenses. Often that means investing in new equipment to add services or raising fees — both of which can be challenging when many clients are already feeling financial strain.

How have staffing shortages or changes in the labor market affected veterinary practices in your state?

Dr. Riddick: Many practices report they are currently appropriately staffed. One member shared that they intentionally staff heavily to avoid shortages when team members are out, and that their team is satisfied working 27 to 32 hours per week as full time, with some preferring slightly longer schedules when available.

We’re also seeing a shift in the labor market. From roughly 2020 to 2023, candidates often applied and then disengaged or came with extensive demands. Now, more applicants are responding, showing up for interviews and are generally more flexible about available roles.

Are you seeing any notable trends in client demand or pet owner spending behavior?

Dr. Riddick: Clients are definitely scaling back. While some still proceed with all recommended care, many are asking more questions, weighing options carefully and being more selective as they work to balance their budgets.

How are practices balancing rising costs with maintaining affordability and access to care?

Dr. Riddick: We continue to see expanded use of payment options such as CareCredit, greater encouragement of pet insurance and the adoption of wellness plans that spread costs over 12 months — some of which include unlimited office visits. Online pharmacy platforms remain useful for price comparison, though they can be cumbersome for hospitals to manage.

How is the next generation of veterinarians influencing the culture and expectations of the profession?

Dr. Riddick: The next generation is redefining what “full time” means, and I think that’s a positive shift. At some point, we became fixed on 40-hour workweeks and limited vacation time, and that model doesn’t work for everyone. There’s a broader cultural shift toward redefining work-life balance and recognizing that meaningful contributions don’t require sacrificing every hour of every day.

What changes do you anticipate in the veterinary profession over the next five to ten years?

Dr. Riddick: Credentialed veterinary technicians will take on greater responsibility within practices. Technology will ideally allow teams to spend more time practicing medicine rather than documenting it. AI tools and diagnostics may become part of the standard of care, while wearable technologies will play a growing role in patient monitoring and data collection. Pet insurance adoption will continue to rise, and advances in predictive medicine will further improve longevity and quality of life for animals.

How are practices adapting to new technologies such as AI tools, practice management software or client communication platforms?

Dr. Riddick: Practices are increasingly adopting AI tools, particularly veterinary scribes, which improve efficiency and help teams finish on time — or even early. Client communication platforms allow veterinarians to connect directly with clients, including after hours, without sharing personal contact information. These tools reduce “phone tag” and enable diagnostics and treatment plans to be communicated via text or email, with records automatically captured in the medical file. Practice management software also gives owners and managers clearer insight into their financial performance, helping them better understand gains, losses and overall trends.

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Iowa: Building a Sustainable Future for Veterinary Medicine

Dr. Aubrey Cordray shares how Iowa practices are adapting to financial pressure, staffing shortages and technological change — while remaining optimistic about what’s next.

What are the biggest operational or financial challenges your members are currently facing?

Aubrey Cordray, DVM, practice owner and president of the Iowa Veterinary Medical Association: The biggest challenge our members are facing is the rapid rise in costs (wages, medical supplies, pharmaceuticals, and basic overhead) that are outpacing what most practices can adjust for. Clinics are trying to keep fees aligned with these increases without overpricing themselves in the market or making care less accessible, and that balance is becoming harder to maintain.

For rural and mixed-animal practices, these pressures are often magnified. Many are serving large geographic areas while also trying to update older facilities, mobile vehicles and equipment at a time when every expense is higher.

Student debt also remains a significant financial burden for many new graduates, often approaching more than $200,000. This can influence career decisions, including the ability to pursue practice ownership. While it is not the primary driver of current financial pressures, it adds another layer of complexity to the already challenging financial landscape for early-career veterinarians.

How have staffing shortages affected veterinary practices in your state?

Dr. Cordray: Staffing shortages have affected practices across Iowa, regardless of size or focus. Many clinics are operating with fewer veterinarians and support team members than they need, which leads to longer days, heavier caseloads and increased stress on the entire team. Recruiting has become more competitive, and retaining experienced staff is challenging when wages and expectations continue to rise. As a result, some practices have adjusted hours, modified services or restructured schedules simply to keep up with demand.

