Dear Labby: Help me navigate contracts for relief veterinarians

Dear Labby, I’ve recently had an issue with someone we contracted to be our relief vet. Long story short, I let them go early since they were not a fit for the practice’s culture. What ensued was some issues regarding the contract they signed with us. How can I be sure in the future that this doesn’t happen?  

That’s a paw-sitively great question! We chatted with Cindy Trice, DVM, founder of Relief Rover (now part of Hound), who knows a thing or two about how to set up relief vets for success. We sniffed around everything from how to draft a solid contract to managing expectations, so everyone stays on the same leash.

Trice also supplied us with an example of the contract she uses. Download the contract template she sent us here.

 How common is it for relief vets and veterinary practices to schedule relief shifts with nothing more than a handshake and a hopeful tail wag rather than a written contract that spells out expectations? 

Unfortunately, it’s still very common. Many relief vets and practices begin working together based on trust, familiarity, or a quick verbal agreement. And while our profession is rooted in relationships, the lack of a clear written agreement often leads to misunderstandings—everything from cancellation expectations to workflow boundaries. 

When a relief vet tippy taps into your clinic as an independent worker-bee (or worker pup), who is usually responsible for drafting the contract—the relief vet or the practice? 

In my experience, the responsibility typically falls on the relief veterinarian. Most practices don’t have a template readily available, and many don’t fully understand the nuances of relief work, independent contractor status, or fair expectations. Relief vets who work for themselves usually create a foundational contract that outlines how they operate, then allow practices to review and request reasonable modifications. 

How can relief vets and practices sniff each other out to ensure a good fit early on in their working relationship? 

Fit starts with communication—before the first scheduled shift. Ideally, the relief vet visits the practice before their first shift, although I don’t know how frequently this actually happens. At the very least, a 15-minute conversation can prevent a month’s worth of friction. Relief vets should ask about scheduling expectations, caseload, staffing levels, record-keeping systems, and the hospital’s culture around communication and client service. 

Practices should feel empowered to ask about the veterinarian’s comfort zone, preferred workflow, and anything unique about their approach to medicine. 

This is not an interview in the traditional sense; it’s a compatibility check.  

What are the most essential elements that a contract between a relief vet and a practice should include—the juicy bits that keep everyone on the same leash? 

The core pillars of a strong relief contract are: 

• Scope of work — What services the relief vet offers (consultations only, urgent care, surgeries – if so, which ones, dentistry, ultrasound, etc.) 
• Schedule and hours — Including arrival time, break expectations, and how overtime is handled. 
• Compensation — Rate, payment method, payment timing, and what is included in the fee. 
• Cancellation policy — With clear definitions of what constitutes a late cancellation. 
• Professional boundaries — Clarity on follow ups on the days the relief vet isn’t working 
• Liability and insurance — Professional liability, workers comp exemptions, and facility responsibilities. 
• Relationship of the parties — Ensuring the relief vet’s clinical judgment and medical autonomy is respected while working within hospital standards and makes it clear that the relief vet is working as an independent contractor.  

Is there one standard or typical way that practices and relief vets handle payment if a shift is cancelled at the last minute? Does the relief vet still get kibble? 

There really isn’t—and that’s part of why cancellations can become such a pain point. The truth is that cancellation policies in relief work are often one-sided, with the relief veterinarian being the party with the most recourse. If a relief vet includes a cancellation clause in their agreement, the practice may owe compensation for a late cancellation, but the reverse—where the relief vet compensates the hospital for backing out—is extremely rare in our field. In fact, I’ve never heard of that happening. 

Relief vets are small businesses. When a hospital cancels late, the veterinarian loses income they were relying on and may have turned down other work to keep that date. A fair cancellation policy simply acknowledges that reality. 

The most common model I see is a tiered cancellation window. Here’s an example adapted from a sample work agreement I share with colleagues: 

Cancellation Policy (example):
Cancellations more than 30 days before a scheduled shift incur no fee.
Cancellations 30 days–2 weeks prior are billed at half the daily rate, if the date can’t be  rebooked.
Cancellations within 2 weeks are billed at the full daily rate, if the date can’t be rebooked. 

This structure protects the relief veterinarian while still giving the practice some flexibility. It also acknowledges that unexpected things do happen—illness, family emergencies, childcare issues, weather events. When relief vets need to cancel, they should communicate early, help secure alternate coverage when possible, or offer a future discount—not because it’s contractually required, but because that’s how a good partnership should work. 

At the end of the day, cancellations are inevitable, but surprises don’t have to be. Clear written expectations prevent resentment and keep relationships intact, even when schedules change. 

What guidance do you have for relief vets or practices that realize they are not a good fit after a contract has been signed and more shifts are scheduled? If their tails just aren’t wagging in the same direction, is this business relationship still set in stone? 

First, give yourself permission to be honest. Not every working relationship is meant to last, and recognizing misalignment early is an act of professionalism—not failure. 

Both parties should: 

• Communicate respectfully and promptly about the concerns. 
• Honor any signed commitments or, if needed, negotiate adjustments together. 
• Reference the contract for termination or modification clauses. 
• Prioritize the team and patient impact when deciding how quickly to separate. 

I always say: relief work is about building bridges, not burning ones. Even when a partnership doesn’t work out, how we navigate the ending determines whether other doors stay open in the future. Our industry is small.

 

Photo Credit: FilippoBacci via iStock/Getty Images Plus 

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