These pressures have pushed clinics to rethink workflow, strengthen training, and focus more intentionally on team well-being. The IVMA is helping support this effort through Practice Management sessions at our Spring, Fall and Winter Conferences, and through our complimentary Member Assistance Program, which provides access to consulting and counseling resources for members. These tools are designed to help practices navigate staffing challenges while maintaining healthy, sustainable teams.

Are you seeing trends in client demand or pet owner spending behavior?

Dr. Cordray: Yes, we are seeing noticeable shifts in client demand and pet owner spending behavior in most areas of the state. While veterinary caseloads remain steady, consumer spending is down, and clients are becoming more selective about the services they pursue. Many are prioritizing core preventative care but taking more time to consider elective procedures, diagnostics or long-term treatment plans.

Overall, clients are still committed to caring for their animals, but they are more cautious and cost-conscious in how they make decisions.

How are practices balancing rising costs with maintaining affordability and access to care?

Dr. Cordray: Practices are working hard to balance rising costs with keeping care affordable and accessible. One of the most practical strategies has been to look at the estimated cost of inflation for the coming year and use that as a guide for modest, predictable fee increases rather than making large reactive changes. This helps practices keep up with higher wages, supply costs, and overhead without surprising clients.

Clinics are also tightening inventory management, improving workflow efficiency and having more open conversations with clients about treatment options and value.

The goal is to remain financially stable while still providing the level of care their communities rely on (without pricing themselves out of the market).

How is the next generation of veterinarians influencing the culture of the profession?

Dr. Cordray: They are bringing a healthy shift toward sustainability, working 40 to 50 hours a week instead of the
70 to 80 hours (or more) that were once considered normal. This change does not reflect a lack of commitment, it reflects a stronger understanding of long-term well-being, boundaries, and a desire for a career that is both fulfilling and sustainable.

At the same time, veterinarians of all generations are navigating rapidly increasing consumer expectations. Clients often expect immediate answers, gold-standard medicine and fast turnaround times … yet at costs that remain accessible. That combination places tremendous pressure on veterinary teams, and it is influencing how the next generation approaches communication, workflow and practice culture.

Overall, younger veterinarians are advocating for work-life balance, clearer communication, and systems that support both high-quality medicine and healthy teams, and those shifts are helping elevate the profession as a whole.

What changes do you foresee in the profession over the next 5 to 10 years?

Dr. Cordray: I expect the veterinary profession to continue moving toward more sustainable workloads, smarter workflows and technology that supports efficiency without replacing the personal relationships at the core of our work. Practices will rely more on team-based care, improved scheduling models and tools that reduce administrative burden. We will also see broader adoption of data-driven decision-making, using consistent, objective information to guide everything from companion-animal diagnostics to herd-level health decisions.

Rising client expectations will continue to influence how clinics communicate and deliver care, and I anticipate an even stronger emphasis on well-being, work-life balance, and long-term career sustainability for the entire veterinary team. Organized veterinary medicine will also play an increasingly vital role by providing resources, mentorship and advocacy efforts that support animal health, public health, and food safety while enriching the profession as a whole.

How are practices adapting to new technologies?

Dr. Cordray: Most clinics in Iowa (but not all) are adopting new technologies in a very practical, problem-solving way. Many practices are transitioning to cloud-based management systems, automated inventory tools and AI-assisted features that help streamline diagnostics or reduce administrative workload if financially possible.

For most clinics, the goal is not to chase trends; it is to reduce burnout, improve efficiency, and meet clients’ expectations for clearer communication and faster access to information. These tools ultimately free up more time for what matters most: delivering high-quality patient care and building stronger, more meaningful relationships with the clients and communities we serve.

What gives you optimism about the future of veterinary medicine?

Dr. Cordray: What gives me the most optimism is the people in this profession. Iowa veterinarians, whether they are in mixed-animal practice, small-animal clinics or specialty roles, show an incredible amount of adaptability, compassion, and commitment to the communities they serve.

I am also encouraged by the next generation coming into the field. They bring fresh ideas, healthier expectations around balance and a strong desire to help shape a more sustainable future for veterinary medicine. Even with the challenges we are navigating, the resilience, teamwork and genuine care I see every day from veterinarians across our state make me very hopeful about where we are headed.

How has your association’s role evolved in response to industry changes?

Dr. Cordray: The IVMA has become increasingly proactive and member-focused in response to the changes facing our profession. Our members look to us for legislative advocacy, clarity on regulatory issues, support during emergencies, and meaningful opportunities to connect and learn. We have expanded wellness resources, strengthened communication and deepened our engagement with veterinary students so we can support the next generation as they enter the profession.

The IVMA also serves as a central resource for our members: a place to access information, contacts, and programs that enhance both their careers and personal well-being. This includes our Member Assistance Program, the Rural Iowa Veterinary Loan Repayment Program, continuing education at our Spring, Fall, and Winter Conferences, and social events that help bring colleagues together.

The IVMA is also highly active in collaborating with state and federal agencies, animal industry partners, and organizations across agriculture and public health to ensure Iowa veterinarians (whether large animal, small animal, rural, or urban) feel supported and represented. As the landscape shifts, we remain committed to adapting quickly and providing the resources our members need to thrive.

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Oregon: The Veterinary Balancing Act

From staffing shortages and changing client expectations to mental health, technology and access to care, Oregon veterinarians discuss how practices are adapting in a rapidly evolving profession.

What are the biggest operational or financial challenges your members are currently facing in running their practices?

Dr. Lynn Healy, Cat Care Professionals, and president of the Oregon Veterinary Medical Association (OVMA):
Three things:

• Increasing costs
• Attracting/hiring veterinarians, particularly in rural areas; attracting/hiring veterinary technicians
• Private practices competing with corporate practices

How have staffing shortages or changes in the labor market affected veterinary practices in your state?

Dr. Healy: There are fewer licensed/certified veterinary technicians on staff. We’re also seeing many private practices selling to corporations.

Are you seeing any notable trends in client demand or pet owner spending behavior?

Dr. Healy: With client demand, some practices are seeing a decrease in frequency of visits and/or in average client transactions as the costs of daily essentials, such as gas and groceries, increase. Additionally, some clients are seeking veterinary care predominantly in urgent/emergent situations and bypassing routine wellness services.

Dental care, advanced diagnostics and specialty services are being deferred as costs have increased and clients are tightening their budgets.

These changes may be notable especially in urban markets, where clients have a multitude of options for veterinary care, versus veterinary markets in less saturated/less populated areas.

At the same time, in niche practices, such as cat-only practices, we are seeing greater spending resilience, with clients prioritizing high-quality specialty care.

My experience in the cat-only practice where I am employed is also that client expectations have increased. Clients have a very strong bond with their cats and increasingly see them as family members. They are willing to go “above and beyond” for their cats, and they expect premium care, accessible and exceptional communication, which can include emails, phone calls and texting, and outstanding customer service.

Dr. Charles Hurty, past president of the OVMA: Clients are generally accepting of routine wellness services such as vaccinations and wellness visits, but we are seeing a modest pullback on some “above-and-beyond” preventive options, such as routine wellness bloodwork in otherwise healthy young adult pets.

How are practices balancing rising costs (labor, supplies, drugs) with maintaining affordability and access to care?

Dr. Hurty: Practices are focusing on strategic spending, which can include shifting a portion of sales to practice-branded online pharmacies that can competitively match big-box retailers.

Dr. Healy: At Cat Care Professionals, we perform cost-value analyses and prioritize the purchase of equipment and supplies that will best serve our patients’ needs.

Since labor is the largest expense for most veterinary practices, one of the focuses is on retention of high value staff members. Offering competitive pay and benefits and providing excellent training are some ways in which practices are achieving this goal. Additionally, increasing efficiency by effectively managing and, again, training staff and empowering them to oversee non-veterinarian tasks helps retain high-value staff members.

Regarding affordability and access to care, practices are implementing a spectrum of care approach, where treatment options are provided to clients. These options include the “gold standard” treatment plan to a budget-friendly, high-quality care plan. Some also refer to a “goal standard” versus “gold standard” approach. I believe it is imperative that we provide our clients with treatment options, and that we do not pass judgement on our clients regarding which option they choose.

Communication is key. By providing estimates and upholding transparency throughout every step of a patient’s treatment and care, there are no surprises and mutual respect is achieved.

As well as providing a spectrum of treatment options, practices are working to better communicate the value of their care.

Many practices provide owners with information about pet insurance and also provide third party payment plans.

What key pieces of state or federal legislation should veterinary professionals be paying attention to this year?

Dr. Healy: We are keeping an eye on:

• Mid-level practitioners
• Access to drugs including xylazine and dexmedetomidine
• Access to care
• The use of lay people to perform practices such as pregnancy checks in cattle and dental care to equines.
• Legislation related to veterinary technicians

Are there specific regulatory or scope-of-practice concerns that are particularly pressing?

Dr. Healy: In our state, the use of lay people to perform services that have traditionally been provided by licensed veterinarians is particularly pressing. Additionally, access to xylazine and other necessary veterinary drugs is a pressing issue

What are the most effective ways you’ve seen practices address recruiting and retention challenges?

Dr. Healy: By providing not just competitive salaries, but also compensation packages that address work-life balance.
By providing a community and culture in the workplace where staff are valued.

By empowering staff and providing them with opportunities for growth.

By being clear and transparent regarding the practice’s mission and goals and strategies for achieving those goals.

By providing mentorship.

Dr. Hurty: Practices that invest time and energy into creating truly supportive, purpose-driven workplaces, where people feel seen, heard and valued … are the ones that will be most successful at both recruiting and keeping great people.

How is the next generation of veterinarians influencing the culture and expectations of the profession?

Dr. Healy: The next generation is very focused on work-life balance, and they (rightly-so in my opinion) value and prioritize mental health over the “work yourself to the bone” mindset.

The next generation also seems to prefer to communicate with clients via email/text versus by phone, which requires reliable internet service and technology support.

There is a greater emphasis on social media.

The expectations of a supportive work environment where their concerns and ideas are heard and appreciated.

How are practices adapting to new technologies, such as AI tools, practice management software, or client communication platforms?

Dr. Healy: Many are utilizing AI scribes for help with medical record documentation.

Dr. Hurty: Practices are adapting, but they’re doing so in a cautious, iterative way: embracing the tools that clearly reduce friction and burnout, while still asking the hard questions about ethics, sustainability, and long-term impact.

What gives you optimism about the future of veterinary medicine?

Dr. Healy: That new technologies will potentially allow us to provide veterinary care to an even greater number
of animals.

That we have a passionate, driven group of new veterinarians joining the workforce.

That the focus on access to care will enable the profession to serve a broader array of people.

The growing number of veterinarians with expertise in exotics medicine.

How has your association’s role evolved in response to recent industry changes?

Dr. Healy: For several years, we have incorporated a Wellness Track to our annual Veterinary Conference.

We are working hard to stay abreast of new legislative initiatives that impact the profession in our state. We respond, with speed and efficiency, to legislative efforts that address the veterinary scope of practice, lay people practicing veterinary medicine, mid-level practitioners and veterinary technicians, among other issues.

We are exploring AI and its role in the profession. We are also looking into the use of social media and other technologies to enable us to reach a wider audience of veterinary professionals.

What new initiatives or programs are you most excited about?

Dr. Healy: One Health initiatives. One Health is a collaborative approach that recognizes the interconnectedness of the health of humans, animals and the environment.

Public health initiatives and the role of veterinary medicine within the realm of public health.

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